City of Peoria, Arizona FY2020 Annual Program Budget City of Peoria Annual Program Budget Fiscal Year 2020 Total Fiscal Year 2020 Budget $670,000,000 Operations $311,716,329 General Funds Special Revenue Enterprise Fund $166,948,083 $24,196,196 $63,897,945 General Fund Streets Water $163,911,657 $10,964,572 $27,560,577 Half Cent Wastewater $3,036,426 Transp. Sales Tax Funds $177,202 Other Reserve $0 Contingency $58,850,000 Internal Service Funds $56,602,930 Debt, Trust & Agency Funds $71,175 Fleet Maintenance $5,896,318 Fireman’s Pension $21,000 General Funds $41,850,000 $11,842,495 Fleet Reserve $6,249,112 Capital Bonds $0 Special Revenue $7,550,000 Development Fees $4,100,000 Solid Waste Residential $12,140,885 Insurance Reserve $25,479,105 Capital Projects $5,175 Enterprise Fund $6,225,000 Home & Housing Grants Solid Waste Commercial $2,408,535 Facilities Maintenance $6,823,883 Debt Service $45,000 Internal Service Funds $1,825,000 Transit $4,902,291 Stadium Ops. & Maint. $5,557,764 IT Operations $10,669,059 Attorney Grants $17,400 Enterprise Reserves $3,128,619 IT Reserve $1,067,453 Public Safety Grants $600,897 Enterprise Expansion $1,259,070 IT Project $418,000 $501,627 Other Grants $2,294,666 Community Serv. Grants $637,541 i Capital Projects $700,000 Debt Service Funds $700,000 Capital Projects $256,454,658 Long-Term Debt $42,979,013 $15,946,538 Special Revenue Funds $54,139,696 Enterprise Funds $126,473,058 Capital Project Funds $58,168,131 Internal Service Funds $1,727,235 Water GO Bonds IT Reserve $1,727,235 General Funds Half Cent Wastewater General Fund Streets $0 $6,884,572 $7,627,517 $11,429,373 $30,580,435 $33,330,833 Water Half Cent Sales Tax Fund $2,576,960 Transp. Sales Tax Funds $23,048,853 Water Expansion $17,001,758 MDA Bonds $7,875,562 Debt Service GO Bonds $19,959,062 Development Fee Funds $0 MDA Bonds $0 Other Reserve Funds $5,742,061 Development Fee Funds $18,752,901 Wastewater Streets/ED $17,557,485 $15,600,898 Improvement Districts $0 Other Bonds $8,259,817 Transit $0 Wastewater Expansion $1,964,076 Outside Source Fund $9,236,400 Other Grants Water Bonds $908,569 $59,192,327 Sports Complex Ops/Maint. $0 Sports Complex Equip. Reserve $0 Residential Solid Waste $151,977 ii Commercial Solid Waste $25,000 $0 City of Peoria FY 2020 Annual Program Budget Table of Contents Table of Contents i Financial Organization Chart 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 Budget Summary 45 iii City of Peoria FY 2020 Annual Program Budget Table of Contents Financial Reserves 46 Fund Balance Analysis 47 Operating Budget 50 Operating Budget History 53 Grant Funds 54 Internal Service Funds 55 Debt Service 56 Debt Management 58 Debt Management Policy 60 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 Livability Initiatives 73 Organizational Strategic Plan 73 Cascading Measures 74 City Attorney 75 City Clerk 80 Development and Engineering 84 Economic Development Services 94 Finance & Budget Department 100 Fire-Medical Department 117 iv City of Peoria FY 2020 Annual Program Budget Table of Contents Human Resources 122 Information Technology 127 Leadership and Management 134 Mayor and Council Office 139 Municipal Court 141 Neighborhood and Human Services 146 Office of Communications 159 Parks, Recreation and Community Development 165 Planning and Community Development 177 Police Department 183 Public Works 195 Water Services 210 Capital Projects Introduction 225 Financial Policies 226 CIP Development Process 227 Project Programming 229 Operating Budget Impact 231 Financing the CIP 233 CIP Summary by Funding Source 242 Drainage 244 Economic Development 256 Operational Facilities 265 Parks and Recreation 289 Public Safety 310 Streets and Traffic Control 316 Wastewater 349 Water 363 v City of Peoria FY 2020 Annual Program Budget Table of Contents Schedules Schedule Descriptions 393 Schedule 1 – All Funds Summary 394 Schedule 2 – All Funds Revenue 396 Schedule 3 – All Funds Operating Expenditures 408 Schedule 4 – Transfers 419 Schedule 5 – Tax Levy and Tax Rate Information 420 Schedule 6 – Personnel Summary by Department 421 Schedule 7 – Authorized Personnel by Department 422 Schedule 8 – Debt Service 443 Schedule 9 – Summary of Operating Capital 444 Schedule 10 – Capital Improvement Budget 449 Schedule 11 – Summary of Supplementals 468 Schedule 12 – Summary of Improvement District Revenues 477 Schedule 13 – Sources and Uses 478 Schedule 14 – State of AZ Auditor General Schedule A 479 Schedule 15 – State of AZ Auditor General Schedule B 480 Schedule 16 – State of AZ Auditor General Schedule C 481 Schedule 17 – State of AZ Auditor General Schedule D 486 Schedule 18 - State of AZ Auditor General Schedule E 488 Schedule 19 - State of AZ Auditor General Schedule F 490 Schedule 20 – State of AZ Auditor General Schedule G 492 Appendix Budget Adoption Resolution 495 Glossary of Terms 496 Acronyms 500 Acknowledgements 501 vi City of Peoria FY 2020 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 2019 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 2020 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 2020 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 Introduction City of Peoria Principal Officials of the City Fiscal Year 2020 Cathy Carlat Mayor Bridget Binsbacher Vice Mayor Vicki Hunt Councilmember Michael Finn Councilmember Denette Dunn Interim Councilmember Jon Edwards Councilmember Bill Patena Councilmember Jeff Tyne City Manager Erik Strunk Katie Gregory Andrew Granger Deputy City Manager Deputy City Manager George Anagnost Thomas Adkins Kris Dalmolin Municipal Judge Governmental Affairs Director Information Technology Director Vanessa Hickman Bobby Ruiz Jennifer Stein City Attorney Fire Chief Director of Communications Deputy City Manager John Sefton Art Miller Kevin Burke Parks, Recreation & Community Facilities Director Police Chief Public Works Director Adina Lund Rhonda Geriminsky Rick Buss City Clerk Economic Development Services Director Development and Engineering Director Laura Ingegneri Sonia Andrews Chris Hallett Human Resources Director Finance and Budget Director Neighborhood & Human Services Director Chris Jacques Cape Powers Planning and Community Development Director Water Services Director 1 City of Peoria Core Values P “The City of Peoria team members share a commitment to provide quality service for our community.” Professional E Demonstrates professional skills and knowledge needed to perform the job; keeps informed of developments in the professional field and applies this knowledge to the job; encourages and supports the development of subordinate personnel. Ethical O Maintains the highest standards of personal integrity, truthfulness, honesty, and fairness in carrying out public duties; avoids any improprieties; trustworthy, maintains confidentiality; never uses City position or power for personal gain. Open R Communicates effectively orally and in writing; involves appropriate individuals and keeps others informed; acts as a team member; participates and supports committees/boards/commissions/task forces; approachable; receptive to new ideas; supports diversity and treats others with respect; actively listens. Responsive I Consistently emphasizes and supports customer service; takes responsibility to respond to all customers in a prompt, efficient, friendly, and patient manner; represents the City in an exemplary manner with civic groups/organizations and the public. Innovative A Demonstrates original thinking, ingenuity, and creativity by introducing new ideas or courses of action; supports innovative problem-solving by identifying and implementing better methods and procedures; takes responsible risks; demonstrates initiative and “follows through” on development and completion of assignments. Accountable Accepts responsibility; committed to providing quality service to our community; plans, organizes, controls and delegates appropriately; work produced is consistent and completed within required timeframes; implements or recommends appropriate solutions to problems; acknowledges mistakes; manages human and financial resources appropriately. 2 City of Peoria Council Districts Lake Pleasant Mayor Cathy Carlat Vice Mayor Bridget Binsbacher Mesquite District Carefree Hwy 67th Ave. Mayor Pro-Tem Vicki Hunt Acacia District Pinnacle Peak Rd. Councilmember Bill Patena Ironwood District Councilmember Michael Finn Palo Verde District Councilmember Denette Dunn Pine District Bell Rd. Youth Council Liaison Leah Gilbertson 3 115th Ave. Youth Council Liaison Frank Johnson Peoria Ave. Northern Ave. 67th Ave. Councilmember Jon Edwards Willow District Peoria Citizens Citizen Advisory Boards and Commissions Mayor and City Council Jeff Tyne City Manager George Anagnost Municipal Court Judge Vanessa Hickman City Attorney Briana Cortinas Mayor’s Chief of Staff Jay Davies Chief of Staff to the City Manager Sharon Roberson Assistant to the City Manager Thomas Adkins Intergovernmental Affairs Director Jennifer Stein Communications Director Laura Ingegneri Human Resources Director Scott Whyte Real Estate Development Office Andy Granger Deputy City Manager Art Miller Police Chief Bobby Ruiz Fire Chief Kris Dalmolin Information Technology Director Sonia Andrews Chief Financial Officer Rhonda Geriminsky City Clerk Erik Strunk Deputy City Manager John Sefton Parks, Recreation and Comm. Facilities Director Kevin Burke Public Works Director Chris Hallett Neighborhood & Human Services Director Cape Powers Water Services Director 4 Katie Gregory Deputy City Manager Chris Jacques Planning & Comm. Dev. Director Rick Buss Economic Development Director Adina Lund Development & Engineering Director March 2019 City of Peoria FY 2020 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 2020 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 2020 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 home sales price around $199,500. 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. USA Today named Peoria one of the top 10 unique destinations to experience the outdoors, selected for its proximity to Phoenix, the Sonoran Desert and Lake Pleasant. “We know that our city’s treasure is the perfect combination of beautiful desert spaces, mountains, trails and the vast, cool waters of Lake Pleasant,” said Mayor Cathy Carlat. In the last year, the city of Peoria has been recognized for the Best Place to Get a Job, Best Ballpark in the Valley, and Best City to raise a family. In addition, Money Magazine recently rated Peoria as the No. 1 Best City to Live in Arizona. 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 estimated population for 2019 has grown to 179,800. 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 2020 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 and the temporary art piece “Yucca Oraxlie.” A Huey helicopter is featured in Peoria’s Vietnam Memorial Plaza 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 (Senator John McCain Vietnam Veterans Memorial was also designed with a Huey helicopter displayed 18 feet above the plaza. The third and newest community park, recently named Paloma, is in 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. The splash pad and urban fishing lake are just two of the many amenities at Pioneer Community Park 7 City of Peoria FY 2020 Annual Program Budget Introduction 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. popular among Peoria’s residents and visitors. There are more than 11 miles of mountain hiking trails in Peoria with trailheads offering access to Sunrise, West Wing, Calderwood Butte and East Wing Mountains. Trailhead amenities include off-street parking, restroom facilities, and chilled drinking fountains. 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. 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. 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. Both trails are designed to accommodate all nonvehicular users, including walkers, joggers, strollers, bicyclists, and roller bladers. There is a designated trailhead at 83rd Avenue just south of the Sports Complex which accommodates equestrians as well. Additional trailheads can be found at 75th Avenue and Deer Valley as well as 83rd Avenue and Village Parkway. Peoria boasts more than 60 miles of hiking, biking and horseback riding trails. The mountain hiking and river trail system is very A panoramic view of beautiful Lake Pleasant 8 City of Peoria FY 2020 Annual Program Budget Introduction 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. Hikers enjoy the scenic view from a mountaintop 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. 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. The Kids Cove at the Peoria Sports Complex provides a variety of fun for kids! Baseball fans enjoy this view from the stands 9 City of Peoria FY 2020 Annual Program Budget Introduction 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. 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 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 and public art is expanding to the north. Quintero Golf Course is a gem nestled in the midst of the desert 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 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 The Blooming Spire is an example of Peoria’s public art Peoria introduced its temporary art program through IN FLUX, which features emerging artists in the public arena. Each installation is up for one year and then is replaced with new art each year. There are two temporary pieces of art located at the libraries. 10 City of Peoria FY 2020 Annual Program Budget Introduction Business Retail Trade/Arts and Entertainment 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 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. 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. The tremendous growth in the area over the last two decades has fueled the need to expand retail services. Peoria has responded by targeting retail opportunities to meet the needs of residents and improve the community service offerings. Peoria is an easily-reached location, boasting very accessible transportation infrastructure and services that support current economic development, and planning that supports future development. The city is bisected by four state highways, with convenient access to Interstates 10 and 17 which provide access within seven hours to multiple large and mid-sized metropolitan areas in the Southwest, California, Texas, the Mountain States, and Mexico. 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. An entry monument in the P83 Entertainment District Targeted Growth Industries The city sees its future growth in advanced business services, manufacturing, bioscience/ health care, and scientific and technical services. 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. 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. 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. The Arizona Small Business Development Center was recently launched in Peoria to foster and grow our small business community. The 11 City of Peoria FY 2020 Annual Program Budget Introduction 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’s Top 10 Major Employers*  Peoria Unified School District  City of Peoria  Walmart/Sam’s Club (4 locations) Peoria City Hall  The Antigua Group, Inc.  Immanuel Campus of Care City Services  Oak Craft, Inc. 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.  Asplundh Tree Expert Co.  The Terminix International Co.  Arizona Medical Clinic, Ltd.  Fry’s Food Stores *Source: City of Peoria Economic Development Services Department  Fry’s Food Stores (4 locations)  Target (3 locations) City Government  McDonald’s The City of Peoria is a Council-Manager  OakCraft government. The City Council sets city policy and  direction, Antiguawhile the city manager is responsible for the day-to-day operations of the  Arizona Medical Clinic 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. 12 A firefighter pulls hose from an engine in a training exercise City of Peoria FY 2020 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. Greenway Water Treatment Plant Peoria residents and business owners can get a behind-the-scenes look at how city government operates. Through the “University of Peoria,” the city offers the Peoria Leadership Institute, an eight–week program (one night per week) that provides an in-depth look at all operations of city government. Class members learn more about the city’s governmental structure, its budget and finances, public works, utility, police and fire operations through interactive discssions with city staff. The Peoria Leadership Institute is open to any Peoria resident free of charge. In addition, both the Peoria Police and Fire-Medical departments offer citizen’s academies that provide similar insight into the operations of these vital city departments. Peoria Police Officers and canines 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 Leadership Institute attendees visit the Fire Department 13 City of Peoria FY 2020 Annual Program Budget Introduction New this year is the opening of the Community Assistance Resource Center, located at the Peoria Community Center. The intent of the new 2,000 square foot Resource Center is to provide space for outside nonprofits in exchange for providing easy and local access to human and social service programs for Peoria residents. The Resource Center will debut with 10 non-profit agencies offering services ranging from at-risk youth, Adult Day programs, assistance for seniors and job placement assistance. The list of agencies is as follows: Benevilla, Adenlante (WIC program), Bloom 365, JAG, Stepping Up for Seniors, AZ@Work, Marc Community Services, Child Crisis Arizona, Foundation for Senior Living and Medicare Planning Solutions. through everyday actions. Industry experts teach residents about water conservation in the home, proper landscape irrigation, recycling, composting, energy efficiency and more. In Peoria, we welcome even the smallest changes because we know that together they have a great impact. The Peoria Community Center 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. 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. 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 14 City of Peoria FY 2020 Annual Program Budget Introduction "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. 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 95% 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. A small number of Peoria schools are part of the Deer Valley Unified School District. Its “A” rating makes it one of the top districts in Arizona. DVUSD prides itself in providing a variety of programs designed to make its students college- and career-ready. West Wing Elementary is an A+ School of Excellence 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, Huntington University, and Trine University provide the spectrum of education and training from international business to osteopathic medicine to engineering technology. Higher education is also a 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 designated 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 Full-day kindergarten is offered at no cost in the Peoria Unified School District 15 City of Peoria FY 2020 Annual Program Budget Introduction Urban fishing is a popular activity at Rio Vista Community Park A rainbow frames Centennial Plaza after a summer rain 16 City of Peoria FY 2020 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 ...........................................213 Avg. Response Time (minutes) ............................ 5.45 Number of Incidents: Emergency Medical Support ......................... 21,094 Fire Calls ......................................................... 2,211 Miscellaneous ..................................................1,172 Number of Schools Elementary Schools (grades K-8) ........................... 34 High Schools (grades 9-12) ...................................... 7 Non-Traditional High School ................................... 1 Number of Students Elementary ....................................................... 24,750 High School ..................................................... 12,450 Police Protection Number of Employees: Sworn ....................................................................203 Non-Sworn ............................................................ 101 Priority 1 Response Time (minutes) .....................5.55 Number of calls answered .............................. 227,295 Annexed Area in Peoria City Employees (as of July 1, 2019) Full-time ....................................................... 1,257.95 Part-time FTE’s ................................................. 20.20 Total authorized FTE’s ................................. 1,277.95 Recreation Community Parks ...................................................... 2 Urban Lakes ........................................................ 2 Splash Grounds ................................................... 2 Skate Park ........................................................... 1 Neighborhood Parks................................................ 34 Ramadas .......................................................... 105 Tennis Courts .................................................... 25 Pickleball Courts ................................................. 6 Swimming Pools ....................................................... 3 Sports Complex ......................................................... 1 Community Lake ....................................................... 1 Miles of Mountain and Multi-Use Trails................. 28 Dog Parks .................................................................. 5 Miles of Bicycle Lanes/Shared Use Paths ............122 1965……….2.5 1975……….7.0 1980…..….23.0 1985……...30.8 1990……...63.0 17 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2020 Annual Program Budget Introduction Streets and Utilities Streets* Utilities** Lane miles of streets maintained – 1,559 Arterial.……………….……………….….……441 Collectors……….….………………………….233 Residential………..………………………...…..904 Number of active customers Water……………………………………………...58,061 Wastewater……………………………………….59,499 Residential Solid Waste…………………………...57,452 Water Data: Treatment plant capacity Pyramid Peak……………………………….11.0 mil gal/day Greenway…………………………………..16.0 mil gal/day Annual consumption………………………9,950,302,000 Number of active wells in system…………………….30 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……………………..………….1,113 mil gal Jomax Plant………………………..…………….256 mil gal Butler Plant………………………..…………..2,607 mil gal Solid Waste: Residential tonnage processed……………………55,757 Commercial tonnage processed…………………..20,974 Recycle tonnage processed……………………….17,109 Streetlights Maintained……..………………16,020 *Source - City of Peoria Streets Department Total tonnage processed………………………….93,840 **Source - City of Peoria Utilities Department Above, street maintenance crews at work repaving city streets. Right, the recently widened and paved Pinnacle Peak Road. 18 City of Peoria FY 2020 Annual Program Budget Introduction Election Statistics Date Type of Election Registered Voters Votes Cast % of Registered Voters Voting September 13, 2005 Special (Sales Tax) 66,276 9,704 14.70% 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% August 28, 2018 Primary (Mayor/District) 102,354 34,899 34.10% November 6, 2018 General (Acacia Runoff) 14,446 7,711 53.38% 19 City of Peoria FY 2020 Annual Program Budget Introduction Demographics Population1 175,000 Median Household Income Income* 166,955 171,751 154,475 $80,000 $74,985 $80,000 $70,000 $70,000 $69,589 $65,314 $63,535 $60,000 $68,882 $60,417 $50,000 $63,025 $60,000 $50,000 $50,000 $50,000 $40,000 $35,000 $31,513 $40,000 $35,000 $31,513 $30,000 $20,000 $30,000 $20,000 $14,000 $20,000 $10,000 $10,000 $0 $0 1990 2000 2010 2012 1990 2005Income 2010 2014 2015 Income 2016 2017 Median 2000 Household Per Capita 141,941 150,000 125,000 108,364 100,000 74,565 75,000 50,618 50,000 25,000 12,351 3,802 4,792 0 1965 1970 1980 1990 1995 2000 2005 2010 2014 2018 Median Household Income Source – U.S. Census Bureau and MAG estimates 1 Occupied Housing Units* Family Households* 50,000 60,000 41,307 40,000 50,354 50,000 40,000 30,000 30,000 20,000 16,090 20,000 10,000 16,545 10,000 0 Owner Occupied 0 Renter Occupied Total Family Households Labor Force Statistics* 38,508 40,000 Non-Family Households Occupations* 35,000 2017 Labor Force: 75,137 30,000 29,790 36,629 25,000 21,422 20,000 15,000 Males Females 20 5,825 5,899 Production, Transport & Mat'l Moving Civilian Employed 16 yrs and over Sales & Office 30,000 Service 0 Mgmt., Business, Science & Arts 5,000 Construction, Extraction & Maint. 12,201 10,000 City of Peoria FY 2020 Annual Program Budget Introduction Median Earnings by Educational Attainment* Educational Attainment* 80,000 108,025 $72,110 70,000 100,000 60,000 80,000 50,000 60,000 $52,797 42239 $40,953 40,000 39,608 26,994 20,000 7,867 10,000 Graduate or professional degree Population 25 yrs and over w/earnings Some college or associate's degree 0 Bachelor's degree or higher Some college or associate's degree High School graduate (or equiv) Less than High School graduate Population 25 and over 0 High School graduate (or equiv.) 20,000 $33,639 $25,904 30,000 33,556 Less than High School graduate 40,000 Bachelor's degree 120,000 *Source – U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates Sales Tax Revenues*** Building Permits Issued** **Source – City of Economic Development Department Single Family Residential $100,000,000 3,500 3,000 $80,000,000 2,500 $60,000,000 $91,635,139 $79,410,318 $84,236,770 $74,556,024 $65,950,235 $71,237,142 $56,407,628 $60,720,312 $20,000,000 500 $54,868,223 $40,000,000 $64,974,886 1,500 1,000 $58,269,144 2,000 $0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 FY FY FY FY FY FY 2008 2010 2012 2014 2016 2018 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 2020 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, 2018. 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 2020 Annual Program Budget Introduction 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 desert landscape 23 City of Peoria FY 2020 Annual Program Budget Introduction 24 Budget Message City of Peoria FY 2020 Annual Budget City Manager Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2020 Mayor Carlat and Members of the Peoria City Council, I am pleased to provide you with a proposed FY 2020 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 2020 proposed budget strikes a balance between available revenues and the needs of our fast-growing community. This budget allows us to continue to provide exceptional core services, and maintain the quality standards our residents have come to expect. A balanced and strategic approach has resulted in a spending plan that adapts to the changing needs of our community, without compromising our financial future. BUDGET APPROACH Setting long-term priorities for the city is one of the most important responsibilities for Peoria’s elected officials. The City Council’s 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. The following livability initiatives are reflected throughout the recommended budget: 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, utility services and rates, economic development initiatives, 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 2020 Annual 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 proposed budget for FY 2020 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. Expected excess demand over supply may increase pressure on prices, wages, and interest rates. 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 9th 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 continues to be one of the fastest growing counties in the U.S. Locally improving consumer confidence has resulted in modest city sales tax growth during FY 2019. We expect sales tax revenues for this fiscal year to exceed FY 2018 levels by 3.2 percent, with strong performances across a broader base of retail categories, restaurants and bars, and construction. For FY 2020 forecast, we are estimating an average of 3 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 steady, 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 2020 is estimated to increase slightly from the previous year’s valuation. This marks the sixth 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 2020 Annual 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 2020 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 2020 budget includes a utility rate adjustment at 1.1% for the average residential user of water and wastewater services. Additionally, the budget includes a twenty-five cent increase to the stormwater fee and a 6% 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 2.27% for FY 2020. 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 2020, 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 2020 budget provides the financial resources necessary to meet these expectations. In providing superior public services, public safety is at the forefront as a critical component to our residents’ quality of life. This budget underscores the city’s ongoing commitment to this important local responsibility. The Fire-Medical Department will assume complete ambulance service within the city, increasing from four to five full-time city ambulances and adding seven new firefighters and one medical billing specialist. In the Police Department, the budget includes one new police officer to be assigned to an interagency task force that will improve how crimes are investigated in the Criminal Investigations section. Additionally, new vehicles and body worn cameras for our patrol division to help the organization continue its emphasis on community based policing. 27 City of Peoria FY 2020 Annual 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. 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. Funding is provided to support the successful Neighborhood Grant program, which offers financial support to neighborhoods seeking to design and complete various projects within their neighborhood. A new cooperative agreement is planned in the West Valley to provide homeless outreach and system navigation to the homeless in the community. Lastly, the continuation of the park and retention basin refresh programs are proposed to address existing landscaping and aesthetics improvements within and around our neighborhoods. The city’s first transit circulator will soon begin operations, connecting neighborhoods to local services and regional activity centers. The budget includes funding for a transit master plan that will create a short- and long-term strategy for further enhancing mobility in and around the city. As always, a robust capital program for streets and traffic signals provides funding to continue developing and maintaining Peoria’s roadway network. 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 2020 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 community facilities throughout the city. 28 City of Peoria FY 2020 Annual Budget City Manager Budget Message As our city grows, an emphasis of smart growth is our assured water supply. This budget addresses increased water purchases and cost of delivery in providing safe and reliable water to our citizens. Additional equipment operators and an inspector for the solid waste services as well as a full-time street sweeper position will help support the demands of growth. 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 2020. 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, Paloma Community Park, and a new neighborhood park in the Meadows subdivision. Notable new projects to the CIP this year include bus stops for the new circulator route, a storage building for the Peoria Center for the Performing Arts, a planned replacement of the aging fleet building, a new operations building at the Jomax WRF, and expansion of reclaimed water infrastructure in northern Peoria. 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 a series of placemaking initiatives to enhance public spaces throughout the city and 83rd Avenue streetscaping in Old Town. 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 1,500 lane miles of roadway, 1,000 miles of sidewalk, and 122 signalized intersections through a combination of maintenance programs in the capital program. 29 City of Peoria FY 2020 Annual Budget City Manager Budget Message CONCLUSION In summary, the proposed budget totals $670 million, which represents a 1.52 percent increase over the prior year. The budget for the general fund, the city’s primary operating fund, is $163.9 million a 6.09 percent increase. The $256.5 million capital budget for FY 2020 represents a 7.45 percent decrease over the FY 2019 plan, while the 10-year capital improvement program totals $726.3 million, a 0.58 percent decrease 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 Finance 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 2020 budget a reality. Sincerely, Jeff Tyne City Manager 30 Long-Range Forecast City of Peoria FY 2020 Annual Program Budget Financial Planning 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 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. • The City will maintain an “Emergency Reserve” of 10 percent 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. If used, funds must be approved by City Council and the City shall strive to restore this reserve the next fiscal year. Fund Balance Objectives 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. General Fund. The City of Peoria’s unassigned General Fund balance will be maintained to provide 31 City of Peoria FY 2020 Annual Program Budget Financial Planning  Half Cent Sales Tax reserve goal is 35 percent of the average actual revenues for preceding five fiscal years. • The City will maintain an “Operating Reserve” with an upper goal of 15 percent 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 percent of the average actual General Fund revenues for the preceding five fiscal years. The Budget Stabiliz-ation 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. If used, funds must be approved by City Council and the City shall strive to restore this reserve within three fiscal years. • A minimum cash reserve fund balance for the water and wastewater operating funds equal to 25 percent of the actual operating expenditures for the current fiscal year. 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 percent 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 percent 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 percent 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 bonds being paid from the one-half cent sales tax. • A minimum cash reserve fund balance for the solid waste operating funds equal to 20 percent of the actual operating expenditures for the current year. 32 City of Peoria FY 2020 Annual Program Budget Financial Planning 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, travel reduction and clean air programs, and the new POGO circulator bus route that began in April 2019. 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. 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 33 City of Peoria FY 2020 Annual Program Budget Financial Planning 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 2020 Annual Program Budget Financial Planning 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 2020 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 the Joint Legislative Budget Committee, Elliott Pollack, Jim Rounds, RL Brown, George Hammond, and economists at the Greater Phoenix Blue Chip Consensus. In addition, city staff closely monitors 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 inseparably connected to national and state economic conditions. The national economy continues to expand. Steady job growth has reduced the unemployment rate to the lowest level in 50 years, resulting in continued wage growth. As a result, consumer confidence remains high in spite of higher gas prices and trade tensions that have roiled the financial markets. The housing market has cooled after a long period in which home price increases outpaced wage growth, leading to fears that potential homebuyers are being priced out of the market. Arizona’s economy remains strong, fueled by growth in jobs, income, and population that exceed national averages. To assist with this evaluation, the City of Peoria Finance 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: • How will Peoria meet the challenges of growth in the future? Although the performance of the national and state economies remains strong, concerns are building about a decelerating national economy that could lead to a recession in the near term. The current economic expansion is one of the longest in U.S. history, and many economists believe it will end in the next year or two. • 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 2020 Annual Program Budget Financial Planning Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. The strong economy has resulted in continuing city sales tax growth during FY 2019. We expect sales tax revenues for FY 2019 to exceed FY 2018 actuals by 3.2 percent, with strong performance across a broad base of retail categories, restaurants and bars, and construction. For FY 2020, we are forecasting roughly a 2.8 percent growth in city sales tax revenues. Wastewater Fund. The City’s sewer collection and disposal operations also act as an enterprise, supported by wastewater rates. Solid Waste Funds. The City’s residential and commercial solid waste functions provide for the collection and disposal of refuse within the City of Peoria. The funds rely on user fees to pay for its operations. Property tax collections are driven 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 2020 is estimated to increase 8 percent over the previous year’s valuation. This marks the sixth 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. 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 2020 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 Transportation Assistance Fund II (LTAFII), which are proceeds from Powerball Lottery sales. Operating budget impact is a key criterion in deciding which projects to fund and when. If the city cannot 36 City of Peoria FY 2020 Annual Program Budget Financial Planning 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 $18,708,448 $18,726,918 $18,397,940 $18,413,032 FY2020 FY2021 FY2022 FY2023 FY2024 Sources $18,093,779 $173,135,426 $174,431,404 $168,795,913 $169,848,002 $163,919,503 $165,336,347 $159,722,880 $161,620,677 $154,506,077 $157,130,960 $0 FY2020 FY2021 FY2022 FY2023 FY2024 Sources $200,000,000 $50,000,000 $18,220,817 $0 Projected Sources & Uses $100,000,000 $17,808,689 $5,000,000 General Fund $150,000,000 $20,349,704 $10,000,000 $17,801,121 $15,000,000 $22,398,633 $20,000,000 Uses 37 Uses City of Peoria FY 2020 Annual Program Budget Financial Planning Wastewater Fund. The city provides wastewater services to approximately 60,000 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 58,200 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 2020 and FY 2021. 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 2020 and FY 2021. 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. Wastewater Fund Water Fund Projected Revenues and Expenditures Projected Revenues and Expenditures $22,524,590 $28,680,458 $27,845,298 $28,621,011 $27,055,716 38 $31,792,144 FY2020 FY2021 FY2022 FY2023 FY2024 Revenues Expenditures $21,585,764 $26,143,291 Revenues $25,368,495 FY2020 FY2021 FY2022 FY2023 FY2024 $26,486,729 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 $54,509,057 $57,832,136 $52,120,725 $55,895,864 $46,561,482 $0 $55,864,212 $54,151,769 $20,000,000 $55,446,808 $52,057,574 $40,000,000 $55,564,228 $60,000,000 Expenditures City of Peoria FY 2020 Annual Program Budget Financial Planning 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. The FY 2020 budget includes a four percent increase in rates. Future increases are planned through the remainder of the forecast period to ensure that the Commercial Solid Waste Fund will be financially selfsustaining into the future. Residential Solid Waste Fund. The residential solid waste operation provides trash collection, recycling, and loose trash pickup for approximately 58,200 residential accounts. The city’s residential solid waste operation is the sole provider of service for Peoria residents. The FY 2020 budget includes a six percent increase in rates. Future increases are planned through the remainder of the forecast period to ensure that the Residential Solid Waste Fund will be financially selfsustaining into the future. Commercial Solid Waste Fund Residential Solid Waste Fund Projected Revenues and Expenditures $20,000,000 $3,500,000 $15,519,267 $18,536,123 $14,686,390 $12,984,402 $13,696,210 $0 FY2020 FY2021 FY2022 FY2023 FY2024 Revenues $12,539,887 $0 $12,729,055 $5,000,000 $700,000 $11,840,346 $10,000,000 $14,704,509 $15,000,000 $12,636,558 $2,970,553 $3,332,738 $2,838,252 $2,645,566 $2,731,306 $2,553,947 $2,562,699 $2,433,535 $1,400,000 $2,483,455 $2,100,000 $2,985,134 $2,800,000 Projected Revenues and Expenditures FY2020 FY2021 FY2022 FY2023 FY2024 Revenues Expenditures 39 Expenditures City of Peoria FY 2020 Annual Program Budget Financial Planning 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. In April 2019 the city began offering a circulator route service in the northern part of the city operated by Valley Metro. This new circulator route is 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 $6,000,000 $4,912,657 $5,336,835 $5,056,908 $5,129,183 $4,864,610 $4,996,997 $4,780,000 $2,000,000 $4,866,049 $3,000,000 $4,559,000 $4,000,000 $5,068,291 $5,000,000 $1,000,000 $0 FY2020 FY2021 FY2022 FY2023 FY2024 Sources 40 Uses Budget Summary City of Peoria FY 2020 Annual Program Budget Budget Summary Budget Summary 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. The City Council’s policy goals and livability initiatives set the direction for the organization and act as a touchstone for making financial and operational decisions. 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 2020. In January, the executive management team met with department directors to review their proposed service FY 2020 BUDGET CALENDAR Activity Date Council Workshop – Financial Update November 16, 2018 Department Budget Review Sessions January, 2019 City Manager’s Recommended Budget March 28, 2019 Adopt Tentative Budget May 7, 2019 Hold Public Hearing on Budget and Property Tax Levy May 21, 2019 Adopt Final Budget May 21, 2019 Adopt Property Tax Levy June 4, 2019 41 City of Peoria FY 2020 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 2020, 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 longterm 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 departments submitted their 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 has 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 2019. 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 City Council. Upon Council’s revisions to the city 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 2020 Annual Program Budget Budget Summary Budget Adoption Consistent with Title 42, Chapter 17, Article 3, Arizona Revised Statutes, the proposed budget was presented to the City Council for tentative adoption on May 7, 2019, after the initial study sessions. The adoption of the tentative budget sets the maximum appropriation for the fiscal year. The budget is 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 2020 final budget was adopted on May 21, 2019, and the property tax levy was adopted on June 4, 2019. The voters of the City of Peoria adopted the Home Rule Option in 1989, 1993, 1997, 2001, and most recently in 2003. In the March 2003 general election, voters approved a permanent base adjustment, which allowed the city to continue appropriating funds beyond the state limit until a new base adjustment is necessary. The 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 maximum legal expenditure limit is $943,442,911 in Fiscal Year 2020. This compares to the total appropriation of $670,000,000 in the proposed budget. In addition, the city estimates that $258,891,798 would be qualified for exclusions from the expenditure limitation. The budget includes funding for current needs and carryover allowances for the upcoming year. State Law All funds within the city have been set up with expenditure appropriation in the budget. Section 42-17101, 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. Budget Amendment Policy During the fiscal year, the budget is monitored continually by both the Management and Budget Division and individual departments. The city may not exceed the total expenditure appropriation originally authorized by the City Council. However, the Council may amend the approved budget during the fiscal year. This may require a corresponding change in another fund to assure compliance with the total legal expenditure limitation. 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: 1. A local home rule (alternative expenditure limitation) 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. 2. A permanent base adjustment 3. One-time override 4. A capital projects accumulation fund 43 City of Peoria FY 2020 Annual Program Budget Budget Summary Budget Basis 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. 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. Performance Management 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 2020 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. Multiyear performance measurement data was used to make financial decisions that ensured that the recommended FY 2020 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 44 City of Peoria FY 2020 Annual Program Budget Budget Summary Budget Summary Expenditures The City of Peoria’s FY 2020 proposed budget appropriation totals $670 million. The operating budget totals an estimated $312 million, an increase of almost 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 $670 million proposed budget is comprised of four major segments. The operating budget totals $312 million (47 percent) and debt service is $43 million (6 percent). Approximately $59 million (9 percent) is set aside for contingency accounts. Capital improvements total $256 million, which is 38 percent of the total FY 2020 budget. Revenues Mostly due to the scheduled use of one-time monies in the capital improvement program, expenditures exceed revenues in FY 2020. The other factor in expenditures exceeding revenues is the contingency, which is a reserve that rolls over each year. The FY 2020 estimated revenues total $469 million. Projected revenues are realized from a variety of sources, including tax collections, state-shared revenues, user fees, and utility billings. In FY 2020, the city estimates revenue from service charges at $199 million (42 percent), taxes at $119 million (26 percent), intergovernmental revenues at $65 million (14 percent), and bond proceeds at $61 million (13 percent). The remaining categories represent $25 million (5 percent). Summary of Expenditures Total FY20 Expenditures $670 Million Contingency 9% Summary of Revenues Operating 47% Total FY20 Revenues - $469 Million Service Charges 42% Misc. 5% Debt Service 6% Inter Gov't 14% Taxes 26% Bond Proceeds 13% 45 Capital Outlay 38% City of Peoria FY 2020 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY16 FY17 FY18 FY19 FY20 % Change Fines, Licenses, Permits & Rents $7.5 $8.0 $8.5 $8.1 $9.6 19% Bond Proceeds $60.5 $19.3 $65.7 $100.4 $60.8 -39% Charges for Services $153.5 $165.1 $174.7 $187.2 $198.7 6% Intergovernmental Revenue $55.3 $58.8 $62.7 $61.6 $65.3 6% Taxes $94.3 $102.4 $108.9 $116.5 $119.4 2% Miscellaneous Revenue $6.4 $10.9 $10.2 $19.9 $10.6 -47% Interest Income $1.1 $1.3 $1.8 $2.6 $4.3 65% Total Revenues $378.6 $365.9 $432.5 $496.3 $468.7 -6% TOTAL BUDGETED USES (In Millions) Description FY16 FY17 FY18 FY19 FY20 % Change Operations $256.4 $269.1 $277.3 $294.4 $311.7 6% Capital $169.3 $128.7 $212.2 $277.1 $256.4 -7% Debt Service $39.4 $43.7 $45.9 $41.5 $42.9 4% Contingencies $45.9 $55.5 $54.6 $47.0 $59.0 25% Total Revenues $511.0 $497.0 $590.0 $660.0 $670.0 2% Financial Reserves 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 $182 million, not including contingency appropriation. The following chart outlines the financial plan for FY 2020. The total sources are estimated at $469 million and total uses are estimated at $670 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 City plans to maintain strong financial reserves in order to continue the 46 City of Peoria FY 2020 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Estimated Balance 7/1/2019 Total Sources Total Uses Estimated Balance 6/30/2020 General $97.8 $182.5 $242.1 $38.2 Special Revenue $74.8 $55.7 $95.6 $34.9 Enterprise $104.9 $173.4 $215.7 $62.6 Internal Service $27.8 $55.7 $61.0 $22.5 Capital Project $53.5 $7.8 $58.9 $2.4 Debt Service $24.6 $26.0 $29.0 $21.6 Total All Funds $383.4 $501.1 $702.3 $182.2 Fund Categories Fund Balance Analysis General Fund Unreserved Fund Balance In the general fund, the fund balance reflects the city’s strong growth cycle over the past few years. The reserve goal is equal to 35 percent of the average actual general fund revenues for the preceding five fiscal years. The reason for the declining fund balance is the city utilizes additional funds above the reserve requirement to pay for one-time projects in the following fiscal year. (Millions) $40.0 2019 Est. $54.6 $50.0 $51.5 $67.6 2016 2017 2018 Actual Actual Actual $60.0 $61.1 $71.3 $70.0 $30.0 $20.0 $10.0 $0.0 47 2020 Proj. City of Peoria FY 2020 Annual Program Budget Budget Summary Street Fund Unreserved Fund Balance. The Streets Fund is supported by two major revenue sources—Highway User Fund distributions from the State of Arizona and a portion of the city’s sales tax on utilities. The fund pays for ongoing operations such as street maintenance, street sweeping, signs, striping, and traffic signal maintenance, as well as one-time capital projects The city has been using available balances in this fund over the last few years to invest in major street rehabilitation efforts and a conversion of street lights to LED bulbs, which has reduced the fund balance. Even so, ongoing revenues continue to be sufficient to cover ongoing expenditures as well as some one-time projects each year. G.O. Bond Debt Service Fund $16.4 $14.7 $15.9 2019 Est. $25.5 $7.5 $11.7 Water Fund Unreserved Fund Balance $0.0 2016 2017 2018 Actual Actual Actual 2020 Proj. 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. $18.8 $21.4 $18.6 $5.0 2019 Est. $0.0 $25.0 $10.0 2016 2017 2018 Actual Actual Actual $10.0 (Millions) $15.0 $26.6 $20.0 Street Fund Unreserved Fund Balance $20.0 (Millions) $30.0 2020 Proj. (Millions) $34.0 $34.4 $28.3 $18.7 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 percent of the annual payments of principal and interest. The 10-year Capital Improvement Plan programs the use of any excess reserve. $26.8 $35.0 $30.0 $25.0 $20.0 $15.0 $10.0 $5.0 $0.0 2016 2017 2018 2019 Actual Actual Actual Est. 48 2020 Proj. City of Peoria FY 2020 Annual Program Budget Budget Summary 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. 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. Wastewater Fund Unreserved Fund Balance Residential Solid Waste Unreserved Fund Balance (Millions) $10 $6.6 $5.8 $7.2 $8.7 $6 $8.0 $8 $8.7 $13.1 $14.2 $11.9 $8.6 $16 $14 $12 $10 $8 $6 $4 $2 $0 (Millions) 2016 2017 2018 2019 Actual Actual Actual Est. 2020 Proj. $4 $2 2016 2017 2018 2019 Actual Actual Actual Est. $0 2020 Proj. 49 City of Peoria FY 2020 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 expands and demand for services increases, 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 2020 operating budget of $312 million represents an increase of $17 million, or almost 6 percent, over last year’s operating budget. Based on the city’s projected revenue estimates, the FY 2020 operating budget can be balanced without any increase to city taxes. Operating Budget by Fund Type Enterprise 20% Internal Services 18% General Fund 54% In total, the FY 2020 budget proposes 28 more FTEs than FY 2019, as shown in the table below. Special Revenue 8% The general fund makes up 54 percent of the total operating budget and is the largest component of the city’s organization. Other fund categories include enterprise funds (20 percent), internal service funds (18 percent), and special revenue funds (8 percent). Department FTEs Fire-Medical 8.00 Parks, Rec and Community Facilities 8.00 Public Works 3.75 Water Services 3.00 Police 1.00 Human Resources 1.00 Information Technology 1.00 Office of Communications 1.00 Neighborhood & Human Services 1.00 Development and Engineering .25 With the eight new positions in the Fire-Medical Department, the city will add a fifth ambulance, completing the transition from private to public ambulance service in Peoria. The muchanticipated opening of Paloma Community Park will require the eight new positions allocated to the Parks, Recreation and Community Facilities Department. As stated in the City Manager’s Budget Message, the FY 2020 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. Total staffing authorization for benefitted positions is proposed at 1,277.95 FTEs. A summary and detail of the city’s full-time benefitted positions can be found within each department section. 50 City of Peoria FY 2020 Annual Program Budget Budget Summary Department Summary cameras for police services officers, among a number of other items. The Economic Development Services Department continues to work to achieve the goals of the Council-adopted Economic Development Implementation Strategy (EDIS II). The FY 2020 budget allocates one-time funding to support this effort, including advertising and marketing, community promotions and events, economic impact studies, and small business assistance. The budget also provides funding for land development consulting services to be used by the Office of Real Estate Development. Proposition 206 continues to impact city departments, particularly the Parks, Recreation and Community Facilities Department. The minimum wage will rise from $11 to $12 on January 1, 2020. Accordingly, the FY 2020 budget continues to provide additional funding to address the minimum wage and benefit increase for part-time staff and contracted services. The FY 2020 budget also provides the funding needed to operate the new Paloma Community Park and the Meadows Neighborhood Park when they are complete. Other recommended additions to this department’s budget include mitigation of mine pits on Sunrise Mountain, replacement of the city’s central irrigation operating system, library materials purchase, and operating costs associated with recently completed capital projects. The Development and Engineering Department reviews and permits all construction activity in Peoria. To help manage its workload while maintaining the expected level of service during the current building boom, the department employs several contract employees—a practice that has been requested to continue in FY 2020. The budget includes funding to modify the permit counter for the benefit of both customers and employees. The department’s position count is increasing by .25 FTE to bring a civil engineer position to full time, which will help meet expectations for capital project delivery. Neighborhood & Human Services is entering its second year as a department, and its proposed budget is intended to continue to deliver quality special events and popular programs such as AM/PM and Adult Day services. The budget includes funding for a new AM/PM site at a charter school. With the soon-to-be complete Resource Center, the budget also adds the necessary operational costs for that facility. Also included are funds for homeless outreach and overnight shelter, property abatement, a new management assistant position, public art installation and arts programming, and general operational costs. As mentioned in the Staffing Summary, the proposed budget includes eight new positions for the Fire-Medical Department in order to add the fifth full-time ambulance. The positions include seven firefighters and a medical billing specialist. Besides new staff, the recommended FireMedical budget funds a contract administrative assistant, replacement of the rescue boat at Lake Pleasant, replacement of the department’s records management system and new medical supply dispensing machines. The Public Works budget includes 3.75 new FTEs in the solid waste area, including a solid waste inspector, two new equipment operators, and the conversion of three part-time equipment operators to full time. A proposed increase in the stormwater surcharge is recommended to fund an enhanced level of maintenance for retention basins. Also included are the full operating costs for the new circulator route, as well as funding for a transit master plan. The Police Department continues to receive the resources needed to serve and protect Peoria’s residents and businesses. In addition to an additional police officer, the FY 2020 budget includes funding for six new patrol vehicles, ensuring the department has sufficient vehicles to patrol the city, even when one or more vehicles are down for whatever reason. The proposed budget also funds contract communications support and legal advisory services, police officer overhire, a replacement K9 and vehicle, a new police communications console, and body worn The proposed budget for Water Services includes three new full-time positions – an additional mechanic to serve the plants, a utility system 51 City of Peoria FY 2020 Annual Program Budget Budget Summary graphics/marketing support position, and Census 2020 outreach and promotion. operator to focus on exercising water valves per industry standards, and a utility plant operator for the Beardsley Water Reclamation Facility. The other additions to the department’s budget are primarily related to operating cost increases in such areas as CAP water deliveries, chemicals, electricity, landfill tipping fees, landscaping, and specialized parts. Operating Budget Change For FY 2020, the city’s operating budget is $312 million, representing a six percent increase from the operating budget of $294 million of the prior year. The operating budget contains $16.0 million in one-time expenditures. This includes $10.0 million in new one-time requests, $4.0 million for replacement of existing vehicles, and $2.0 million in carryovers from the FY 2019 budget. Other notable additions to the budget in FY 2020 include an e-procurement system, a citywide online payments solution, a new time administrator position, an additional customer service representative for the I.T. Help Desk, a 52 City of Peoria FY 2020 Annual Program Budget Budget Summary Operating Budget History GENERAL FUND Mayor & Council FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $663,050 $686,642 $734,412 $797,530 $813,602 City Leadership & Management $2,654,357 $3,181,726 $3,395,012 $3,892,099 $3,915,921 Office of Communications $1,505,039 $1,604,463 $1,486,494 $1,585,670 $1,786,396 Development & Engineering $7,027,231 $7,867,085 $7,836,108 $7,990,720 $8,386,790 Economic Development Services $1,620,347 $2,035,195 $2,075,271 $1,564,038 $1,810,082 Human Resources $2,716,901 $2,536,747 $3,392,258 $3,511,978 $3,737,998 $905,386 $1,194,130 $918,624 $1,162,564 $968,293 City Attorney $3,204,841 $3,349,167 $3,376,223 $3,369,069 $3,504,728 Municipal Court $1,944,394 $1,972,926 $2,052,320 $2,125,190 $2,236,090 Non-Departmental $3,918,851 $1,626,256 $1,553,263 $1,418,733 $1,344,317 Finance $10,597,188 $9,999,914 $10,029,066 $11,260,286 $11,373,952 Planning & Community Dev. $2,851,681 $3,271,258 $3,386,708 $1,965,532 $2,091,958 Police $41,926,694 $44,648,274 $47,089,555 $48,372,423 $50,861,583 Fire $26,908,354 $30,015,194 $32,390,086 $36,402,598 $38,298,170 Parks, Rec & Comm Facilities $22,757,158 $23,918,437 $24,954,301 $28,441,111 $21,259,100 City Clerk Neighborhood & Human Svcs Public Works Half-Cent Sales Tax and Other Management and Budget - - - - $10,842,810 $691,272 $709,285 $626,009 $651,393 $679,867 $2,471,673 $3,037,917 $3,260,501 $3,072,224 $3,036,426 - $716,699 $979,246 - - $10,042,631 $10,184,149 $10,477,468 $10,544,967 $10,964,572 $331,959 $434,116 $329,104 $349,993 $501,627 SPECIAL REVENUE FUNDS Streets Funds Housing & Community Dev. Transit $1,077,848 $1,091,924 $2,825,328 $5,015,753 $4,902,291 Grants & Miscellaneous $8,022,436 $10,343,301 $10,263,999 $10,167,612 $7,827,706 ENTERPRISE FUNDS Water Fund $22,288,976 $23,412,402 $24,350,814 $26,660,699 $27,894,377 Wastewater Fund $11,077,614 $11,278,621 $11,368,949 $11,346,201 $11,842,495 Enterprise Reserves $3,114,818 $2,231,100 $1,816,798 $3,423,876 $3,128,619 Solid Waste Funds Sports Complex $13,672,482 $4,688,874 $14,507,957 $4,895,041 $14,598,131 $5,284,247 $14,559,469 $5,392,795 $15,474,690 $5,557,764 INTERNAL SERVICE FUNDS Fleet Maintenance $5,297,614 $5,337,188 $5,421,912 $5,212,372 $5,896,318 Fleet Reserve $4,720,114 $3,861,538 $1,392,660 $2,987,604 $6,249,112 Insurance Reserve $20,263,385 $20,823,028 $22,121,149 $22,946,920 $25,479,105 Facilities Maintenance $5,944,297 $5,950,564 $6,280,454 $6,249,637 $6,823,883 IT Operations $9,562,203 $10,167,291 $10,509,022 $10,422,719 $10,669,059 IT Reserve $871,685 $976,010 $561,731 $609,502 $1,067,453 IT Projects $1,033,320 $1,247,810 $188,200 $898,634 $418,000 $54,426 $30,600 $30,600 $66,850 $71,175 $256,429,099 $269,143,955 $277,356,023 $294,438,761 $311,716,329 Trust, Agency & Debt Svc TOTAL 53 City of Peoria FY 2020 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 2020 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 2020 CDBG budget totals $1.5 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 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 provided $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 FY 2020. HOME Grant The HOME grant is also federally funded by the United States Department of Housing and Urban Development. This program is designated specifically for carrying out income-eligible housing strategies through acquisition, rehabilitation, and new construction. The FY 2020 budget for the HOME grant is $501,627. 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 2020, the city has budgeted expenditures of $258,023 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 2020, the city has budgeted expenditures of $637,541. 54 City of Peoria FY 2020 Annual Program Budget Budget Summary Internal Service Funds Facilities Maintenance Facilities Maintenance, including Facilities Administration and Custodial Services, is a division within the Public Works Department. Facilities Maintenance provides for the maintenance and operation of most municipal facilities. The costs of this division are allocated through service charges to city departments based on square footage of occupied space, maintenance records, and custodial requirements. 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, insurance reserve, facilities maintenance, 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. 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 2020 appropriation totals $6,823,883. Fleet Replacement Reserve The Fleet Replacement Reserve account is for purchases of city vehicles and accumulates funds to replace vehicles as scheduled. Charges to the departments are calculated based on the estimated cost of replacement and estimated useful life of the vehicles assigned to the department. Equipment reserves for enterprise operations are now maintained in separate replacement funds for their designated vehicles. In FY 2020, the fleet reserve funds anticipate revenues from service charges and transfers of $3,925,229. Expenditures are budgeted at $6,249,112. These reserve funds have a healthy fund balance that can accommodate the budgeted expenditures. 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 2020 operating budget is $5,896,318. Insurance Reserve The Insurance Reserve Fund accounts for the risk management function of the city, as well as claims paid under the city’s self-funded risk, health, dental, and workers’ compensation programs. The city carries excess insurance coverage and uses third-party administrators to monitor the self-funded programs. The FY 2020 budget for this fund is $25,479,105. Information Technology The Information Technology Department is responsible for most of the information-based technology systems and services of the city. IT service charges, allocated to the user departments, are calculated for each division using factors such as the number of computer terminals and number of peripheral units. The city maintains a sophisticated local area network that provides distributed data and application servers, an Internet gateway and city website, financial and payroll functions, discrete law enforcement and judicial networks, as well as specialized applications and data warehousing for the city. The total budget for IT operations in Fiscal Year 2020 is $11,736,512. The department also has a budget of $418,000 for IT projects. Insurance Reserve $30,000,000 $25,479,105 $26,164,736 $22,946,920 $23,136,225 $21,741,249 $21,715,598 $20,823,028 $0 $21,393,585 $10,000,000 $20,263,385 $20,134,546 $20,000,000 2015 2016 2017 2018 2019 Revenues Expenditures 55 City of Peoria FY 2020 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 shown in the graph) are available. Periodically, the three rating agencies review Peoria’s general obligation credit. In April 2019, Fitch Ratings and Moody’s Investors Service affirmed their ratings of AAA and Aa1, respectively. These ratings reflect the city’s large and growing property tax base, consistently strong reserves, and sound financial management policies. High bond ratings help the city obtain favorable interest rates on bond sales and thus generate considerable savings for Peoria taxpayers. FY 2020 Debt Service by Type In May, 2019 Peoria issued $33.1 million in new general obligation bonds, $20 million of which is for Paloma Community Park. With this latest issue, the city has $148.9 million in general obligation debt outstanding. MDA Bonds 9% The city recently received approval for a $6.3 million loan from the Water Infrastructure Financing Authority of Arizona (WIFA) for the Section 12 drainage improvements. Of the total loan amount, $1 million of the principal amount is forgivable. This loan is included under general obligation bonds because it is secured by the city’s secondary property tax. Revenue Bonds 34% Direct Purchase 10% G.O. Bonds Debt Service General Obligation Bonds $20,000,000 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 $15,000,000 $10,000,000 $5,000,000 Principal 56 Interest 2029 2028 2027 2026 2025 2024 2023 2022 2020 $0 2021 G.O. Bonds 47% City of Peoria FY 2020 Annual Program Budget Budget Summary MDA Bond Ratings G.O. Bond Ratings Moody’s Standard & Poor’s Fitch Aa1 AA+ AAA Moody’s Standard & Poor’s Fitch Excise Tax Supported Debt Aa2 AA+ AA+ 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. Peoria has debt secured by excise taxes and issued through either the Municipal Development Authority or through direct bank loans. The excise taxes used to repay the MDA bonds include the city’s half-cent sales tax and transportation sales tax. 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. Peoria’s total outstanding debt for Municipal Development Authority bonds is $30,899,324. In 2017, the city refunded (refinanced) the 2006 and 2008 MDA issues using direct bank loans. Peori’a total outstanding debt for bank loans secured by excise taxes is $25,562,043. Revenue Bonds and Loans This category of debt includes revenue bonds issued by the city as well as loans obtained from the Water Infrastructure Financing Authority of Arizona (WIFA). In Peoria, revenue bonds and loans are most 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 $3,500,000 $3,000,000 $2,500,000 $2,000,000 Peoria’s total outstanding debt for revenue bonds and loans is $118,906,718. $1,500,000 $1,000,000 $500,000 Principal 2029 2028 2027 2026 2025 2024 2023 2022 2021 2020 $0 Interest 57 City of Peoria FY 2020 Annual Program Budget Budget Summary 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. Revenue Bonds Debt Service $16,000,000 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. $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 Financial Indicators $0 Principal Interest Revenue Bond Ratings Moody’s Standard & Poor’s Fitch The city uses a number of measures to assess its long-term ability to support existing debt. Two of these measures are discussed here. 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 city maintains its debt level well below the levels mandated by the Arizona Constitution. Aa3 AA AA Revenue bonds are generally used to finance projects that have an identifiable revenue source. Debt Management 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. 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 58 City of Peoria FY 2020 Annual Program Budget Budget Summary Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description 2014 2015 2016 2017 2018 2019 2020 Population 164,104 168,450 171,237 173,208 175,585 176,919 180,771 Secondary Assessed Value (Millions) $1,057 $1,156 $1,178 $1,245 $1,340 $1,440 $1,557 Net Bonded Debt (Millions) $124 $119 $144 $133 $120 $132 $120 Pct. of Net Bonded Debt to Assessed Value 12% 10% 12% 11% 9% 9% 8% Net Bonded Debt Per Capita $755 $708 $843 $765 $683 $746 $664 From 2014 to 2018, figures are based on the Comprehensive Annual Financial Report, adjusted for mid-decade census estimates. The remaining years are budget estimates. DEBT CAPACITY ANALYSIS 20% Limitation as of June 30, 2019 (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) Secondary Assessed Valuation $1,556,834,972 Allowable 20% Bonds Outstanding $311,366,944 Less 20% Bonds Outstanding $150,427,550 Unused 20% Debt Capacity $160,939,394 6% Limitation as of June 30, 2019 (All Other General Government Projects) Secondary Assessed Valuation $1,556,834,972 Allowable 6% Bonds Outstanding $94,410,098 Less 6% Bonds Outstanding Unused 6% Debt Capacity $4,769,523 $89,640,575 59 City of Peoria FY 2020 Annual Program Budget Budget Summary Debt Management Policy • Refunding bonds will be measured against a The Principles of Sound Financial Management include the city’s debt management policy. The following are excerpts from this policy: 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 modifying restrictive covenants or to modify the existing debt structure to the benefit of the city. • 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 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 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 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 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. • 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 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. 60 Revenue Summary City of Peoria FY 2020 Annual Program 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. The Phoenix metro area continues to outperform the state in population and employment growth. Total revenues for Fiscal Year 2020 are estimated at $468.8 million, a decrease of (5.5)% compared to the prior year’s estimate of $496.3 million. Estimated FY 2020 bond proceeds decrease revenues by approximately $39.6 million, offsetting many category increases. 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 2020 revenue sources are forecasted to increase by 3.1% over the FY 2019 estimated total. FY 2020’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 has slowed over the last year but remains strong. 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. Steady job growth has reduced the unemployment rate to the lowest in 50 years as of May, resulting in continued wage growth. Recent stock market conditions have been volatile but reflect steady business confidence. Although consumer spending and business investment sank in recent months, housing construction has rebounded after a few months of decline. Arizona’s sales and income tax collections remain strong. Residential construction and tourism continue to grow. Arizona ranks fourth in the nation for economic momentum, according to the Joint Legislative Budget Committee. 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 $198.4 million, or 42% of total revenues. Revenue in this category comes from sources both internal and external to the City. Of the total amount, $102.3 million (without bond proceeds) is projected from external enterprise activity, or 48% City of Peoria Total Revenue Sources Charges for Service 42% Licenses & Permits 1% Rents, Interest & Fines 2% Intergovernmental Revenue 14% Bond Proceeds 13% Miscellaneous Income 2% Taxes 26% FY 2020 Total Revenues: $468,771,461 61 City of Peoria FY 2020 Annual Program Budget Revenue Summary Tax revenues account for 26% of total City revenue. The estimated tax revenue for FY 2020 is $119.4 million, which includes collections from local sales, franchise, and property taxes. Sales tax collections are estimated at $90.5 million, or 76% of total tax revenue. The City’s major remaining revenue sources are described in more detail in the following sections. 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 $50.6 million. The remaining portion of the City’s Charges for Services revenue is primarily from City-provided services such as recreation programs, development services and the collection of impact fees for development activity. Total Revenues by Fund ($ in Millions) 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 FY16 Actual $124.2 30.4 45.5 25.7 19.5 19.9 15.0 15.0 15.0 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 FY17 Actual $135.0 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 4.7 4.1 2.6 2.3 1.2 0.7 0.9 FY18 Actual $144.6 6.7 43.8 21.5 22.0 25.6 16.2 5.8 45.9 15.9 16.0 9.4 9.5 2.7 6.3 5.3 3.2 2.4 2.1 1.2 0.8 0.7 FY19 Estimate $145.0 34.1 49.8 24.7 23.3 23.1 15.6 20.4 17.3 15.9 14.3 10.8 9.4 2.9 6.1 5.4 3.7 2.5 2.2 1.4 0.8 1.2 0.0 0.7 0.0 0.0 0.0 0.2 2.0 0.0 0.0 0.0 $380.2 $354.2 $407.6 $429.9 $468.8 62 FY20 Approved $150.6 66.6 54.0 25.0 25.4 22.1 21.2 3.4 18.4 16.2 13.5 11.8 9.4 6.2 6.9 6.0 3.5 2.7 2.5 1.8 0.8 0.8 City of Peoria FY 2020 Annual Program 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 Tax Tax Revenue Revenue Sales FY 2020 Total - $90.5 million Projection The City is projecting $90.5 million in sales tax revenue for FY 2020. This is a 0.7% increase over the FY 2019 estimate of $89.9 million. The moderate increase reflects a conservative outlook for improvements in consumer spending and population growth. General 56% Transportation 15% Streets 5% Half Cent Sales Tax 24% 63 City of Peoria FY 2020 Annual Program Budget Revenue Summary Property Tax Revenue Sources Projection 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 tax rate by $0.05 per hundred dollars of assessed value, resulting in a combined rate of $1.44, where it remains today. In FY 2019, the secondary rate decreased by $0.10 per hundred dollars of assessed value while the primary rate increased by $0.10 per hundred dollars of assessed value. The result was a net zero on the total combined rate of $1.44. According to figures provided by the Maricopa County Assessor’s office, the City’s primary assessed valuation in FY 2020 is estimated to increase modestly from the previous year’s valuation. FY 2020’s stabilizing valuation makes the sixth consecutive year of increases following the low collection point in FY 2014, yet still 19% below the high point in FY 2009. The primary tax rate will remain at $0.29 per $100 of assessed valuation. As a result, the levy revenue for FY 2020 is estimated at $4.5 million, a 7.8% increase. Uses The secondary tax rate remains at $1.15 per $100 of assessed valuation. As a result, the secondary levy revenue for FY 2020 is estimated at $17.9 million, an 8.1% increase. 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. In 2015, under Proposition 117, 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. Property Tax Rate and Levy Property Tax Rates (per $100 of assessed valuation) Primary Secondary Total Property Tax Revenues ($ in millions) Primary Tax Levy Secondary Tax Levy Total FY16 Actual $0.19 $1.25 $1.44 FY17 Actual $0.19 $1.25 $1.44 FY18 Actual $0.19 $1.25 $1.44 FY19 Estimate $0.29 $1.15 $1.44 FY20 Approved $0.29 $1.15 $1.44 $2.2 $14.5 $16.8 $2.4 $15.5 $17.9 $2.5 $16.5 $19.0 $4.2 $16.6 $20.7 $4.5 $17.9 $22.4 64 City of Peoria FY 2020 Annual Program 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 28% of the General Fund operating budget. Revenues from these sources can be used for any general government activity. Projection In Fiscal Year 2020, the budgeted State Shared revenues applied to the General Fund are $46.7 million, representing a 6.6% increase over the $43.8 million estimate for FY 2019. The FY 2020 estimates reflect known growth in previous statewide income tax receipts and forecasted improvements in sales tax and vehicle license revenue sources. The largest of the four components, Urban Revenue Sharing, is based on state individual and corporate income tax collections two years prior to their distribution. State Shared Sales Tax revenues reflect monthly distributions of the state’s current year sales tax collections. The third component, Auto Lieu Tax, is based on current year distributions of the state’s vehicle license collections within Maricopa and Yavapai Counties. The fourth source, Highway User Revenues are discussed in the next section. General Fund State Shared Revenues ($ in Millions) $50.0 $45.0 $40.0 $35.0 $30.0 20.4 22.5 20.9 20.3 14.8 15.6 14.5 16.5 17.2 6.4 6.7 6.8 6.9 7 FY16 Actual FY17 Actual 18.5 $25.0 $20.0 $15.0 $10.0 $5.0 $0.0 FY18 FY19 FY20 Actual Estimated Approved Auto Lieu Tax Urban Revenue Sharing 65 State Shared Sales Tax City of Peoria FY 2020 Annual Program 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 2020 projection for HURF revenues is $11.7 million, a 2.6% increase over the prior year’s estimate of $11.4 million. The City estimates growth in future years will moderate as fuel reduction from conservation and vehicle efficiencies offset growth from population. Highway User Revenue ($ in Millions) $12.0 $10.0 $8.0 $6.0 $4.0 $2.0 $0.0 FY 16 Actual 66 FY 17 Actual FY18 Actual FY19 FY20 Estimated Approved City of Peoria FY 2020 Proposed Budget Revenue Summary License and Permit Revenue Sources Projection 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. Licenses and Permits are projected to generate $4.5 million in FY 2020. Building permit revenues are anticipated to contribute $3.3 million, or 72% of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute $1.1 million, representing 24% of the total. Growth in permit-based revenues reflects a continued optimistic outlook for construction activity within the City. The City budgets this source at a level deemed to be reliable to avoid dependence on a revenue stream that can fluctuate from year to year. Uses The majority of license and permit revenue is collected by Development and Engineering along with the Finance Department, and the monies are placed in the City’s General Fund. License & Permit Revenues ($ in Millions) $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $0.0 FY16 Actual FY17 Actual Bldg Permits 67 FY18 FY19 FY20 Actual Estimated Approved Business Licenses Other City of Peoria FY 2020 Proposed 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 Water Services Department’s water operations, debt payments and a portion of the fund’s annual capital improvement program. Projection At its May 21, 2019 public hearing, City Council adopted a 1.0% and 1.8% water rate increase in FY 20 and FY 21, respectively. Under the proposed rate increase, an average resident would see their monthly water bill increase by $1.12. Adjustments and modest residential account growth are projected to increase water revenues to $50.3 million in FY 2020. Water Operating Revenue (in Millions) Account Description Water Fees Reclaimed Water Fees New Service Fees Water Meter Charges Disconnect/Reconnect Fees Quintero WTP Fees Non Potable Water Fees Interest Income Other Total Water Utility FY16 Actual $36.1 0.7 0.5 0.4 0.2 0.3 0.2 0.2 0.3 FY17 Actual $38.5 0.7 0.6 0.5 0.2 0.3 0.2 0.2 0.2 FY18 Actual $39.1 0.8 0.5 0.4 0.2 0.3 0.2 0.3 0.2 FY19 Estimate $46.0 0.8 0.5 0.3 0.2 0.3 0.3 0.5 0.3 FY20 Approved $46.8 0.8 0.6 0.7 0.2 0.3 0.3 0.4 0.2 $38.9 $41.4 $42.0 $49.2 $50.3 68 City of Peoria FY 2020 Proposed 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 At its May 21, 2019 public hearing, City Council adopted a 1.2% and 1.4% wastewater rate increase in FY 20 and FY 21, respectively. Under the proposed rate increase, an average resident would see their monthly wastewater bill increase by $0.69. Projected revenues for FY 2020 are $24.7 million, an increase of $300,000 from the previous year’s estimate. Wastewater Operating Revenue (in Millions) Account Description Wastewater Fees EPA Mandate Fees Allocated Interdept. Svc. Chrgs. Utility Late Fees Other FY16 Actual $19.6 0.9 0.7 0.1 0.0 FY17 Actual $20.2 0.9 0.7 0.1 0.2 FY18 Actual $19.5 0.9 0.7 0.1 0.0 FY19 Estimate $22.4 1.0 0.8 0.1 0.1 FY20 Approved $22.9 1.0 0.5 0.1 0.2 Total Wastewater Utility $21.3 $22.1 $21.2 $24.4 $24.7 69 City of Peoria FY 2020 Proposed 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. At its May 21, 2019 public hearing, City Council adopted a 6% increase for residential solid waste in both FY 20 and FY 21, as well as a 4% increase for commercial solid waste. Under the rate increases, an average resident would see their monthly solid waste bill increase by $1.79. Fiscal Year 2020 revenues for combined Solid Waste operations are estimated at $14.3 million, about 10.5% higher than the projected 13.0 million for FY 2019. Uses The majority of revenue - 83% - is generated from residential user fees, with $11.8 million expected in FY 2020. Commercial user fees are estimated to contribute 17%, or about $2.5 million in projected revenues for FY 2020. 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 (in Millions) Fund Commercial Solid Waste Fund Residential Solid Waste Fund Total Solid Waste FY16 Actual $2.5 9.6 FY17 Actual $2.3 9.6 FY18 Actual $2.1 9.4 FY19 Estimate $2.2 10.8 FY20 Approved $2.5 11.8 $12.1 $11.9 $11.5 $13.0 $14.3 70 Programs – Performance Management City of Peoria FY 2020 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 accountability 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 2020 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 2020 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 was an active participant in the International City Management Association (ICMA)’s Center for Performance Analytics (CPA) program from 2007 until the program’s ending, and was recognized each year for our achievements in creating and improving our performance management program. For seven years, we received the Certificate of Excellence, the highest award bestowed by ICMA CPA. 72 City of Peoria FY 2020 Annual Program Budget Programs – Performance Management Organizational Priorities Organizational Strategic Plan 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. Another set of priorities come within the organization itself. The city staff-developed Organizational Strategic Plan offers every employee insight into our long-term vision, values and standards. The tenets provide a common foundation upon which to work. The Strategic Plan identifies five focus areas that define the expectations of employees as they conduct business and serve the community. The focus areas are: 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 Livability Initiatives. 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 Livability Initiatives for the FY 2020 budget year are: • • • • • Provide Excellent Customer Service Enhance Organizational Development Increase Information Sharing Promote Sustainability Promote Civic Engagement Each department is responsible for creating strategies and performance measures that support these tenets. 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 2020 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 73 City of Peoria FY 2020 Annual Program Budget Programs – Performance Management 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. current service levels and still preserve the things that make Peoria a great place to live. Aligning departmental goals, objectives and performance measures with the City’s broader strategic direction fosters more data-driven decision making. Survey Results Surveys, both internal and external, are another tool used to measure the city’s performance. The National Citizen Survey measures residents' opinions about city services, frequency of using city facilities and overall perceptions of quality of life, and provides data that guides the city’s programs and budget from year to year. Cascading Measures For performance measures to be useful, such data must be used in decision-making. Yet what is relevant to line-level staff may not be critical to elected officials. In recognition of this, the City utilizes a cascading format for tracking and managing data. 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. 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. 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. 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. 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 74 City of Peoria FY 2020 Annual Program Budget City Attorney’s Office City Attorney Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $2,700,364 $2,807,249 $3,051,926 $2,976,017 $3,078,152 0.86% Contractual Services $2,701,182 $2,595,077 $2,939,277 $2,988,074 $2,953,773 0.49% Commodities $65,677 $58,749 $81,560 $74,566 $84,410 3.49% Capital Outlay $29,356 $0 $0 $0 $0 NA Total Expenditures $5,496,578 $5,461,075 $6,072,763 $6,038,657 $6,116,335 0.72% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Expenditures by Category Civil Pct Chg Pct Chg $2,162,116 $2,216,505 $2,277,192 $2,245,887 $2,283,838 0.29% Victims' Assistance Prg $247,136 $245,838 $237,028 $237,028 $242,913 2.48% Criminal $887,393 $882,493 $927,158 $924,357 $977,977 5.48% $2,030,297 $1,911,045 $2,391,744 $2,391,744 $2,383,038 -0.36% $168,928 $201,724 $221,366 $221,366 $211,169 -4.61% $708 $3,468 $18,275 $18,275 $17,400 -4.79% Total Expenditures $5,496,578 $5,461,075 $6,072,763 $6,038,657 $6,116,335 0.72% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Civil 15.00 15.00 15.00 15.00 15.00 0.00% Victims' Assistance Prg 2.00 2.00 2.00 2.00 2.00 0.00% Criminal 7.00 7.00 7.00 7.00 7.00 0.00% Risk Management 2.00 2.00 2.00 2.00 2.00 0.00% Total Staffing 26.00 26.00 26.00 26.00 26.00 0.00% Insurance Prem/Deduct Risk Management St Anti-Racketeering-Cao 75 City of Peoria FY 2020 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, which includes the City Council, the City Manager, department directors and staff, boards, commissions, and committees. The Civil Division within the City Attorney's Office represents the City’s interests in all lawsuits brought in court, and helps the city comply with federal, state and local laws. The Criminal Division prosecutes matters that are brought in the Peoria Municipal Court, enforces the city code and state law violations, oversees deferred prosecution, and provides assistance to victims of crimes that occur within the City. The City Attorney’s Office also administers the purchase of insurance for the City, manages the City’s selfinsurance program, and handles a variety of legal insurance loss events and claims. 76 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 2020 Annual Program Budget City Attorney’s Office Criminal Division The Criminal Division prosecutes crimes within the City, and provides assistance services to the victims of those crimes. This division 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 $692,789 $21,530 $146,640 $860,959 Victims’ Assistance Program 2.00 $176,632 $7,150 $53,246 $237,028 Deferred Prosecution/Probation 0.50 $53,268 $1,655 $11,275 $66,198 TOTAL 9.00 $922,689 $30,336 $211,161 $1,164,1861 The budget amounts listed above include all costs for that service or program for FY2019. 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 the City Attorney Forfeiture Fund grant budget ($18,275). 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 Land Use • Government Operations and Labor & Employment • Government Compliance and Government Relations • Financial, Taxation, and Transactional • Litigation and Creditor Rights 77 City of Peoria FY 2020 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 $ 161,658 $ 10,619 $ 18,666 $ 190,943 Development Legal Services 2.00 $ 249,020 $ 16,357 $ 28,754 $ 294,131 Administrative Legal Services 2.00 $ 249,020 $ 16,357 $ 28,754 $ 294,131 Transaction Legal Services 1.20 $ 149,338 $ 9,809 $ 17,244 $ 176,391 Litigation Legal Services 4.50 $ 560,016 $ 36,785 $ 64,664 $ 661,465 Operation of City's Self-Insurance Program 0.00 $ 0 $ 2,251,601 $ 140,143 $2,391,7442 Claims Management Services 2.00 $ 182,333 $ 10,411 $ 28,622 $ 221,366 General Legal Operations Management Services .90 $ 112,003 $ 7,357 $ 12,933 $ 132,293 Legal Office Human Resources Services .80 $ 99,496 $ 6,535 $ 11,489 $ 117,520 Legal Office Financial Services 1.10 $ 136,831 $ 8,988 $ 15,800 $ 161,618 Legal Office Technology Services 1.20 $ 149,338 $ 9,809 $ 17,244 $ 176,391 TOTAL 17.00 2,049,053 $ 2,384,629 $ 384,311 $4,817,993 $ The budget amounts listed above include all costs for that service or program for FY2019. 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 risk fund contingency. City Attorney's Office 20% 16% Budget Allocation Civil General Counsel Program 10% Civil Litigation and Risk Program City Attorney Operations 54% Criminal Program Total Budget: $6,000,4541 Total budget number includes Insurance Premium/Deductible and City Attorney Forfeiture Grant budgets 1 78 City of Peoria FY 2020 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 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 Provide statutorily mandated information and notification, advocacy, and support to victims of misdemeanor crimes occurring in Peoria Assure that city operations comply with all federal, state and local laws. Performance Measure FY2017 Actual FY2018 Actual FY 2019 Estimate FY2020 Target Criminal Submittal Cases 1,284 1,028 1,600 1,600 Criminal Citation Cases 1,986 2,180 2,127 2,100 78% 76% 77% 80% 275 324 418 400 % of Successfully Completed Deferred Prosecution Cases 91% 73% 77% 90% Number of Victims Served 1,789 1,657 1,842 1,700 Number of Notification Documents Provided 4,500 3,500 4,877 5,900 71 86 107 110 503 613 762 800 39 50 51 30 102 103 99 100 6,166 5,980 12,841 13,000 33 22 37 30 % of Cases Resulting in Conviction Number of Deferred Prosecution Agreements Number of BWC/Video Public Record Requests for Legal Review & Redaction Number of BWC/Videos Reviewed & Redacted Average Business Days to Respond to BWC Public Record Requests Number of Document Public Record Requests Number of Document Pages Reviewed & Redacted Average Business Days to Respond to Document Public Record Requests 79 City Clerk’s Office City of Peoria FY 2020 Annual Program Budget City Clerk Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $639,570 $680,549 $710,091 $710,091 $734,095 3.38% Contractual Services $429,028 $221,860 $415,648 $292,798 $228,798 -44.95% Commodities $38,975 $11,103 $36,725 $6,715 $5,400 -85.30% Total Expenditures $1,107,573 $913,512 $1,162,464 $1,009,604 $968,293 -16.70% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Expenditures by Category Pct Chg Pct Chg City Clerk $1,107,573 $913,512 $1,162,464 $1,009,604 $968,293 -16.70% Total Expenditures $1,107,573 $913,512 $1,162,464 $1,009,604 $968,293 -16.70% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg City Clerk 7.00 7.00 7.00 7.00 7.00 0.00% Total Staffing 7.00 7.00 7.00 7.00 7.00 0.00% 80 City of Peoria FY 2020 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 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. 81 City of Peoria FY 2020 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 $ 92,877 $ 534,620 0.00 $ 48,773 $ 280,744 $ 8,881 $222,275 $ 21,703 $ 347,200 $ 66,845 $ 222,275 $ 163,353 $ 1,162,564 Supplemental Costs Allocated FTE’s Personnel Costs NonPersonnel Costs Clerk to the City 3.98 $ 403,737 $ 38,006 $ Records Management 2.09 $ 212,013 $ 19,958 $ Municipal Elections .93 $ 94,341 TOTAL 7.00 $ 710,091 The budget amounts listed above include all costs for that service or program for FY2019. 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% 30% Clerk to the City Records Management 57% Municipal Elections Total Budget: $1,162,564 82 City of Peoria FY 2020 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 goals and contain a mix of performance indicators and department outcome measures. Council Goal Expected Outcome Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target Provide transparency and public access to city government % compliance with open meeting law 99.8% 100.0% 100% 100% 2.3 2.1 1.71 2 16.3 17.2 16.07 12 Support the City’s customer service goals Average number of days to complete public information requests without redactions Average number of days to complete public information requests with redactions 83 City of Peoria FY 2020 Annual Program Budget Development and Engineering Department Development and Engineering Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $7,004,331 $6,935,616 $7,639,471 $7,640,471 $8,044,955 Contractual Services $1,529,520 $1,534,808 $1,586,028 $1,564,639 $1,600,367 0.90% Commodities $80,738 $84,932 $67,413 $70,459 $64,973 -3.62% Capital Outlay $0 $83,112 $85,000 $85,000 $85,000 0.00% Total Expenditures $8,614,588 $8,638,468 $9,377,912 $9,360,569 $9,795,295 4.45% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Building Development $2,630,260 $2,604,927 $2,761,788 $2,761,788 $3,036,370 9.94% Engineering Admin $803,200 $767,583 $731,986 $726,123 $901,228 23.12% Site Development $1,028,123 $1,023,640 $1,100,392 $1,100,392 $1,043,545 -5.17% Engineering Services $1,262,207 $1,283,341 $1,466,136 $1,461,746 $1,572,503 7.25% Architectural Services $655,163 $615,451 $723,399 $721,569 $636,951 -11.95% Eng Inspection Svc $985,506 $1,052,104 $1,174,904 $1,174,144 $1,196,193 1.81% Traffic Engineering $1,250,130 $1,291,422 $1,419,307 $1,414,807 $1,408,505 -0.76% Total Expenditures $8,614,588 $8,638,468 $9,377,912 $9,360,569 $9,795,295 4.45% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Building Development 24.50 24.50 24.50 24.00 24.00 -2.04% Engineering Admin 4.00 4.00 4.00 5.00 5.00 25.00% Site Development 8.00 8.00 9.00 9.00 9.00 0.00% Engineering Services 9.50 9.50 9.75 10.75 11.00 12.82% Architectural Services 5.00 5.00 5.00 4.00 4.00 -20.00% Eng Inspection Svc 8.00 8.00 9.00 9.00 9.00 0.00% Traffic Engineering 6.00 6.00 6.00 6.00 6.00 0.00% Total Staffing 65.00 65.00 67.25 67.75 68.00 1.12% Expenditures by Category 84 Pct Chg 5.31% Pct Chg Pct Chg City of Peoria FY 2020 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 work 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 Engineering Services and Property Acquisition 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. 85 City of Peoria FY 2020 Annual Program Budget Development and Engineering Department Administration The Administration Division provides overall management direction and support. Division staff provides financial, administrative, and technical support to the department. Cost of Service Breakdown – Administration Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Provide Leadership .65 $72,733 $6,482 $15,983 $95,198 Coordinate with Outside Agencies .15 $16,784 $1,496 $3,688 $21,968 Ensure High-Quality Customer Service .45 $50,353 $4,487 $11,065 $65,905 Oversee Department Financial Functions .80 $89,516 $7,978 $19,672 $117,166 Administration 1.80 $201,412 $17,950 $44,261 $263,623 Payment Processing .90 $100,706 $8,975 $22,131 $131,812 Manage Department Communications .15 $16,784 $1,496 $3,688 $21,968 Respond to Citizen Inquiries .10 $11,190 $997 $2,459 $14,646 TOTAL 5.00 $559,478 $49,861 $122,947 $732,286 The budget amounts listed above include all costs for that service or program for FY2019 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 Budget Allocation 3% 2% Leadership and Direction 3% 13% Coordinate with Outside Agencies 18% High-Quality Customer Service 9% Financial Administration 36% Administrative Support 16% Payment Processing Department Communications Citizen Inquiries Total Budget: $732,286 86 City of Peoria FY 2020 Annual Program Budget Development and Engineering Department Engineering Services and Property Acquisition The Engineering Services and Property Acquisition 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 coordinates the acquisition of real property rights of way and easements for the rest of the City and provides technical support to internal and external customers of the Development and Engineering Department. Approximately 80 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 and Property Acquisition Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Capital Project Management 6.60 $774,854 $52,888 $55,201 $882,943 Capital Project Estimating .54 $63,008 $4,301 $4,489 $71,798 Payment Processing .23 $26,669 $1,820 $1,900 $30,389 Property Acquisition and Management 1.00 $117,225 $8,001 $83,51 $133,577 Flood Plain Management .87 $101,985 $6,961 $7,265 $116,211 Respond to Citizen Inquiries .49 $56,854 $3,881 $4,050 $64,785 Review and Catalogue Civil Plans .30 $35,167 $2,400 $2,505 $40,072 Provide Technical Support to the Dept .45 $52,751 $3,601 $3,758 $60,110 Assist Site Development Division .27 $31,651 $2,160 $2,255 $36,066 TOTAL 10.75 $1,260,164 $86,013 $89,774 $1,435,951 The budget amounts listed above include all costs for that service or program for FY2019 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. Engineering Services and Property Acquisition 3% 3% 4% Budget Allocation Capital Project Management 5% Capital Project Estimating Payment Processing 8% 9% 2% Property Acquisition 61% Flood Plain Management Citizen Inquiries 5% Review and Catalogue Civil Plans Technical Support Private Development Total Budget: $1,435,951 87 City of Peoria FY 2020 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 $539,190 $14,300 $52,358 $605,848 Capital Project Estimating .05 $8,048 $213 $781 $9,042 Coordinate with Outside Agencies .20 $32,190 $854 $3,126 $36,170 Payment Processing .15 $24,143 $640 $2,344 $27,127 Sustainability Objectives .20 $32,190 $854 $3,126 $36,170 Technical Registrant Project Oversight .05 $8,048 $213 $781 $9,042 4.00 $643,809 $17,074 $62,516 $723,399 TOTAL The budget amounts listed above include all costs for that service or program for FY2019 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. 4% 1% Architectural Services Budget Allocation 1% Capital Project Management 5% 5% Capital Project Estimating Coordinate with Outside Agencies Payment Processing 84% Sustainability Objective A.R.S. Technical Regisrant Project Total Budget: $723,399 88 City of Peoria FY 2020 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 35 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. Over 20 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 2.15 $240,704 $15,277 $24,692 $280,673 Development Project Inspection 3.40 $380,647 $24,160 $39,046 $443,853 Dry Utility Project Inspection .75 $83,966 $5,329 $8,613 $97,908 Custom Homes .35 $39,184 $2,487 $4,019 $45,690 Assist Other Departments .50 $55,978 $3,553 $5,742 $65,273 Traffic Control Permits 1.1 $123,151 $7,816 $12,632 $143,599 Respond to Citizen Inquiries .75 $83,966 $5,329 $8,613 $97,908 TOTAL 9.00 $1,007,596 $63,951 $103,357 $1,174,904 The budget amounts listed above include all costs for that service or program for FY2019 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 Capital Project Inspection 9% 13% Development Project Inspection 26% Dry Utility Inspection 6% Custom Homes Inspection 4% 9% Assist Other Departments 33% Traffic Control Permits Citizen Inquiries Total Budget: $1,174,904 89 City of Peoria FY 2020 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. 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 $257,180 $77,460 $107,772 $442,412 Transportation Planning 1.40 $192,541 $57,992 $80,686 $331,219 Neighborhood Traffic Management .65 $89,394 $26,925 $37,461 $153,780 Traffic and School Safety 1.28 $176,038 $53,021 $73,770 $302,829 Pedestrian and Bicycle Programs .65 $89,394 $26,925 $37,461 $153,780 Capital Project Management .15 $20,629 $6,213 $8,645 $35,487 TOTAL 6.00 $825,176 $248,536 $345,795 $1,419,507 The budget amounts listed above include all costs for that service or program for FY2019 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% Congestion Management 11% Transportation Planning 31% 21% Neighborhood Traffic Management Traffic and School Safety 11% 23% Pedestrian and Bicycle Programs Capital Project Management Total Budget: $1,419,507 90 City of Peoria FY 2020 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 Charges Total Cost of Service Inspection Services 14.42 $1,412,322 $74,474 $173,730 $1,660,526 Plan Review 5.73 $560,328 $29,547 $68,926 $658,801 Permitting 2.95 $288,239 $15,199 $35,456 $338,894 Administrative .60 $58,724 $3,097 $7,224 $69,045 Cashiering .30 $29,362 $1,548 $3,612 $34,522 TOTAL 24.00 $2,348,975 $123,865 $288,948 $2,761,788 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 3% Building Development Budget Allocation 1% Inspection Services 12% Plan Review 24% Permitting 60% Administrative Cashiering Total Budget: $2,761,788 91 City of Peoria FY 2020 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 .47 $64,784 $1,061 $5,448 $71,293 Plan Review 3.75 $462,648 $7,577 $38,902 $509,127 Permitting 2.53 $352,796 $5,778 $29,665 $388,239 Administrative 1.15 $161,962 $2,653 $13,619 $178,234 Cashiering .10 $14,084 $231 $1,184 $15,499 TOTAL 8.00 $1,056,274 $17,300 $88,818 $1,162,392 The budget amounts listed above include all costs for that service or program for FY2019. 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. Site Development Budget Allocation 1% 14% 6% Inspection Services Plan Review 32% Permitting 47% Administrative Cashiering Total Budget: $1,162,392 92 City of Peoria FY 2020 Annual Program Budget Development and Engineering Department Performance Report DEVELOPMENT AND ENGINEERING DEPARTMENT 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. Council Goal FY2017 Actual FY2018 Actual -3% -6% -3% +/- 5% 9 1.2 8 9 9 2 6 1.5 10 11 9 3 8 1 10 10 10 4 8 1 10 10 10 4 % of building inspections performed on the scheduled date 98% 98.5% 98.5% 98% Average number of calendar days to review civil plans 10 14 14 14 Expected Outcome Performance Measure Provide quality infrastructure and facilities to the citizens of Peoria through effective implementation of the City's Capital Improvement Program % budget variance on completed capital projects Perform building plan reviews within stated turnaround timeframes. Average number of business days* to review the following plan types: • Residential Standard Plans • Residential Plot Plans • Custom Homes • New Commercial • Tenant Improvement • Solar Perform building inspections on the scheduled date Perform civil plan reviews within stated turnaround timeframes. *Based on a 4-day workweek # Target plan review turnaround times are less than those advertised to the public 93 FY2019 FY2020 Estimate Target# City of Peoria FY 2020 Annual Program Budget Economic Development Services Department Economic Development Services Operating Budget Summary FY2017 Actual FY2018 Actual Personal Services $972,073 Contractual Services $1,035,206 Commodities Capital Outlay Total Expenditures Expenditures by Division Expenditures by Category Economic Development Services Administration FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg $1,057,303 $917,852 $918,361 $981,744 6.96% $1,029,088 $3,332,868 $612,037 $3,799,539 14.00% $26,050 $18,000 $17,500 $20,081 $18,650 6.57% $435,888 $3,190 $265 $150 $0 -100.00% $2,469,217 $2,107,582 $4,268,485 $1,550,629 $4,799,933 12.45% FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg $442,429 $507,995 $474,994 $476,843 $0 -100.00% $1,193,389 $1,239,407 $1,088,944 $978,250 $1,810,082 66.22% $833,400 $360,180 $2,704,547 $95,536 $2,989,851 10.55% Total Expenditures $2,469,217 $2,107,582 $4,268,485 $1,550,629 $4,799,933 12.45% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Economic Development Services Administration 3.00 3.00 3.00 0.00 0.00 -100.00% Economic Development Services 5.00 5.00 4.00 7.00 7.00 75.00% Total Staffing 8.00 8.00 7.00 7.00 7.00 0.00% Economic Development Services Economic Development 94 City of Peoria FY 2020 Annual Program Budget Economic Development Services Department Department Spotlight ECONOMIC DEVELOPMENT SERVICES DEPARTMENT MISSION To build a diversified 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 The Economic Development Administration Division is responsible for the overall leadership and management of the Economic Development Services Department. 95 Economic Development Services • • • Quality of business attraction locates Investment generated in targeted industries New development opportunities in key sites City of Peoria FY 2020 Annual Program Budget Economic Development Services Department Cost of Service Breakdown - Economic Development Services Administration Division Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Business Attraction/Administration .90 $117,223 $1,116 $30,207 $148,546 Operations/Concierge 1.30 $148,071 $1,410 $38,156 $187,637 Fiscal Activity/Administrative Support .80 $104,883 $999 $27,027 $132,910 TOTAL 3.0 $370,177 $ 3,525 $95,391 $469,093 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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 28% 32% Business Attraction/Administration Operations/Concierge Fiscal Activity/Administrative Support 40% Total Budget: $469,093 96 City of Peoria FY 2020 Annual Program Budget Economic Development Services Department 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 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 and Corewest. Workforce Development includes partnerships with the Maricopa Association of Governments (MAG) and Westmarc to develop a regional Workforce Development Implementation Strategy. Cost of Service Breakdown - Business and Real Estate Development (BRED) Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 2.6 $349,727 $306,034 $49,691 $705,452 Business Retention/Workforce Development 0.4 $53,804 $47,082 $7,645 $108,531 Project Management/Agreement Coordinator 1.0 $134,511 $117,706 $19,112 $271,329 TOTAL 4.0 $538,042 $470,822 $76,448 $1,085,312 Activity Description Business Attraction/Marketing The budget amounts listed above include all costs for that service or program for FY2019. 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. 97 City of Peoria FY 2020 Annual Program Budget Economic Development Services Department Business & Real Estate Development Budget Allocation Business Attraction 25% 10% Business Retention/Workforce Development 65% Project Management/ Agreement Coordinator Total Budget: $ 1,085,312 98 City of Peoria FY 2020 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 provides an indication of the department’s overall performance. Council Goal FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target NA 12,000 25,000 20,000 NA 80,000 50,000 80,000 Number of start-up and entrepreneurial companies in attendance at workshops, trainings and community events NA NA 25-40 100 Assist existing small businesses to promote growth and retention Number of existing businesses visited through the Business Retention & Expansion Program 125 125 75/125 125 Assist small business development to promote expansion Number of businesses served by Small Business Development Center (SBDC) NA 73 110 200 Expected Outcome Performance Measure Creating industry appropriate space for business attraction Amount of new commercial office space created (in sq. ft.) Amount of new industrial space created (in sq. ft.) Increasing participation within the Peoria entrepreneurial community through workshops, trainings and community events 99 City of Peoria FY 2020 Annual Program Budget Finance & Budget Department Finance Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $3,853,642 $3,650,567 $4,082,471 $4,182,088 $4,147,997 Contractual Services $1,280,373 $1,238,720 $1,380,878 $1,381,495 $1,437,652 4.11% $101,599 $54,213 $101,117 $100,450 $112,896 11.65% Total Expenditures $5,235,615 $4,943,500 $5,564,466 $5,664,033 $5,698,545 2.41% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Expenditures by Category Commodities Pct Chg 1.61% Pct Chg Finance Admin $396,338 $315,639 $333,735 $333,735 $343,186 2.83% Financial Services $1,686,878 $1,691,138 $1,668,424 $1,767,991 $1,667,611 -0.05% Tax Audit & Collections $1,134,345 $1,031,394 $1,229,939 $1,229,939 $1,327,183 7.91% Management and Budget $905,405 $847,911 $984,358 $984,358 $945,965 -3.90% Materials Management $723,952 $599,213 $840,711 $840,711 $876,967 4.31% Inventory Control $388,697 $458,204 $507,299 $507,299 $537,633 5.98% Total Expenditures $5,235,615 $4,943,500 $5,564,466 $5,664,033 $5,698,545 2.41% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Finance Admin 2.00 2.00 2.00 2.00 2.00 0.00% Financial Services 15.00 15.00 15.00 13.00 13.00 -13.33% Tax Audit & Collections 9.00 7.00 7.00 7.00 7.00 0.00% Management and Budget 6.00 6.00 5.00 6.00 6.00 20.00% Materials Management 6.00 7.00 7.00 7.00 7.00 0.00% Inventory Control 4.00 5.00 5.00 5.00 5.00 0.00% Total Staffing 42.00 42.00 41.00 40.00 40.00 -2.44% 100 City of Peoria FY 2020 Annual Program Budget Finance & Budget Department Finance Utilities Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $2,572,455 $2,697,579 $2,991,864 $2,991,864 $3,090,610 3.30% Contractual Services $1,529,477 $1,501,478 $1,794,674 $1,725,688 $1,783,064 -0.65% Commodities $353,042 $337,314 $436,275 $408,911 $433,619 -0.61% Capital Outlay $362,187 $349,029 $368,114 $368,114 $368,114 0.00% Total Expenditures $4,817,161 $4,885,399 $5,590,927 $5,494,577 $5,675,407 1.51% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget $2,866,096 $2,778,599 $2,307,557 $2,211,207 $2,362,561 2.38% $398,382 $592,723 $637,172 $637,172 $722,490 13.39% $1,552,684 $1,514,077 $1,722,638 $1,722,638 $1,708,287 -0.83% $0 $0 $923,560 $923,560 $882,069 -4.49% Total Expenditures $4,817,161 $4,885,399 $5,590,927 $5,494,577 $5,675,407 1.51% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Customer Service 21.00 22.00 22.00 22.00 22.00 0.00% Revenue Administration 5.00 5.00 5.00 5.00 5.00 0.00% Meter Services 11.00 11.00 11.00 11.00 11.00 0.00% Total Staffing 37.00 38.00 38.00 38.00 38.00 0.00% Expenditures by Category Customer Service Revenue Administration Meter Services Utility Billing 101 Pct Chg Pct Chg City of Peoria FY 2020 Annual Program Budget Finance & Budget Department Department Spotlight FINANCE & BUDGET 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 and Budget 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 nine areas that provide a variety of key functions and service activities. Administration Financial Services Key Outcome Measures Finance & Budget Department • • • • Sales Tax, Licensing and Collections Management and Budget Materials Management • Inventory Control 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 Revenue Administration 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, Management and Budget, Materials Management and Inventory Control provide services to internal customers in various city departments. 102 City of Peoria FY 2020 Annual Program Budget Finance & Budget Department Finance & Budget Department Budget Allocation 12% 3% Finance Administration 18% Financial Services Sales Tax, Licensing & Collections Management and Budget 11% 28% Materials Management Inventory Control Revenue Administration Customer Service 9% 6% Meter Services 5% 8% Total Budget: $11,053,163 103 City of Peoria FY 2020 Annual Program Budget Finance & Budget 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 $87,321 $2,349 $10,540 $100,210 Leadership and management of the Finance Department 1.00 $145,537 $3,915 $17,566 $167,018 Maintain City’s financial stability and fiscal health 0.40 $58,215 $1,566 $7,026 $66,807 TOTAL 2.00 $291,073 $7,830 $35,132 $334,035 The budget amounts listed above include all costs for that service or program for FY2019. 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: $334,035 104 City of Peoria FY 2020 Annual Program Budget Finance & Budget 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. 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 5.80 $784,215 $178,904 $111,857 $1,074,975 Accounts payable 3.00 $268,446 $14,285 $32,836 $2315,567 Payroll 2.55 $259,710 $8,876 $31,194 $299,780 Maintain accounting information systems 1.65 $228,774 $1,915 $26,792 $257,481 TOTAL 13.00 $1,541,145 $203,980 $202,679 $1,947,804 The budget amounts listed above include all costs for that service or program for FY2019. 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. 105 City of Peoria FY 2020 Annual Program Budget Finance & Budget Department Financial Services Budget Allocation 13% Accounting and financial reporting 16% Accounts payable 55% Payroll 16% Maintain accounting information systems Total Budget: $1,947,804 106 City of Peoria FY 2020 Annual Program Budget Finance & Budget 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 $423,921 $65,975 $725,540 $134,439 $4,285 $13,876 $152,600 0.70 $64,093 $35,092 $9,921 $109,106 Canvass and inspect licenses 0.60 $59,869 $540 $6,043 $66,452 Collections 1.85 155,551 4,664 16,026 176,241 TOTAL 9.00 $649,596 $468,502 $111,841 $1,229,939 Allocated FTE’s Personnel Costs Administer the tax code 4.60 $235,644 Audit businesses 1.25 Process specialty licenses Activity Description NonPersonnel Costs The budget amounts listed above include all costs for that service or program for FY2019. 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. 14% Sales Tax, Licensing and Collections Budget Allocation 5% Administer the tax code 9% Audit businesses Process specialty licenses - liquor, bingo, off-track betting Canvas and inspect business licenses 59% 13% Collections Total Budget: $1,229,939 107 City of Peoria FY 2020 Annual Program Budget Finance & Budget Department Management and Budget The Management and Budget Division 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 long-term financial viability. 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. 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 0.57 $88,061 $7,022 $7,387 $102,470 Budget Development, Monitoring and Reporting 3.77 $513,578 $46,442 $48,857 $608,877 Communication and Outreach 0.49 $63,777 $6,036 $6,350 $76,163 Management of the City’s Performance Management Program 0.14 $14,221 $1,725 $1,814 $17,760 Operational and Policy Analysis 0.44 $69,913 $5,420 $5,702 $81,035 Rate and Revenue Analysis 0.59 $88,193 $7,268 $7,646 $103,107 TOTAL 6.00 $837,743 $73,913 $77,756 $989,412 The budget amounts listed above include all costs for that service or program for FY2019. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 108 City of Peoria FY 2020 Annual Program Budget Finance & Budget Department Management and Budget Budget Allocation Financial Forecasting 10% 10% Budget Development, Monitoring and Reporting 8% 2% Communication & Outreach 8% Manage the City's Performance Management program Operational & Policy analysis 62% Rate & Revenue Analysis Total Budget: $989,412 109 City of Peoria FY 2020 Annual Program Budget Finance & Budget 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 $28,283 $40,876 $432,969 $248,373 $27,633 $28,774 $304,780 1.05 $85,332 $7,909 $9,721 $102,962 7.00 $697,515 $63,825 $79,371 $840,711 Allocated FTE’s Personnel Costs Procure goods & services 3.60 $363,810 Contract management 2.35 Manage financial information systems TOTAL Activity Description NonPersonnel Costs The budget amounts listed above include all costs for that service or program for FY2019. 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 12% Budget Allocation Procure goods and services (RFP's, solicitations, contracts) 52% Manage contracts to meet all terms and conditions 36% Manage PeopleSoft for purchasing and inventory modules Total Budget: $840,711 110 City of Peoria FY 2020 Annual Program Budget Finance & Budget 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 $59,695 $241,827 $92,531 $10,523 $33,776 $136,830 0.85 $68,674 $582 $22,699 $91,955 Distribution of mail & materials to locations 0.35 $22,031 $5,600 $9,056 $36,687 TOTAL 5.00 $343,883 $38,190 $125,226 $507,299 NonPersonnel Costs Allocated FTE’s Personnel Costs Warehouse operations 2.50 $160,647 Fleet parts room service 1.30 Warehouse & fleet information systems Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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 7% Warehouse operations 18% 48% Fleet Services-parts, services and equipment procurement Warehouse and Fleet information systems 27% Distibution of mail and materials to non City Hall campus sites Total Budget: $507,299 111 City of Peoria FY 2020 Annual Program Budget Finance & Budget 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 $3,627 $20,227 $237,858 $340,341 $95,927 $40,456 $476,814 $554,345 $99,554 $60,773 $714,672 Allocated FTE’s Personnel Costs General management and support 1.90 $214,004 Ensure 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 FY2019. 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 33% Provide management and administrative support services to the Revenue Division Maintain the integrity of the Revenue Division computer systems 67% Total Budget: $714,672 112 City of Peoria FY 2020 Annual Program Budget Finance & Budget 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 Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service Process customer financial transactions 9.43 $670,896 $1,291,955 $142,745 $2,105,596 Respond to customer inquiries 8.82 $631,169 $58,891 $50,411 $740,471 Collect on delinquent accounts 3.75 $262,969 $1,260 $24,741 $288,700 TOTAL 22.00 $1,565,034 $1,352,106 $217,627 $3,134,767 The budget amounts listed above include all costs for that service or program for FY2019. 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 9% Budget Allocation Accurately process financial transactions (payments, adjustments, deposits) 24% Respond to customer account inquiries by telephone and in-person 67% Collect on delinquent active and finaled accounts Total Budget: $3,134,767 113 City of Peoria FY 2020 Annual Program Budget Finance & Budget 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 $17,696 $19,944 $163,911 $632,706 $115,778 $103,691 $852,175 1.40 $113,508 $183,750 $41,180 $338,438 11.00 $872,485 $317,224 $164,815 $1,354,524 Allocated FTE’s Personnel Costs Meter reading 1.55 $126,271 Service work orders 8.05 Meter replacement program TOTAL Activity Description NonPersonnel Costs The budget amounts listed above include all costs for that service or program for FY2019. 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 12% Budget Allocation 25% 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) 63% Total Budget: $1,354,524 114 City of Peoria FY 2020 Annual Program Budget Finance and Budget Department Performance Report FINANCE AND BUDGET 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 Performance Measure Bond ratings for general obligation bonds: AA+ Aa1 AA+ Aa1 AA+ Aa1 AA+ Aa1 AAA 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% 86% 86% 86% Percent of A/P payments made electronically 56% 58% 60% 62% 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) 2:13 1:33 1:30 1:30 - 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. FY2017 FY2018 FY2019 FY2020 Actual Actual Estimate Target 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 115 City of Peoria FY 2020 Annual Program Budget Council Goal Expected Outcome Management and Budget – Provide professional, efficient and responsive service to all customers. Effectively manage the City’s planned resources to ensure organizational priorities are met. Finance and Budget Department Performance Measure Percent of customers rating customer service as Good or Excellent 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) 116 FY2017 FY2018 FY2019 FY2020 Actual Actual Estimate Target 85% 87% 94% 90% +1.71% +0.13% 0.00% <3% +0.90% +0.13% +0.21% <3% City of Peoria FY 2020 Annual Program Budget Fire-Medical Department Fire-Medical Operating Budget Summary Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $23,719,761 $25,964,877 $30,545,323 $30,550,312 $32,524,538 6.48% Contractual Services $4,374,513 $4,755,341 $4,835,324 $4,830,574 $4,796,714 -0.80% Commodities $967,425 $874,801 $1,742,453 $1,755,135 $967,918 -44.45% Capital Outlay $370,923 $0 $600,000 $602,193 $30,000 -95.00% Total Expenditures $29,432,622 $31,595,019 $37,723,100 $37,738,214 $38,319,170 1.58% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Fire Admin Pct Chg Pct Chg $591,912 $1,063,236 $1,313,213 $1,313,213 $1,457,897 11.02% $1,269,512 $1,116,982 $1,116,153 $1,116,153 $1,176,289 5.39% Fire Support Services $670,634 $998,106 $876,983 $876,983 $901,350 2.78% Emergency Medical Services $813,463 $800,570 $1,518,919 $1,518,919 $923,650 -39.19% Fire Training $593,076 $480,028 $495,780 $495,780 $516,843 4.25% Emergency Management $182,413 $197,768 $245,969 $245,969 $254,222 3.36% Fire Operations $23,837,242 $25,062,286 $27,079,549 $27,079,549 $27,779,924 2.59% Ambulance Operations $1,433,239 $1,781,717 $4,949,800 $4,949,800 $5,287,995 6.83% Homeland Security Grant $20,731 $73,926 $105,734 $120,848 $0 -100.00% Fire Prevention $20,400 $20,400 $21,000 $21,000 $21,000 0.00% Total Expenditures Vol Firefighter Pension Trust $29,432,622 $31,595,019 $37,723,100 $37,738,214 $38,319,170 1.58% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Fire Admin 7.00 7.00 8.00 8.00 8.00 0.00% Fire Prevention 8.00 8.00 8.00 8.00 8.00 0.00% Fire Support Services 4.00 4.00 4.00 4.00 4.00 0.00% Emergency Medical Services 3.00 3.00 3.00 3.00 3.00 0.00% Fire Training 1.00 1.00 1.00 1.00 1.00 0.00% Emergency Management 0.50 0.50 1.00 1.00 1.00 0.00% Fire Operations 155.00 155.00 155.00 155.00 155.00 0.00% Ambulance Operations 16.00 16.00 32.00 32.00 40.00 25.00% Total Staffing 194.50 194.50 212.00 212.00 220.00 3.77% 117 City of Peoria FY 2020 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 programs. 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 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 Support Services 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 manage 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 Program. Additionally, the public fire education, public information services, and all community relations events are coordinated through this division. 118 City of Peoria FY 2020 Annual Program Budget Fire-Medical Department 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 and currently building two additional full-time ambulances. The division is also responsible for the medical billing for all transported patients. Cost of Service Breakdown – Fire-Medical Department Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Administration 8.00 $1,049,247 $70,726 $184,040 $1,304,013 Fire Prevention 8.00 $919,279 $22,923 $173,351 $1,115,553 Support Services 4.00 $391,196 $365,154 $120,453 $876,803 Emergency Medical Services 3.00 $439,628 $841,651 $237,220 $1,518,499 Training 1.00 $239,755 $143,876 $52,212 $435,843 Emergency Management 1.00 $115,727 $34,991 $95,251 $245,969 Operations 155.00 $23,891,740 $1,650,463 $1,443,875 $26,986,078 Ambulance Operations 32.00 $3,292,115 $516,330 $111,395 $3,919,840 TOTAL 212.00 $30,338,687 $3,646,114 $2,417,797 $36,402,598 Division Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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. 119 City of Peoria FY 2020 Annual Program Budget Fire-Medical Department Fire-Medical Department Budget Allocation 3% 11% 4% 2% 1% 4% 1% Administration Fire Prevention Support Services Emergency Medical Services Training Emergency Management Operations 74% Ambulance Operations Total Budget: $36,402,598 Fire-Medical Department Administration, Management & Support Budget Allocation 8% 4% 24% Administration Fire Prevention Support Services 28% Emergency Medical Services 20% Training Emergency Management 16% Total Budget: $5,496,680 120 City of Peoria FY 2020 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 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 Performance Measure FY2017 FY2018 FY2019 FY2020 Actual Actual Estimate Target Inspect 100% of occupied businesses annually 85% 79% 90% 100% Fire plan review average turnaround time (days) 10.03 6 10 9 19,123 23,489 25,500 27,000 73% 77% 78% 90% 69% 72% 73% 90% 68% 71% 71% 90% 77% 81% 82% 90% 98.5% 98.5% 98% >98% 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 121 City of Peoria FY 2020 Annual Program Budget Human Resources Department Human Resources Operating Budget Summary Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Personal Services $2,046,826 $2,081,844 $2,350,926 $2,351,107 $2,522,205 7.29% Contractual Services $17,196,961 $20,465,603 $21,598,244 $22,801,781 $24,023,588 11.23% $109,888 $94,591 $79,303 $78,202 $80,103 1.01% Total Expenditures $19,353,676 $22,642,037 $24,028,473 $25,231,090 $26,625,896 10.81% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg $2,218,465 $2,311,285 $3,626,663 $3,526,283 $3,737,998 $198,419 $396,414 $0 $0 $0 NA Workers Compensation Self-Insurance $1,582,088 $1,790,942 $2,051,000 $2,009,500 $2,284,750 11.40% Employee Benefits - Health $14,340,600 $16,996,098 $17,185,729 $18,530,226 $19,365,148 12.68% $998,295 $1,135,251 $1,157,081 $1,157,081 $1,235,000 6.73% Employee Event Fund $3,000 $2,975 $3,000 $3,000 $3,000 0.00% Employee Wellness Prg $12,808 $9,072 $5,000 $5,000 $0 -100.00% Total Expenditures $19,353,676 $22,642,037 $24,028,473 $25,231,090 $26,625,896 10.81% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Human Resources 18.00 19.00 20.50 20.50 21.50 4.88% Training 1.00 1.00 0.00 0.00 0.00 NA Total Staffing 19.00 20.00 20.50 20.50 21.50 4.88% Commodities Human Resources Training Employee Benefits - Dental/Vision 122 3.07% City of Peoria FY 2020 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. • 89% of new hires and promoted employees successfully pass probation. 97% 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. 123 City of Peoria FY 2020 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. 124 City of Peoria FY 2020 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 3.05 $346,474 $182,721 $42,035 $571,231 Classification and Compensation 1.99 $238,659 $125,919 $27,337 $391,915 Employee Relations/Labor Relations 4.16 $500,870 $264,274 $57,146 $822,290 Human Capital Management/Business Operations 4.75 $408,883 $215,090 $65,251 $689,224 Recruitment and Retention 2.48 $218,802 $115,127 $34,068 $367,997 Safety Management 2.31 $224,548 $118,264 $31,733 $374,545 Training and Organizational Development 1.75 $177,315 $ 93,422 $24,040 $294,777 TOTAL 20.49 $2,115,551 $1,114,818 $281,609 $3,511,978 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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% 15% Benefits and Wellness Programs 11% Classification and Compensation 10% 13% Employee Relations/Labor Relations Human Capital Management/Business Operations Recruitment and Retention 20% Safety Management 25% Training and Organizational Development Total Budget: $3,511,978 125 City of Peoria FY 2020 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. Council Goal FY2017 FY2018 FY2019 FY2020 Actual Actual Estimate Target Expected Outcome Performance Measure 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 95.22% 86% 89% 93% Percent of employees that voluntarily leave and would recommend the City as a place of employment for others 100% 97% 97% 100% Entry of employee job record and benefit transactions with an error rate of less than 5% 98.86% 98.9% 95% 95% Appropriate management of Human Resources transactions, processes, and procedures. 126 City of Peoria FY 2020 Annual Program Budget Information Technology Department Information Technology Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $4,869,890 $4,075,885 $5,095,677 $5,095,677 $5,158,095 1.22% Contractual Services $4,481,201 $4,486,831 $5,262,936 $5,222,236 $5,202,099 -1.16% Commodities $1,263,810 $683,366 $794,267 $777,612 $1,213,693 52.81% Capital Outlay $1,011,397 $635,048 $1,572,133 $1,572,133 $2,307,860 46.80% Total Expenditures $11,626,298 $9,881,131 $12,725,013 $12,667,658 $13,881,747 9.09% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Expenditures by Category IT Operations Pct Chg Pct Chg $8,783,777 $8,065,230 $9,516,796 $9,481,796 $9,678,879 1.70% Radio System Operations $958,273 $829,989 $1,084,308 $1,078,308 $990,180 -8.68% Res For System Comp Eqt $766,016 $462,657 $919,893 $919,893 $2,301,235 150.16% Res For Personal Comp Eqt $790,785 $337,189 $410,802 $394,447 $493,453 20.12% IT Projects $327,448 $186,066 $793,214 $793,214 $418,000 -47.30% Total Expenditures $11,626,298 $9,881,131 $12,725,013 $12,667,658 $13,881,747 9.09% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg IT Operations 40.00 40.00 40.00 40.00 41.00 2.50% Radio System Operations 2.00 2.00 2.00 2.00 2.00 0.00% Total Staffing 42.00 42.00 42.00 42.00 43.00 2.38% 127 City of Peoria FY 2020 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 128 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 2020 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 129 City of Peoria FY 2020 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 130 City of Peoria FY 2020 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 $836,654 $27,694 $0 $159,907 $1,024,255 Application Systems Support 9.0 $1,102,026 $42,429 $1,343,810 $240,229 $2,728,494 Desktop Support 6.0 $659,538 $70,020 $332,459 $162,861 $1,224,878 Geographic Information Systems (GIS) Support 5.0 $491,443 $39,614 $201,542 $134,117 $866,716 Network Support 7.0 $871,041 $241,173 $685,141 $215,917 $2,013,272 Project Management 3.0 $382,322 $6,798 $13,018 $79,584 $481,722 Radio Support Services 2.0 $242,624 $660,595 $24,714 $98,331 $1,026,264 Security Administration 1.0 $149,054 $2,767 $21,466 $26,528 $199,815 Special Systems 3.0 $344,145 $22,668 $437,434 $53,056 $857,303 TOTAL 42.0 $5,078,847 $1,113,758 $3,059,584 $1,170,530 $10,422,719 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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. 131 City of Peoria FY 2020 Annual Program Budget Information Technology Department Information Techhnology Budget Allocation 2% 8% Administration 10% Applications Desktop 10% GIS 5% 26% Network Project Mgmt Radio 19% Security 8% 12% Total Budget: $10,422,719 132 Special Systems City of Peoria FY 2020 Proposed 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. 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) 133 FY2017 FY2018 FY2019 FY2020 Actual Actual Estimate Target 96% 98% 93% 98% 97% 99% 96% 99% 99.95% 100% 99.99% 100% 99.9% 99.99% 99.99% 100% City of Peoria FY 2020 Annual Program Budget Leadership and Management Department Leadership and Management Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $2,716,274 $2,740,008 $2,918,492 $2,891,334 $3,131,665 7.30% Contractual Services $418,479 $447,411 $1,269,657 $950,936 $762,839 -39.92% Commodities $12,927 $16,767 $23,722 $21,129 $21,417 -9.72% Total Expenditures $3,147,680 $3,204,185 $4,211,871 $3,863,399 $3,915,921 -7.03% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget City Manager's Office $2,507,883 $2,533,686 $2,558,002 $2,518,341 $2,741,754 Governmental Affairs $423,473 $458,681 $528,438 $528,438 $557,310 5.46% Office of Sustainability $216,324 $211,818 $72,139 $0 $0 -100.00% Expenditures by Category Office of Real Estate Development Pct Chg Pct Chg 7.18% $0 $0 $1,053,292 $816,620 $616,857 -41.44% Total Expenditures $3,147,680 $3,204,185 $4,211,871 $3,863,399 $3,915,921 -7.03% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg City Manager's Office 15.00 15.00 14.00 15.00 15.00 7.14% Governmental Affairs 2.00 2.00 2.00 2.00 2.00 0.00% Office of Sustainability 1.00 1.00 0.00 0.00 0.00 NA Office of Real Estate Development 0.00 0.00 2.00 2.00 2.00 0.00% Total Staffing 18.00 18.00 18.00 19.00 19.00 5.56% 134 City of Peoria FY 2020 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 Recognition of budget excellence by Government Finance Officers Association Professional credentialing of all eligible departments • The Leadership and Management Department advances community relations and civic engagement through effective and frequent communication with • our citizens. Earning and maintaining the trust and confidence of those we serve is critical to our ability to perform our jobs effectively. The Leadership and Management Department is a leader in ethical organizational behavior through adopting and modeling the City Employees’ Code of Ethics. 135 City of Peoria FY 2020 Annual Program Budget Leadership and Management 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 1.65 $315,181 $34,520 $2,303 $352,004 Inter-Departmental Management 1.95 $496,609 $40,414 $2,697 $539,720 Council Support 2.11 $286,283 $46,308 $3,090 $335,681 Council Collaboration 2.15 $420,006 $50,728 $3,385 $474,119 Regional Planning Activities 2.22 $316,031 $43,782 $2,921 $362,734 Administrative Support 4.16 $388,646 $84,196 $5,618 $478,461 Communication .77 $191,332 $17,471 $1,166 $209,969 Grant Coordination .28 $49,734 $5,262 $351 $55,348 External Leadership .71 $158,164 $14,103 $941 $173,208 TOTAL 16.00 $2,621,986 $336,784 $22,473 $2,981,243 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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. 136 City of Peoria FY 2020 Annual Program Budget Leadership and Management Leadership and Management Budget Allocation 2% Strategic Management & Policy Development 0% 6% Inter-Departmental Management 12% 7% Council Support Council Collaboration 18% 16% Regional Planning Activities Administrative Support 11% 12% Communication Grant Coordination (Grants) 16% External Leadership Total Budget - $2,981,243 137 City of Peoria FY 2020 Annual Program Budget Leadership and Management Performance Report LEADERSHIP AND MANAGEMENT The City Management and Leadership Support Department uses performance data as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target Professional credentialing of all eligible departments Credentialed departments 4 4 4 4 Recognition of budget excellence by Government Finance Officers Association Receive GFOA Distinguished Budget Award Yes Yes Yes Yes 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% 99% 100% OFFICE OF REAL ESTATE DEVELOPMENT Council Goal Expected Outcome Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target Creation of shovelready development sites including Peoria Place; Old Town; VCC; NEC 303/LPP; NWC 303/LPP; Deer Valley/LPP; 303/Happy Valley Land acquired; due diligence completed; entitlements amended, as needed; design concepts completed. N/A N/A 4 Key Sites: Peoria Place; Old Town; VCC; Skunk Creek 8 Key Sites: Peoria Place; Old Town; VCC; NEC 303/LPP; NWC 303/LPP; Deer Valley/LPP; 303/Happy Valley; Skunk Creek 138 City of Peoria FY 2020 Annual Program Budget Mayor and City Council Office Mayor and Council Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $317,169 $318,807 $427,818 $427,818 $448,825 4.91% Contractual Services $296,510 $338,052 $358,387 $355,622 $353,452 -1.38% $9,193 $12,322 $11,325 $11,688 $11,325 0.00% $622,873 $669,181 $797,530 $795,128 $813,602 2.02% FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Expenditures by Category Commodities Total Expenditures Expenditures by Division Pct Chg Pct Chg Mayor & City Council $622,873 $669,181 $797,530 $795,128 $813,602 2.02% Total Expenditures $622,873 $669,181 $797,530 $795,128 $813,602 2.02% 139 City of Peoria FY 2020 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. Livability initiatives driven by City Council include efficient transportation; arts, culture, and recreation; economic competitiveness; healthy neighborhoods; smart growth; and superior public services. The total budget for the Mayor and Council is $797,530, 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. 140 City of Peoria FY 2020 Annual Program Budget Municipal Court Municipal Court Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $1,558,069 $1,650,529 $1,789,075 $1,789,075 $1,913,813 Contractual Services $443,974 $484,849 $487,489 $483,679 $529,548 8.63% Commodities $23,684 $24,067 $25,880 $24,680 $24,680 -4.64% Capital Outlay $1,059 $0 $0 $0 $0 NA Total Expenditures $2,026,786 $2,159,445 $2,302,444 $2,297,434 $2,468,041 7.19% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget $1,826,013 $1,928,747 $2,125,190 $2,125,190 $2,236,090 5.22% $200,773 $230,698 $177,254 $172,244 $231,951 30.86% Total Expenditures $2,026,786 $2,159,445 $2,302,444 $2,297,434 $2,468,041 7.19% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Municipal Court 20.00 20.00 20.00 20.00 20.00 0.00% Municipal Court Enhancement Fd 0.90 0.90 0.90 0.90 0.90 0.00% Total Staffing 20.90 20.90 20.90 20.90 20.90 0.00% Expenditures by Category Municipal Court Municipal Court Enhancement Fd 141 Pct Chg 6.97% Pct Chg City of Peoria FY 2020 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. 142 City of Peoria FY 2020 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 $317,680 $ 26,474 $70,286 $414,440 Court Security 4.00 $264,733 $ 22,062 $58,571 $345,366 Case Management 13.44 $1,058,933 $88,248 $234,285 $1,381,466 Protective Orders 0.97 $88,245 $7,354 $19,523 $115,122 Community Outreach 0.36 $35,298 $2,942 $7,810 $46,050 TOTAL 20.9 $1,764,889 $147,080 $390,475 $2,302,444 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: $2,302,444 143 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. Council Goal Expected Outcome Provide fair and equal justice to all, promote excellent customer service while enhancing citizen confidence in the court process Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target Respond to Customer inquiries within one business day 90% 90% 95% 100% % of cases with customer service complaints <1% <1% <1% 0% Standard: 80% resolved within 60 days Standard: 98% resolved within 90 days Time to disposition 76% 84% 79% 80% 93% 92% 95% 98% Standard: 75% resolved within 60 days Standard: 90% resolved within 90 days Standard: 98% resolved within 180 days Time to disposition 55% 51% 45% 75% 69% 64% 63% 90% 85% 80% 80% 98% Standard: 85% resolved within 120 days 63% 55% 57% 85% Standard: 93% resolved within 180 days 77% 75% 77% 93% Time to disposition Civil Traffic: Adjudicate all cases in a timely manner Criminal Misdemeanor: Adjudicate all cases in a timely manner DUI: Adjudicate all cases in a timely manner 144 City of Peoria FY 2019 Annual Program Budget Council Goal Expected Outcome Municipal Court Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target Standard: 75% resolved within 60 days 78% 89% 93% 75% Standard: 90% resolved within 90 days 87% 95% 98% 90% Standard: 98% resolved within 180 days Time to disposition 91% 100% 100% 98% Standard: 90% within 10 days 100% 89% 89% 90% Standard: 98% within 30 days Time to disposition 100% 100% 93% 98% Standard: 99% within 24 hours 96% 100% 100% 100% Within 30 day 100% 100% 98% 100% Trials Held 31 39 23 31 Jury Trials Held 3 2 2 2 Civil Traffic Hearings Held 55 135 64 85 Time to disposition Civil Local Ordinance: Adjudicate all cases in a manner Protective Order Contested Hearings Protective Order Ex Parte Protection Order PreIssuance Hearings Trials, Jury Trials and Hearings Held Protective Order 64 140 45 Hearings Held % of cases adjudicated(Cases Annual Clearance Rate: 133%* 126%* 131%* closed/Cases opened) *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. 145 83 120%* City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Neighborhood & Human Services Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $7,029,466 $7,408,605 $6,368,568 $6,364,190 $6,731,688 5.70% Contractual Services $4,252,585 $4,303,074 $5,545,974 $4,273,609 $6,460,118 16.48% Expenditures by Category Pct Chg Commodities $485,797 $563,556 $696,927 $615,757 $683,443 -1.93% Capital Outlay $71,101 $1,083,814 $1,592,257 $916,924 $1,075,013 -32.48% Total Expenditures $11,838,948 $13,359,049 $14,203,726 $12,170,480 $14,950,262 5.26% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Arts Commission $79,379 $59,354 $126,238 $126,238 $130,471 3.35% Peoria Center for Performing Arts $343,273 $491,159 $384,642 $384,642 $519,235 34.99% Percent For The Arts $90,614 $1,309,193 $1,496,405 $821,072 $1,484,814 -0.77% Neighborhood Services $1,846,640 $1,827,910 $1,002,326 $1,002,326 $1,186,100 18.33% Community Assistance $959,886 $957,953 $1,002,013 $807,618 $1,214,182 21.17% NHS Administration $1,597,383 $1,540,741 $978,549 $978,549 $821,710 -16.03% Am/Pm Program 7.21% $1,630,252 $1,712,877 $1,870,041 $1,870,041 $2,004,945 Little Learners Program $368,306 $402,875 $421,243 $421,243 $423,253 0.48% Summer Recreation Program $341,233 $353,397 $490,637 $490,637 $459,505 -6.35% Summer Camp Program $768,171 $728,575 $841,768 $841,768 $853,648 1.41% Active Adult Program $161,731 $184,020 $204,676 $204,676 $209,129 2.18% Adaptive Recreation Program $161,578 $181,336 $181,523 $181,523 $187,680 3.39% $1,104,298 $1,163,811 $1,289,509 $1,245,504 $1,506,140 16.80% Teen Program $240,212 $234,571 $305,321 $305,321 $309,441 1.35% Community Center $899,832 $976,183 $966,031 $966,031 $1,017,371 5.31% Home Grant $100,865 $180,469 $368,127 $166,830 $501,627 36.26% Comm Dev Block Grant $647,579 $485,254 $1,675,651 $757,436 $1,483,470 -11.47% Neighborhood Stabilization Grant III $22,895 $108,268 $1,611 $1,610 $0 -100.00% Adult Day Prg Grant $474,821 $461,104 $597,415 $597,415 $637,541 6.72% Total Expenditures $11,838,948 $13,359,049 $14,203,726 $12,170,480 $14,950,262 5.26% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Arts Commission 0.50 0.50 0.95 0.95 0.95 0.00% Peoria Center for Performing Arts 1.00 1.00 0.55 0.55 0.55 0.00% Percent For The Arts 0.00 1.00 1.00 1.00 1.00 0.00% Neighborhood Services 21.00 21.00 9.00 10.00 10.00 11.11% Special Events Program Community Assistance 5.08 5.08 5.71 4.80 4.80 -15.94% NHS Administration 13.25 13.50 12.50 3.00 4.00 -68.00% Am/Pm Program 3.80 3.80 3.80 3.00 3.00 -21.05% Little Learners Program 2.10 2.10 2.10 2.35 2.35 11.90% Summer Recreation Program 0.30 0.30 0.30 0.55 0.55 83.33% Summer Camp Program 0.70 0.70 0.70 1.35 1.35 92.86% Active Adult Program 1.05 1.05 1.05 1.05 1.05 0.00% Adaptive Recreation Program 0.70 0.70 0.70 0.70 0.70 0.00% Special Events Program 2.40 2.40 2.40 2.00 2.00 -16.67% Teen Program 0.70 0.70 146 0.70 0.75 0.75 7.14% City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Neighborhood & Human Services Operating Budget Summary Community Center 3.00 3.00 3.00 3.00 3.00 0.00% Comm Dev Block Grant 0.92 0.92 0.92 0.95 0.95 3.26% Adult Day Prg Grant 6.25 6.25 7.25 7.25 7.25 0.00% Total Staffing 62.75 64.00 52.63 43.25 44.25 -15.92% 147 City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Department Spotlight NEIGHBORHOOD AND HUMAN SERVICES DEPARTMENT MISSION To provide effective neighborhood services that support well-being, independence, diversity and community safety. DEPARTMENT OVERVIEW The Neighborhood and Human Services Department provides residents and visitors alike with various city-wide programs, including an array of youth programs, adaptive and active adult programming, city special events, arts and cultural experiences, code enforcement and community assistance. The operation and management of these areas are fulfilled by the divisions outlined below. Neighborhood and Human Services Administration Neighborhood and Human 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 Youth Programs, Active Adults, Special Events, Code Compliance, Arts, Adaptive Programs and Community Assistance divisions, with the support of the Business Services Division. The department also serves as liaison to Boards and Commissions that advise the department and City Council in the following key areas: • • Key Outcome Measures Neighborhood and Human Services Department • • % decrease in code violations two years after Neighborhood Pride project Achieve ‘above average’ or higher satisfaction rating on HOA Academy Survey % of code violation cases resolved % of Neighborhood Pride funding leveraged Cost recovery goals in Youth Programs • Public Art Collection (large-scale) • • • Youth Advisory Board Arts Commission 148 City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Cost of Service Breakdown – Neighborhood and Human Services Administration Allocated FTEs Activity Description NonPersonnel Costs Personnel Costs Internal Service Charges Total Cost of Service Management of department/divisions 2.52 $ 460,042 $ 28,736 $ 107,991 $ 596,769 High quality customer services 5.27 $ 362,284 $ 22,947 $ 86,234 $ 471,465 Administrative functions 1.51 $ 149,915 $ 9,496 $ 35,684 $ 195,095 Financial functions 2.43 $ 226,081 $ 14,320 $ 53,814 $ 294,215 Department technological support 0.90 $ 107,646 $ 6,818 $ 25,623 $ 140,088 Boards and Commission liaison 0.13 $ 14,256 $ 903 $ 3,393 $ 18,553 Grant/sponsorship opportunities 0.12 $ 12,645 $ 801 $ 3,010 $ 16,456 Support organizational development 0.15 $ 27,283 $ 1,728 $ 6,494 $ 35,505 TOTAL 13.03 $1,360,153 $ 85,749 $ 322,245 $1,768,147 The budget amounts listed above include all costs for that service or program for FY2019. 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. *The Business Services division, Contractual and Commodity budget was appropriated completely into the newly formed Neighborhood and Human Services Department and a portion needs to be in the Parks, Recreation and Community Facilities budget. Adjustment between both Administration divisions will be made in FY2020. Administration Division Budget Allocation 1% 1% 1% Management of department 9% 20% High quality customer service Administrative functions Financial functions 22% Department tech support Boards and Commissions liaison 30% Grant/sponsorship opportunities 16% Support organizational development Total Budget: $1,768,147 149 City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Youth Programs Youth Programs include before and after school programs (AM/PM), kindergarten readiness year-round program (Little Learners), summer program options (both licensed and drop-in) and teen programs such as summer Step OUT, Jr. High School dances, college bound trips and Youth Advisory Board. Cost of Service Breakdown –– Youth Programs Allocated FTEs Activity Description Personnel Costs AM/PM Program Little Learners Summer Recreation Summer Camp Teens 29.52 5.92 6.91 10.67 4.32 $ $ $ $ $ TOTAL 57.34 $ 2,539,725 1,355,152 253,972 267,299 468,028 195,274 NonPersonnel Costs $ 507,210 $ 80,114 $ 152,473 $ 297,457 $ 85,171 $ 1,123,865 $ $ $ $ $ Internal Service Charges 93,321 53,316 45,186 11,480 14,734 $ $ $ $ $ 1,955,683 387,402 466,398 776,965 295,179 $ 218,037 $ 3,881,627 Total Cost of Service The budget amounts listed above include all costs for that service or program for FY2019. 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. Youth Programs Budget Allocation AM/PM 8% Little Learners 20% 50% Summer Rec Summer Camp 12% 10% Teens Total Budget: $3,881,627 150 City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Special Populations Family and Youth programs for special populations include life skills development and social opportunities for active adults, and individuals of all ages with a developmental disability. Services are also provided through contracted programs with the Department of Economic Security Division of Developmental Disabilities. The majority of the special population programs take place at the Peoria Community Center. Cost of Service Breakdown – Special Populations Allocated FTEs Activity Description Personnel Costs Community Center Active Adult Programs Adaptive Adult Day Program 2.10 1.69 2.10 12.78 $ $ $ $ 299,301 133,732 122,260 549,451 TOTAL 18.67 $ 1,104,744 NonPersonnel Costs $ 106,537 $ 67,200 $ 47,061 $ 74,702 $ 295,500 $ $ $ $ Internal Service Charges 560,193 3,744 12,202 15,742 $ $ $ $ 966,031 204,676 181,523 639,895 $ 591,881 $ 1,992,125 Total Cost of Service The budget amounts listed above include all costs for that service or program for FY2019. 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 Populations Budget Allocation Community Center 32% Active Adult Programs 48% Adaptive 9% Adult Day Program 10% Total Budget: $1,992,125 151 City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Special Events The Special Events 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 – Special Events Allocated FTEs Activity Description NonPersonnel Costs Personnel Costs Internal Service Charges Total Cost of Service Plan and manage community special events 1.80 $ 197,848 $ 224,896 $ 3,352 $ 426,096 Plan and manage ongoing City special events 1.99 $ 145,501 $ 449,376 $ 6,699 $ 601,576 Assist outside organizations with events 0.30 $ 32,770 $ 101,211 $ 1,509 $ 135,490 Assist other departments with coordination and planning of events 0.10 $ 10,460 $ 32,305 $ 482 $ 43,247 Collaborate to develop and execute marketing strategies 0.10 $ 10,460 $ 32,305 $ 482 $ 43,247 Manage Boards and Commissions Dinner 0.10 $ 10,460 $ 32,305 $ 482 $ 43,247 TOTAL 4.39 $ 407,499 $ 872,398 $ 13,006 $1,292,903 The budget amounts listed above include all costs for that service or program for FY2019. 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 City Events Budget Allocation 3% 3% Plan and manage one-time special events 3% Plan and manage ongoing special events 11% 33% Assist outside organizations with events Assist other departments with coordination and planning of events Collaborate to develop and execute marketing strategies 47% Manage Boards and Commissions Dinner Total Budget: $1,292,903 152 City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Code Compliance Administration Administrative responsibilities include supporting the activities needed to accomplish our goals, providing the services, supplies and equipment needed to achieve the task. They maintain accurate records, initiate the process and document the case files. They oversee the data collection system Citizenserve to assure tracking and support is provided. Code Compliance Field Operations The code enforcement division is responsible for the implementation and regulation of the City’s adopted codes and ordinances. It is the goal of this division to provide a service to address infractions of the codes and ordinances in a timely manner to prevent blight and unsafe conditions in the neighborhoods. This is accomplished by the cooperation of the community and educational outreach. Neighborhood Engagement and Coordination This portion of the division is the liaison between the city and the community. This is accomplished by creating and developing partnerships with the community by attending HOA and Neighborhood meetings. The neighborhood pride program makes improvements considered necessary to eliminate blight, promoting the construction of healthy and sustainable neighborhoods. Cost of Service Breakdown – Neighborhood Services Internal Services Charges Allocated FTE’s Personnel Costs NonPersonnel Costs Administrative 3.01 $ 289,248 $ 22,027 $ 26,606 $ 337,880 Field Operations 5.61 $ 460,969 $ 75,964 $ 49,593 $ 586,526 Neighborhood Engagement and Coordination .92 $ 83,531 $ 51,010 $ 8,100 $ 142,640 TOTAL 9.54 $ 833,748 $ 149,001 $ 84,299 Activity Description Total Cost of Service $1,067,047 The budget amounts listed above include all costs for that service or program for FY2019. 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. Code Compliance Budget Allocation 10% Administrative 34% Field Operations Neighborhood Engagement and Coordination 56% Total Budget: $1,067,047 153 City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Community Assistance Division The purpose of this Division 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 ) General Fund Grant Administration Educational and Peoria SUPPORT Seminars Fair Housing Outreach Human Services  Resource Center Administration  HOA Academy  Neighborhood Grant Administration  Outreach and Partnership Development Functionally, the two highest cost drivers of the Division are Grant Administration (37%) and Human Services Administration (36%). 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) and the HOME Investment Partnerships Program (HOME). 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 other successful neighborhood-based programs such as the HOA Academy and quarterly HOA and resident trainings. As part of the transition to the Neighborhood & Human Services Department, the Neighborhood Improvement Specialist was transferred to the Code Compliance Division, effectively moving the popular Neighborhood Pride program to a different division within the same department. Additionally, previously staff-operated federally funded programs, such as the Emergency Home Repair Program and the Utility Assistance Program, are being transferred to qualified non-profit providers. This shift in resources will provide capacity for additional neighborhood outreach, small citizen-driven projects and neighborhood leader identification and development. The Community Assistance Resource Center, co-located with the Community Center in Old Town, is currently under construction and is projected to be open the summer of 2019. The Center will provide an easily accessible public location where non-profit agencies and city staff will provide direct program services, intake and referral. Non-profit agencies will be offered cubicle and private meeting space on a rotating and contractual basis, and agencies will be selected based on previously identified community priorities. In addition, the educational series “Peoria SUPPORT Monthly Awareness Series,” which stands for Services Uniting to Provide People with Opportunities, Resources and Training, provides monthly seminars and targeted outreach on specific topics of concern such as financial awareness, grandparents raising grandchildren and understanding mental health issues. The “Collaborative Impact Series” continues to bring various non-profits together to network and share best practices, ultimately resulting in a larger public event on a topic designated as an area of need through the Human Services Work Plan. 154 City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Cost of Service Breakdown – Community Assistance Activity Description Allocated FTEs Personnel Costs Grants Administration Neighborhood Programs Administration Community Outreach and Partnerships Human Services Administration 2.52 .78 .39 2.31 $ $ $ $ TOTAL 6.00 $ 563,729 207,629 112,757 36,211 207,132 NonPersonnel Costs $ 148,062 $ 45,767 $ 22,625 $ 135,600 Internal Service Charges $ 22,382 $ 6,918 $ 3,420 $ 20,497 $ $ $ $ 378,073 165,442 62,256 363,229 $ $ $ 969,000 352,054 53,217 Total Cost of Service The budget amounts listed above include all costs for that service or program for FY2019. 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. Community Assistance Budget Allocation 36% 37% Grants Administration Neighborhood Programs Administration Community Outreach and Partnerships Human Services Administration 11% 6% Total Budget: $969,000 155 City of Peoria FY 2020 Annual Program Budget Neighborhood and Human 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 Percent for the Arts is supported through the city’s capital improvement program with a 1% contribution of the cost and is used to provide public art and support arts programming throughout the city. Cost of Service Breakdown – Arts and Culture Allocated FTE’s Activity Description NonPersonnel Costs Personnel Costs Internal Services Charges Total Cost of Service $ $859,756 Peoria Center for the Performing Arts (PCPA) .55 $ 71,776 $ 691,000 $ 96,979 Arts Education and Outreach .20 $ 25,346 $ 5,000 $ 514 $ 30,860 Arts Commission .27 $ 29,659 $ 1,000 $ 706 $ 31,364 Cultural Activities/Events .36 $ 31,770 $ 71,200 $ 1,161 $ 104,132 Art Collection Management .42 $ 37,636 $ 912,750 $ 0 $ 950,386 Gallery Display and Coordination .37 $ 34,013 $ 2,703 $ 2,910 $ 39,626 Grant Management .34 $ 31,080 $ 50,500 $ 1,305 $ 82,884 TOTAL 2.5 $ 261,280 $ 1,734,153 $ 103,575 $2,099,008 The budget amounts listed above include all costs for that service or program for FY2019. 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. Percent for the Arts Total: $1,588,128 | General Fund Total: $ 510,880. Arts Division Budget Allocation 4% 1% Grant management Gallery Display Coordination Art Collection Mgt. 41% Cultural Activities/Events 45% Arts Commission Arts Education and Outreach 5% PCPA 3% 1% 156 City of Peoria FY 2020 Annual Program Budget Neighborhood and Human Services Department Performance Report Neighborhood and Human Services The Neighborhood and Human 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 24month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target % of code violation cases resolved through: -Voluntary compliance 98% 97.3% 98.5% 98% 1.5% 2.7% 1.5% 2% 100% 91% 96% 90% $6.25M $3.98M $2.09M $4.09M % of Neighborhood Pride funding leveraged 130% 139% 125% 100% Achieve ‘above average’ or higher satisfaction rating on HOA Academy Survey 100% 95% 100% 100% - Induced compliance Improve Peoria neighborhoods, by promoting a sense of community through safe and healthy neighborhoods where people want to live, work and play. a % decrease in code violations two years after Neighborhood Pride project Value of in-kind labor from volunteers providing services to residents through external agencies or programsa General Fund, CDBG and HOME grant recipients provide information documenting number of volunteers and hours donated assisting Peoria citizens. 157 City of Peoria FY 2020 Annual Program Budget Council Goal Expected Outcome To provide Peoria citizens with arts and cultural opportunities, special events and placemaking experiences that educate, inform, enrich, inspire and entertain Expand the Public Art Collection through a collaborative public art process To offer unique and varied Family and Youth 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. Neighborhood and Human Services Department Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target Number of Special Events 43 44 40 45 Number of Special Event Applicants 54 48 55 60 Placemaking Events n/a n/a 26 26 63,489 63,512 62,000 64,000 Public Art Collection (large-scale) 20 21 23 25 Participant approval rating for Family and Youth Programs as above average to excellent 89% 91% 93% 95% Number of Youth Programs participants 10,217 10,143 10,350 10,500 Number of Community Center Programs participants 45,322 43,865 Total attendance at Peoria Center for Performing Arts 158 49,000 50,000 City of Peoria FY 2020 Annual Program Budget Office of Communications Office of Communications Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $883,447 $940,324 $985,987 $985,987 $1,136,148 15.23% Contractual Services $427,272 $388,388 $533,971 $487,696 $463,950 -13.11% Commodities $74,078 $34,896 $21,298 $52,573 $186,298 774.72% Total Expenditures $1,384,796 $1,363,608 $1,541,256 $1,526,256 $1,786,396 15.91% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg $1,049,986 $1,021,827 $1,075,315 $1,060,315 $1,177,010 9.46% $334,810 $341,781 $465,941 $465,941 $609,386 30.79% Total Expenditures $1,384,796 $1,363,608 $1,541,256 $1,526,256 $1,786,396 15.91% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Public Information Office 6.00 6.00 6.00 6.00 7.00 16.67% Peoria Channel 11 3.00 3.00 3.00 3.00 3.00 0.00% Total Staffing 9.00 9.00 9.00 9.00 10.00 11.11% Expenditures by Category Public Information Office Peoria Channel 11 159 Pct Chg City of Peoria FY 2020 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 Key Outcome Measures traditional communications to effectively inform and engage the residents, businesses and visitors of Peoria, Office of Communications national audiences and city staff. In addition, the office provides communications expertise and production resources for all City of Peoria departments to achieve • % increase in social media usage their communication goals. The department’s signature • Increase in media placement and value function is media relations, which is conveyed in • % increase in website usage traditional and digital platforms. The goal is to develop and implement marketing and public relations • Graphic design completions programs, resident communications and visitor publicity that promote Peoria and ensure the city’s key messages are delivered to target audiences in an accurate, timely and cost-effective manner. Media Relations 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. 300+ 160 City of Peoria FY 2020 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 this year, the OC added six new pages, with an emphasis on arts and events, bringing the total number of social media accounts for Peoria to 35. +40% Social media engagement (Likes, shares, etc.) 15,000 Number of views on most popular video +57% Social media followers Graphic Design Services Graphic design services allow city departments and programs to have an internal resource for the production of professional looking communications, advertisements and promotional fliers. This service has proven to be a cost effective program for the city. In 2018, the city saved approximately $250,000 in graphic design fees on 485 completed projects. This savings is based on an average rate of $120/hour for graphic design services. Additionally, a cloud-based photo library was implemented, giving employees access to professional photos that have been curated by the OC. 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 that is now offered in full color. Direct mailers on specific subjects or promotional fliers are also considered external communications. Other citizen community outreach is accomplished through the Peoria Leadership Institute and community meetings. In addition, the OC is responsible for creating legally mandated communications, such as the Water Quality Report, Redistricting and other legal requirements. 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 Employee Insight and All User emails to keep employees informed. 161 City of Peoria FY 2020 Annual Program Budget Office of Communications Digital Media Services The Digital Peoria team consists of one Digital Media Manager and three Digital Media Specialists who use digital marketing strategies and 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, Instagram, Twitter, and YouTube. Many video segments are also distributed on the city’s social media outlets. This year, the Digital Peoria team implented a state-of-the art, live remote technology that allows content on Ch. 11 and all social channels to be broadcast live, simultaneously. This new technology also allows local media to pull our stories off a cloud-based server. During the upcoming fiscal year, the team will turn their attention to more strategic content creation and curation efforts for social media and Ch. 11. 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. 162 City of Peoria FY 2020 Annual Program Budget Office of Communications 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. This year, the OC introduced a new citywide brand – Peoria is the Place – and is conducting a hotel marketability and feasibility study to determine the best site for resort property. 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 $ 209,307 $ 221,357 $ 281,668 $ 67,665 $ 50,135 $ 105,179 $ 51,056 $ 37,829 $ 79,362 $ 328,028 $ 309,321 $ 466,209 Web Communications 1.01 Internal Communications and Support 0.64 Graphic Design 0.77 TOTAL 9.00 $ 97,688 $ 105,174 $116,855 $ 1,032,049 $ 35,410 $ 20,335 $ 36,813 $ 315,536 $ 26,718 $ 15,343 $ 27,777 $ 238,085 $ 159,816 $ 140,852 $ 181,444 $1,585,670 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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 11% Budget Allocation 21% External Communications 9% Media Relations 10% Digital Media Services 20% Web Communications 29% Total Budget: $1,585,670 163 City of Peoria FY 2020 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. 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 FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target 95% 95% 95% 96% 120,903 128,000 135,000 138,000 362 375 400 415 24,956 27,500 28,750 30,000 206 250 255 260 Increase total web traffic to the city’s (6) websites 1,147,032 1,281,418 1,300,000 1,315,000 Increase use of CityNet , the employee intranet website N/A2 356,891 360,000 365,000 Performance Measure Peoria Leadership Institute graduates rate the overall quality and depth of information as excellent Generate users of city's social media pages (total followers) City-generated news items (New measurements) Increase viewership of Channel 11 programming online Increase Peoria Centric video productions Six new social media accounts were created in FY17 A new intranet platform was launched during FY17. Current metrics are being collected to establish a baseline. 1 2 164 City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities Department Parks, Recreation and Community Facilities Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $9,329,327 $9,005,240 $12,220,847 $12,220,138 $13,288,417 8.74% Contractual Services $9,478,221 $9,762,722 $10,143,961 $10,171,629 $11,687,093 15.21% Commodities $1,449,418 $1,304,921 $1,499,681 $1,468,062 $1,937,404 29.19% Capital Outlay $403,732 $557,985 $653,434 $625,434 $131,950 -79.81% Total Expenditures $20,660,698 $20,630,869 $24,517,923 $24,485,263 $27,044,864 10.31% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Expenditures by Category PRCF Administration Pct Chg $0 $0 $1,239,047 $1,239,047 $1,495,112 20.67% $1,256,092 $1,203,471 $1,195,677 $1,195,677 $1,421,104 18.85% Outdoor Recreation Program $31,752 $32,720 $23,296 $23,296 $22,447 -3.64% Special Interest Classes - Youth $219,235 $220,401 $226,591 $226,591 $174,155 -23.14% Swimming Pools Special Interest Classes - Adult $51,350 $39,926 $46,489 $46,489 $43,022 -7.46% Sports Programs - Youth $682,870 $666,743 $719,906 $719,906 $699,561 -2.83% Sports Programs - Adult $348,734 $375,694 $477,337 $476,881 $491,859 3.04% Rio Vista Community Park $878,816 $855,810 $958,026 $958,026 $981,209 2.42% Rio Vista Rec Center $1,538,530 $1,490,199 $1,511,559 $1,511,559 $1,642,491 8.66% Pioneer Community Park $1,047,410 $1,011,167 $1,221,046 $1,221,046 $1,266,574 3.73% Paloma Community Park $0 $0 $0 $0 $1,187,204 NA Main Library $2,540,841 $2,628,994 $2,756,350 $2,756,350 $2,899,980 5.21% Branch Library $1,736,420 $1,705,340 $1,761,238 $1,761,238 $1,875,022 6.46% Parks North $1,772,240 $1,683,448 $1,870,652 $1,870,652 $2,201,990 17.71% Parks South $1,490,151 $1,740,489 $1,682,996 $1,682,996 $1,803,387 7.15% Park Rangers $0 $0 $485,969 $485,969 $721,197 48.40% Contracted Landscape Maintenance $1,534,173 $1,492,938 $1,703,579 $1,703,123 $1,892,572 11.09% Trails Maintenance $0 $277,896 $398,919 $394,219 $440,214 10.35% 101 Pylon Signs $0 $11,590 $0 $944 $0 NA $4,614,505 $4,419,797 $4,852,020 $4,852,028 $4,827,022 -0.52% Spring Training $598,417 $597,618 $730,742 $730,742 $730,742 0.00% Soccer Club $65,093 $0 $0 $0 $0 NA Sports Complex Capital Reserve $109,952 $703 $0 $0 $0 NA $0 $13,943 $200,933 $200,933 $100,000 -50.23% Sports Complex GA Surcharge $27,471 $73,652 $161,472 $161,472 $100,000 -38.07% Complex Eqt Reserve $116,644 $88,330 $294,079 $266,079 $28,000 -90.48% Total Expenditures $20,660,698 $20,630,869 $24,517,923 $24,485,263 $27,044,864 10.31% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg PRCF Administration 0.00 0.00 3.00 12.50 12.50 316.67% Swimming Pools 3.09 3.34 3.34 3.34 3.34 0.00% Outdoor Recreation Program 0.25 0.00 0.00 0.00 0.00 NA Special Interest Classes - Youth 0.87 0.87 0.87 0.87 0.87 0.00% Special Interest Classes - Adult 0.20 0.20 0.20 0.20 0.20 0.00% Sports Programs - Youth 2.78 2.78 2.78 3.78 3.78 35.97% Sports Programs - Adult 1.88 1.88 1.88 1.88 1.88 0.00% Rio Vista Community Park 5.00 5.00 165 11.00 4.00 4.00 -63.64% Complex Operations/Maint Sports Complex Improvement Reserve City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities Department Parks, Recreation and Community Facilities Operating Budget Summary Rio Vista Rec Center 9.00 9.00 9.00 9.00 9.00 0.00% Pioneer Community Park 4.50 3.50 3.50 4.00 4.00 14.29% Paloma Community Park 0.00 0.00 0.00 0.00 8.00 NA Main Library 17.25 17.25 17.25 17.25 17.25 0.00% Branch Library 12.63 12.50 12.50 12.50 12.50 0.00% Parks North 12.50 12.85 12.85 11.60 11.60 -9.73% Parks South 11.50 11.90 11.90 11.65 11.65 -2.10% Park Rangers 0.00 0.00 0.00 6.00 6.00 NA Contracted Landscape Maintenance 0.00 1.00 1.00 0.50 0.50 -50.00% 50.00% Trails Maintenance 3.00 2.00 3.00 4.50 4.50 Complex Operations/Maint 18.50 18.50 18.50 18.50 18.50 0.00% Total Staffing 102.95 102.57 112.57 122.07 130.07 15.55% 166 City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities Department Department Spotlight PARKS, RECREATION AND COMMUNITY FACILITIES DEPARTMENT MISSION Enriching the livability of Peoria through a connection to community, places and programs. DEPARTMENT OVERVIEW The Parks, Recreation and Community Facilities 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 full-service Libraries, and unique arts and cultural experiences. The divisions outlined below fulfill the operation and management of these areas. Parks, Recreation and Community Facilities Administration Parks, Recreation and Community Facilities 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 Parks, Recreation and Community Facilities Department • • Parks and Recreation Board Library Advisory Board Veterans’ Board • • • 167 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 City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities Department Cost of Service Breakdown – Parks, Recreation & Community Facilities Administration Allocated FTEs Activity Description NonPersonnel Costs Personnel Costs Internal Service Charges Total Cost of Service Management of department/divisions 0.72 $ 163,175 $ 0 $ 0 $ 163,176 High quality customer service 0.34 $ 42,701 $ 0 $ 0 $ 42,701 Administrative functions 0.98 $ 99,138 $ 0 $ 0 $ 99,138 Financial functions 0.71 $ 86,299 $ 0 $ 0 $ 86,299 Department technological support 0.00 $ 0 $ 0 $ 0 $ 0 Boards and Commission liaison 0.07 $ 8,093 $ 0 $ 0 $ 8,093 Grant/sponsorship opportunities 0.05 $ 5,797 $ 0 $ 0 $ 5,797 Support organizational development 0.13 $ 22,046 $ 0 $ 0 $ 22,046 TOTAL 3.00 $ 427,249 $ 0 $ $ 427,249 The budget amounts listed above include all costs for that service or program for FY2019. 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. *The Business Services division, Contractual and Commodity budget was appropriated into the newly formed Neighborhood and Human Services Department. Adjustment between both Administration divisions will be made in FY2020. Administration Division Budget Allocation 1% 0% 2% Management of department 5% High quality customer service 39% 20% Administrative functions Financial functions Department tech support Boards and Commissions liaison Grant/sponsorship opportunities 24% 9% Support organizational development Total Budget: $427,249 168 City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities Department Sports Programs The recreation divisions are responsible for providing programs that offer unique and varied recreational experiences that are fun, safe, and cost effective. Programs satisfy all ages, and are located in parks, schools, private and public facilities throughout the community that include a wide variety of sports such as youth and adult softball, indoor and outdoor volleyball, fall and spring youth soccer, youth and adult basketball and flag football. Cost of Service Breakdown – Recreation Programs Youth Sports Adult Sports 5.25 8.75 $ $ 318,671 416,836 NonPersonnel Costs $ 353,095 $ 128,408 TOTAL 14.00 $ 735,507 $ Allocated FTEs Activity Description Personnel Costs 481,503 Internal Service Charges $ 48,140 $ 12,093 $ $ 719,906 557,337 $ $ 1,277,243 60,233 Total Cost of Service The budget amounts listed above include all costs for that service or program for FY2019. 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 Programs Budget Allocation Youth Sports 44% 56% Adult Sports Total Budget: $1,277,243 Sports Facilities The Parks, Recreation and Community Facilities Department provides the programs and maintenance of the operations for the Peoria Sports Complex, Rio Vista Community Park, Pioneer Community Park, Sunrise Pool, Centennial Pool and Peoria Pool and facilitates the 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. 169 City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities Department Community Parks Maintenance & Operations Community Park Maintenance & Operations is responsible for the maintenance and scheduling of the sports user groups for Rio Vista and Pioneer Community Parks. Key activities within this function include continual maintenance of sports fields, ramadas, splash pads, playgrounds and skate park, managing the community fish program with the Arizona Game and Fish Department, building and sustaining relationships with user groups, preparing for tournaments, management of lake operations and water quality, trimming, pruning, trash removal, restroom cleaning, playground inspections, graffiti abatement, and utility payments for each park. Aquatics Maintenance & Operations Aquatics Maintenance & Operations is responsible for the maintenance and programing of the three community pools: Sunrise, Centennial and Peoria. Activities range from swimming lessons, swim and dive teams, open swim and other events such as the annual Polar Plunge. Cost of Service Breakdown – Recreation Facilities Activity Description Allocated FTEs Personnel Costs Rio Vista Community Park Pioneer Community Park Aquatics Rio Vista Recreation Center Sports Complex Year Round Sports Complex Spring Training 10.71 10.96 17.53 17.10 13.40 13.31 $ $ $ $ $ $ TOTAL 83.01 $ 4,916,951 585,984 509,950 836,837 1,010,150 1,243,639 730,391 NonPersonnel Costs $ 298,352 $ 502,348 $ 277,075 $ 238,455 $ 1,990,285 $ 730,742 $ $ $ $ $ $ Internal Service Charges 111,263 143,087 80,265 262,954 561,165 329,573 $ $ 1,488,307 4,037,257 Total Cost of Service $ $ $ $ $ $ 995,599 1,155,385 1,194,177 1,511,559 3,795,089 1,790,706 $ 10,442,515 The budget amounts listed above include all costs for that service or program for FY2019. 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 Budget Allocation 17% 10% Rio Vista 11% Pioneer Park Aquatics 11% Recreation Center Sports Complex 36% 14% Total Budget: $10,442,515 170 Spring Training City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities 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 improvement 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 community outreach events that typically specialize in promoting and advancing environmental stewardship initiatives. Trails Trails Maintenance is responsible for maintaining the city's 27 miles of shared use pathways, mountain trails and trailheads. Key activities within the function of this area include continual maintenance of trails, including daily clearing, trimming, pruning, trash removal, surface repair. Park Rangers The primary objective of the Park Ranger division is to educate and engage with park, trail, and open space patrons. The Rangers are knowledgeable and available to respond to citizen inquiries pertaining to city ordinances and park rules for recreational facility use. In addition to responding to citizen inquiries, the Rangers monitor facility use permits and site safety conditions. Cost of Service Breakdown – Parks, R-O-W, Trails and Park Ranger Divisions Internal Services Charges NonPersonnel Costs Total Cost of Service Allocated FTE’s Personnel Costs Neighborhood Park Maintenance 26.59 $ 1,854,941 $ 1,333,397 $ 465,426 $ 3,653,764 Right-of-Way 1.00 $ 87,618 $ 1,550,342 $ 15,563 $ 1,653,523 Trails 3.00 $ 208,308 $ 205,872 $ 16,033 $ 430,213 Park Rangers 6.00 $ 462,134 $ 23,835 $ 0 $ 485,969 TOTAL 36.59 $2,613,001 $ 3,113,446 $ 497,022 Activity Description $6,223,469 The budget amounts listed above include all costs for that service or program for FY2019. 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. 171 City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities Department Parks,Trails, Right of Way and Park Ranger Budget Allocation 8% 7% Trails Parks 27% ROW 59% Park Rangers Total Budget: $6,223,469 Peoria Public Library System: Library and Leisure Services 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. 172 City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities Department 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 monitoring the materials budget for the library system. Library – Administration Administration is responsible for supervising and directing activities and operations of the library system and cultural services, including evaluating programs and processes, developing goals, objectives and performance measures, and implementing recommended changes. They oversee the Technology Librarian who provides direct and administrative support for all library software and related applications and automated systems. This includes, but is 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 for the financial management of the Library division. Special Interest Classes – Youth and Adult The Special Interest Class Program provides year-round leisure enrichment classes for all ages. Youth and adult classes are scheduled at recreation centers, libraries, parks, elementary schools, and community studios throughout the City. Approximately 3,000 people register and participate in free and fee-based classes annually. Examples of youth and preschool classes include Ballet/Tap/Tumbling, Kindergarten Readiness, Sport Skills Development, After-School Drawing, AZ Science camps, and Martial Arts. Adult classes include Guitar, Tai Chi, Digital Photography and Gardening. Cost of Service Breakdown – Library & Leisure Services Activity Description Allocated FTE’s Internal Services Charges NonPersonnel Costs Personnel Costs Total Cost of Service Adult Services 6.12 $ 565,099 $ 180,709 $ 518,874 $ 1,264,682 Library – Youth Services 5.72 $ 556,178 $ 185,872 $ 518,872 $ 1,260,922 Library – Patron Services 17.75 $ 939,147 $ 67,121 $ 276,783 $ 1,283,051 Library – Technical Services 4.46 $ 353,119 $ 77,447 $ 34,592 $ 465,158 Library – Administration 1.75 $ 204,700 $ 5,163 $ 34,892 $ 244,755 Special Interest Classes Youth .87 $ 136,523 $ 74,178 $ 15,890 $ 226,591 Special Interest Classes Adult .20 $ 33,802 $ 11,790 $ 897 $ 46,489 TOTAL 36.87 $2,788,568 $ 602,280 $1,400,800 $ 4,791,648 The budget amounts listed above include all costs for that service or program for FY2019. 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. 173 City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities Department Library, Leisure Services and SIC Budget Allocation 1% 5% 10% 5% Adult Services 26% Children's Services Patron Services Technical Services Admin SIC Youth 27% 26% Total Budget: $4,791,648 174 SIC Adult City of Peoria FY 2020 Annual Program Budget Parks, Recreation and Community Facilities Department Performance Report Parks, Recreation and Community Facilities The Parks, Recreation and Community Facilities 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 Livability Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. 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 To provide Peoria citizens with library experiences that educate, inform, enrich, inspire and entertain Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 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 590,781 572,000 560,000 570,000 9 11.3 10.5 11 Total annual circulation per capita 175 City of Peoria FY 2020 Annual Program Budget Council Goal Expected Outcome Parks, Recreation and Community Facilities Department Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target % of survey responses rating overall experience at the Sports Complex as good or excellent 98% 98% 98% 98% 227,646 240,111 192,000 200,000 132 112 100 120 59,448 55,786 50,736 49,000 43,804 42,599 37,771 38,000 % of responses on Rio Vista Community Park patron survey rating experience as good to excellent 97% 97% 98% 98% % of responses on Pioneer Community Park patron survey rating experience as good to excellent 98% 93% 98% 98% # of Spring Training attendees 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 # of Community Events held at the Peoria Sports Complex Ramada Rental Revenue: Rio Vista Community Park Ramada Rental Revenue: Pioneer Community Park 176 City of Peoria FY 2020 Annual Program Budget Planning and Community Development Department Planning and Community Development Operating Budget Summary FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $1,262,403 $1,189,260 $1,455,028 $1,455,122 $1,502,704 3.28% Contractual Services $310,142 $292,891 $588,329 $359,051 $579,054 -1.58% $6,774 $8,913 $10,075 $8,312 $10,200 1.24% Total Expenditures $1,579,319 $1,491,063 $2,053,432 $1,822,485 $2,091,958 1.88% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Expenditures by Category Commodities Community Dev Administration Pct Chg Pct Chg $497,389 $509,682 $483,846 $481,615 $497,968 Planning $1,081,930 $981,382 $1,569,586 $1,340,870 $1,593,990 1.55% Total Expenditures $1,579,319 $1,491,063 $2,053,432 $1,822,485 $2,091,958 1.88% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Community Dev Administration 3.00 3.00 3.00 3.00 3.00 0.00% Planning 7.00 7.00 9.00 9.00 9.00 0.00% Total Staffing 10.00 10.00 12.00 12.00 12.00 0.00% 177 2.92% City of Peoria FY 2020 Annual Program Budget Planning and Community Development Department Department Spotlight PLANNING & COMMUNITY DEVELOPMENT DEPARTMENT MISSION To guide and enrich Peoria’s current and future physical, social, and economic character through comprehensive review of development proposals for consistency with the community’s long-term goals and policies. DEPARTMENT OVERVIEW Planning and Community Development Department plays a central role in guiding the growth and redevelopment within our City. The Department is primarily responsible for the development of longrange policies and the processing of current development applications. Key Outcome Measures Planning and Community Development Our staff is committed to: • • • • • • • Respecting the diverse variety of community interests Improving the quality of the built environment Protecting natural areas Fostering a vibrant economy Promoting diverse options in housing Providing quick and accurate service Finding practical, common-sense solutions 178 • • Turnaround times for planning applications Percentage of electronic applications received City of Peoria FY 2020 Annual Program Budget Planning and Community Development Department Administration Division The Administration Division provides overall management, direction, and support for the Community & Strategic Planning Division. 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 strategic initiatives. Cost of Service Breakdown – Planning & Community Development Administration Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Policy Analysis for Planning & Neighborhood Initiatives 0.75 $173,470 $6,560 $7,477 $187,507 Administrative Support 1.30 $130,140 $11,370 $12,961 $154,471 Manage the Department's Budget 0.40 $63,911 $3,498 $3,988 $71,397 Permitting System Support 0.55 $64,277 $4,810 $5,484 $74,571 TOTAL 3.0 $431,798 $26,238 $29,910 $487,946 The budget amounts listed above include all costs for that service or program for FY2019. 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 15% Policy Analysis for Planning & Neighborhood Initiative 38% Department Administrative Support 15% Managing Department Budget 32% Permitting System Support Total Budget: $487,946 179 City of Peoria FY 2020 Annual Program Budget Planning and Community Development Department Community & Strategic Planning Division The Community & Strategic Planning works collaboratively with other departments to ensure each development proposal meets or exceeds all applicable regulations and is of the highest quality possible. It is also important to ensure services are rendered as quickly, thoroughly, and as efficiently as possible, thus processes are continuously reviewed for improvement. The division’s main functions include: • Preparing and implementing the City’s General Plan, which serves as the City’s vision for its future and long-range guide for development Managing regional and strategic initiatives, and implementing approved plans Administering the City’s Zoning Ordinance Reviewing zoning, conditional use permits, site plans, preliminary plats, design review applications, and final landscape plans of current development projects Serving as advisory staff and providing recommendations to the citizens who make up the Planning and Zoning Commission, the Board of Adjustment, the Historic Preservation Commission, the Design Review Board, and the various city hearing officer positions • • • • Major efforts for this fiscal year include: • • • • • • Completion and adoption of the comprehensive update to General Plan (“PlanPeoriaAZ2040”) Annexation of strategic parcels managed by the Arizona State Land Department Modernization of Non-Residential and Parking regulatory requirements within the Zoning Ordinance and the Peoria Design Review Manual Placement of key cultural and historic sites on the National Register of Historic Places and/or registration as local landmark and development of a Heritage Area program Implementation of an online submittal option for eighteen (18) planning application types Providing support with future implementation of Old Town revitalization efforts Cost of Service Breakdown – Community & Strategic Planning Internal Services Charges Allocated FTE’s Personnel Costs NonPersonnel Costs Zoning Admin. & Project Management 5.81 $565,946 $134,693 $93,172 $793,811 Strategic Planning 1.38 $152,754 $231,992 $22,130 $406,876 1.43 $156,882 $33,152 $22,932 $212,966 Historic Preservation 0.38 $49,029 $8,810 $6,094 $63,933 TOTAL 9.00 $924,611 $408,647 $144,328 $1,477,586 Activity Description Align Development Policies with Council Goals Total Cost of Service The budget amounts listed above include all costs for that service or program for FY2019. 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. 180 City of Peoria FY 2020 Annual Program Budget Planning and Community Development Department Planning and Community Development Planning Division Budget Allocation Zoning Administration and Project Management 4% 14% 28% Strategic Planning Align Development Policies 54% Protect and Celebrate City's Heritage Total Budget: $1,477,586 181 City of Peoria FY 2020 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 Performance Measure FY2017 FY2018 FY2019 FY2020 Actual Actual Estimate Target Average turnaround time (in days) for: Provide thorough and timely review of development cases to the development community • Site Plan Reviews • Preliminary Plats • Rezonings • Temporary Use • Conditional Use Service expectation is 21 days per review 182 15 17 15 7 19 17 19 17 7 10 15 20 13 3 13 21 21 21 21 21 City of Peoria FY 2020 Annual Program Budget Police Department Police Operating Budget Summary Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $33,650,650 $36,647,560 $39,898,057 $41,393,551 $41,416,616 3.81% Contractual Services $7,102,770 $7,865,974 $8,817,768 $8,220,170 $8,564,049 -2.88% Commodities $953,469 $1,265,661 $1,523,575 $1,022,271 $1,126,699 -26.05% Capital Outlay $237,135 $384,039 $132,178 $118,006 $334,102 152.77% Total Expenditures $41,944,023 $46,163,234 $50,371,578 $50,753,998 $51,441,466 2.12% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Police Administration $2,620,402 $2,658,982 $3,080,334 $3,031,554 $2,759,150 -10.43% Criminal Investigation $4,946,751 $4,824,235 $5,768,365 $5,906,430 $5,845,751 1.34% Patrol Services - South $10,953,843 $12,272,752 $13,937,337 $14,014,823 $15,245,963 9.39% Patrol Services - North $8,483,347 $9,927,174 $9,671,353 $10,122,818 $9,670,292 -0.01% Operations Support $5,443,918 $5,573,462 $6,101,668 $6,318,087 $6,859,807 12.43% Pd Technical Support $4,246,182 $4,558,913 $4,715,744 $4,639,451 $4,633,762 -1.74% Staff Services $1,052,455 $1,318,756 $1,405,013 $1,456,281 $1,435,125 2.14% Pd Communications $2,902,990 $3,010,752 $3,214,279 $3,472,288 $3,734,483 16.18% Strategic Planning $665,629 $630,306 $642,717 $643,017 $677,250 5.37% St Anti-Racketeering-Pd $205,379 $547,268 $262,072 $89,420 $258,023 -1.54% Federal Forfeiture $76,837 $79,992 $345,818 $301,956 $5,000 -98.55% COPS Universal Hiring Grant $24,800 $47,749 $62,384 $62,384 $0 -100.00% GITEM Grant $92,628 $108,541 $101,532 $99,904 $101,795 0.26% $0 $212,000 $0 $0 $0 NA Postal Inspection System Grant $1,162 $1,126 $5,972 $4,187 $5,987 0.25% Victims Of Crime Act Grant $80,314 $63,840 $536,721 $297,867 $118,312 -77.96% Justice Assistance Grant $1,134 $62,823 $71,509 $23,009 $17,274 -75.84% $105,659 $158,392 $306,447 $222,985 $34,939 -88.60% Bulletproof Vest Partnership $96 $0 $33,506 $16,753 $16,753 -50.00% Homeland Security CFDA# $36,000 $100,714 $85,307 $16,773 $10,300 -87.93% Citizen Donations-Pd $445 $2,642 $13,500 $12,333 $1,500 -88.89% Police Explorer Trust Fd $4,054 $2,813 $10,000 $1,678 $10,000 0.00% Total Expenditures $41,944,023 $46,163,234 $50,371,578 $50,753,998 $51,441,466 2.12% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Police Administration 12.00 12.00 12.00 11.00 11.00 -8.33% Criminal Investigation 37.00 37.00 39.00 37.00 37.00 -5.13% Patrol Services - South 76.00 78.00 92.00 96.00 97.00 5.43% Patrol Services - North 58.00 61.00 61.00 57.00 57.00 -6.56% Operations Support 37.00 37.00 37.00 40.00 40.00 8.11% Pd Technical Support 12.00 12.00 13.00 13.00 13.00 0.00% Staff Services 7.00 7.00 7.00 7.00 7.00 0.00% Pd Communications 34.00 34.00 35.00 35.00 35.00 0.00% Strategic Planning 6.00 6.00 6.00 6.00 6.00 0.00% Victims Of Crime Act Grant 0.00 1.00 1.00 1.00 1.00 0.00% Total Staffing 279.00 285.00 303.00 303.00 304.00 0.33% School Resource Officer IGA Governor of Highway Safety Grants (GOHS) 183 Pct Chg Pct Chg City of Peoria FY 2020 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 Community Relations The Community Relations division is focused on improving quality of life by creating safer neighborhoods. Activities include the animal control program, community referral services and crime prevention and educational activities. Special Operations Support • • • • 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 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). 184 City of Peoria FY 2020 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. 185 City of Peoria FY 2020 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 $162,946 $14,529 $10,033 $187,508 3.00 $591,438 $52,734 $36,415 $680,587 1.00 $152,348 $13,584 $9,380 $175,312 5.00 $1,308,077 $116,632 $80,539 $1,505,248 1.00 $102,165 $9,109 $6,290 $117,564 12.00 $2,316,974 $206,588 $142,657 $2,666,219 The budget amounts listed above include all costs for that service or program for FY2019. 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 8% 17% Administrative Functions Professional Standards Functions Public Information/Media Relations 25% 42% Management of Police Department Operations 8% Total Budget: $2,666,219 186 City of Peoria FY 2020 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Patrol Services Activity Description Operations Management Administrative Support Provide Strategic Planning Information TOTAL Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 96.20 $12,833,224 $2,370,404 $880,070 $16,083,698 44.80 $6,447,152 $1,190,843 $442,129 $8,080,124 2.00 $140,561 $25,963 $9,639 $176,163 2.00 $196,931 $36,375 $13,505 $246,810 145.00 $19,617,867 $3,623,584 $1,345,343 $24,586,794 The budget amounts listed above include all costs for that service or program for FY2019. 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: $24,586,794 187 City of Peoria FY 2020 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 16.63 $2,371,617 $303,448 $182,134 $2,857,199 Courts 4.85 $526,732 $67,395 $40,452 $634,579 Administrative Duties 12.20 $1,733,842 $221,845 $133,154 $2,088,842 AFIS and Photo Systems 2.10 $173,083 $22,146 $13,292 $208,521 Public Relations 3.22 $378,298 $48,403 $29,052 $455,753 Pawn Functions 1.00 $80,241 $10,267 $6,162 $96,670 TOTAL 40.00 $5,263,814 $673,505 $404,246 $6,341,565 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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: $6,341,565 188 City of Peoria FY 2020 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Community Relations Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 1.62 $138,655 $22,933 $0 $161,588 4.71 $422,060 $69,806 $0 $491,866 1.17 $92,223 $15,253 $0 $107,476 7.5 $652,938 $107,992 $0 $760,930 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 FY2019. 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. Community Relations Budget Allocation 15% 22% Administrative Duties Field Operations (City Code/Animal Control) Community Relations 63% Total Budget: $760,930 189 City of Peoria FY 2020 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 $1,571,741 $206,585 $47,198 $1,825,524 1.55 $213,216 $28,025 $6,403 $247,644 9.36 $1,356,409 $178,283 $40,732 $1,575,424 Management of Operations 2.20 $455,325 $59,847 $13,673 $528,845 Education/Public Relations 1.05 $158,475 $20,830 $4,759 $184,064 Other 2.40 $373,909 $49,146 $11,228 $434,283 Investigations School Resource Officer Program 6.85 $1,001,371 $131,617 $30,071 $1,163,059 4.00 $580,737 $76,330 $17,439 $674,506 TOTAL 38.00 $5,711,183 $750,663 $171,503 $6,633,349 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 FY2019. 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 Enforcement of State Traffic Laws 10% Traffic Safety Programs Administration Office and administrative duties 28% 18% Management of Operations 4% 6% 3% Education/Public Relations Other 25% Investigations 0.01% Total Budget: $6,633,349 190 City of Peoria FY 2020 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 $360,094 $113,386 $26,451 $499,931 Firearms / Armory 1.20 $180,423 $56,811 $13,253 $250,487 Training 2.00 $338,272 $106,514 $24,847 $469,633 Administration & Management 1.10 $140,035 $44,094 $10,286 $194,415 TOTAL 7.00 $1,018,824 $320,805 $74,837 $1,414,466 Activity Description Recruitment / Background Investigations The budget amounts listed above include all costs for that service or program for FY2019. 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: $1,414,466 191 City of Peoria FY 2020 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 10.05 $815,990 $140,010 $77,129 $1,033,129 9.75 $786,504 $134,950 $74,342 $995,796 1.80 $146,720 $25,174 $13,868 $185,762 2.75 $252,043 $43,246 $23,823 $319,112 0.83 $92,595 $15,888 $8,752 $117,235 5.70 $480,020 $82,363 $45,372 $607,756 2.10 $215,845 $37,035 $20,402 $273,282 Enter Code compliance calls 1.52 $122,969 $21,100 $11,623 $155,692 TOTAL 34.50 $2,912,686 $499,766 $275,311 $3,687,763 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 FY2019. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Communications/911 Call Center Budget Allocation Answer and process all calls 6% 5% Dispatch and coordinate radio activity 29% Process warrants 17% 2% Trouble shoot/coordinate equipment Coordinate police technical projects 8% 5% Perform clerical support activities 28% Management of the Communications Center Total Budget: $3,687,763 192 City of Peoria FY 2020 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 $343,101 $75,305 $35,002 $453,408 1.00 $92,727 $20,352 $9,460 $122,539 1.15 $131,240 $28,805 $13,389 $173,434 8.15 $548,536 $120,395 $55,960 $724,891 0.85 $54,921 $12,054 $5,603 $72,578 4.00 $354,843 $77,882 $36,200 $468,925 1.00 $61,926 $13,592 $6,318 $81,836 19.00 $1,587,294 $348,385 $161,932 $2,097,611 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 FY2019. 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 Maintain fiscal responsibility 5% Maintain readiness of vehicles & equipment Strategic Planning 15% 21% 5% Records Management 6% Customer Service 5% Property & Evidence Management 43% Administrative Support Total Budget: $2,097,611 193 City of Peoria FY 2020 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. Council Goal Expected Outcome Decrease the level of crime, perceived crime and resulting fear, while increasing satisfaction with police services Performance Measure Average response time to priority one calls (CY) -Call to Dispatch (CY) -Dispatch to Arrival (CY) Calls for Service per 1,000 residents (CY) - Citizen Initiated (CY) - Officer Initiated (CY) UCR Part I crimes per 1,000 residents (CY) - Violent Crimes (CY) - Property Crimes (CY) % of UCR Part I crimes cleared (CY) 194 FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target 1:52 5:39 1:48 5:39 1:45 5:35 1:42 5:33 325 194 302 221 310 227 318 232 2.5 20.5 2.3 18.9 2.2 18.7 2.1 18.5 20.9% 24.2% 24.5% 25.0% City of Peoria FY 2020 Annual Program Budget Public Works Department Public Works Operating Budget Summary Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Personal Services $11,852,963 $11,674,598 $13,801,962 $13,806,768 $14,353,763 Contractual Services $17,950,056 $19,846,803 $22,182,300 $21,850,555 $24,189,693 9.05% Commodities $3,646,500 $4,191,106 $4,094,374 $4,089,917 $4,964,009 21.24% Capital Outlay $5,275,639 $3,403,207 $6,384,337 $5,784,337 $7,619,589 19.35% Total Expenditures $38,725,158 $39,115,714 $46,462,973 $45,531,577 $51,127,054 10.04% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Public Works Administration Pct Chg 4.00% $638,072 $620,966 $651,393 $651,393 $679,867 4.37% Commercial Front Load $1,885,553 $1,639,608 $1,814,130 $1,814,130 $1,799,000 -0.83% Commercial Roll-Off $439,175 $560,056 $635,652 $635,652 $634,535 -0.18% Solid Waste Admin $566,437 $818,569 $690,436 $690,436 $711,132 3.00% Residential Collection $6,779,688 $7,207,454 $7,512,719 $7,512,719 $8,085,127 7.62% Residential Recycling $2,267,596 $2,324,437 $2,647,476 $2,647,476 $2,912,097 10.00% Solid Waste Environmental $382,972 $432,916 $524,556 $524,556 $584,506 11.43% Solid Waste Eqt Reserve $1,496,932 $1,522,964 $1,713,154 $1,713,154 $1,103,500 -35.59% Drainage Systems Operations $1,072,256 $847,374 $1,035,972 $1,035,972 $1,189,619 14.83% Fleet Maintenance $4,534,497 $5,051,152 $5,212,372 $5,212,372 $5,896,318 13.12% Fleet Reserve $3,284,384 $1,099,635 $2,433,999 $2,433,999 $5,384,612 121.22% Streets/Transit Equipment Reserve $149,348 $231,282 $759,500 $159,500 $864,500 13.82% Facilities Admin $394,481 $404,299 $461,498 $461,498 $464,120 0.57% $1,342,925 $1,595,894 $1,762,625 $1,761,646 $2,021,871 14.71% Daytime Facility Services Nighttime Facilities Services Utility Management $851,605 $735,224 $886,174 $889,337 $895,791 1.09% $1,007,823 $1,022,937 $1,010,299 $1,010,299 $995,766 -1.44% $740,916 $667,433 $630,005 $670,005 $796,738 26.47% $1,492,421 $1,448,866 $1,498,636 $1,456,452 $1,649,597 10.07% $931,823 $916,292 $948,123 $948,123 $989,952 4.41% Signs And Striping $1,098,329 $1,065,862 $1,131,099 $1,131,099 $1,162,265 2.76% Traffic Signal Maintenance $2,753,943 $2,875,039 $2,941,940 $2,941,840 $3,206,941 9.01% Street Maintenance $2,767,749 $2,936,074 $3,247,689 $3,247,689 $3,295,729 1.48% Sweeper Operations $791,898 $838,241 $856,209 $855,609 $901,180 5.25% $1,054,333 $2,253,140 $5,457,317 $5,126,621 $4,902,291 -10.17% Total Expenditures $38,725,158 $39,115,714 $46,462,973 $45,531,577 $51,127,054 10.04% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Public Works Administration 3.00 3.00 3.00 3.00 3.00 0.00% Commercial Front Load 5.60 5.60 5.60 5.10 5.10 -8.93% Commercial Roll-Off Solid Waste Admin Residential Collection Residential Recycling 2.35 2.35 2.35 2.10 2.10 -10.64% 4.00 4.00 4.00 4.00 4.00 0.00% 26.30 29.30 30.30 31.05 32.80 8.25% 12.00 12.00 13.00 13.00 13.00 0.00% 3.00 3.00 3.00 3.00 4.00 33.33% Facilities Operating Projects Technical Operations Streets Admin Transit Division Solid Waste Environmental Drainage Systems Operations 4.20 4.20 4.20 4.20 4.20 0.00% Fleet Maintenance Facilities Admin 12.00 12.00 14.00 14.00 14.00 0.00% 3.00 3.00 195 3.00 3.00 3.00 0.00% City of Peoria FY 2020 Annual Program Budget Public Works Department Public Works Operating Budget Summary Daytime Facility Services 11.00 11.00 11.00 11.00 11.00 0.00% Nighttime Facilities Services 10.75 10.75 10.75 10.75 10.75 0.00% Facilities Operating Projects 5.00 4.00 4.00 4.00 4.00 0.00% Technical Operations 9.00 9.00 9.00 9.00 9.00 0.00% Streets Admin 5.80 5.80 5.80 5.80 5.80 0.00% Signs And Striping 7.00 7.00 7.00 7.00 7.00 0.00% Traffic Signal Maintenance 6.00 6.00 6.00 6.00 6.00 0.00% Street Maintenance 16.00 16.00 16.00 16.00 16.00 0.00% Sweeper Operations 4.00 4.00 4.00 4.00 5.00 25.00% Transit Division 7.50 7.50 9.50 9.50 9.50 0.00% Total Staffing 157.50 159.50 165.50 165.50 169.25 2.27% 196 City of Peoria FY 2020 Annual Program Budget Public Works Department Performance Spotlight PUBLIC WORKS DEPARTMENT MISSION To preserve and enhance the City of Peoria’s assets and resources for future generations through sustainable practices, quality service, efficient operation and maintenance of the City’s infrastructure and facilities. DEPARTMENT FUNCTIONS The Public Works Department maintains the City’s infrastructure, provides solid waste and transit services to our residents, and supports other departments with fleet and facility services. Each division has its own set of programs and services, all working with the City’s 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 The Public Works Division is organized into five divisions, including Facilities, Fleet Maintenance, Solid Waste, Streets and Storm Drain, and Transit. Each division has its own set of programs and services. Key Outcome Measures Public Works Department • • • • • • 197 Residential recycling diversion rate Recycling contamination 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 Energy efficient facilities City of Peoria FY 2020 Annual Program Budget Public Works Department Cost of Service Breakdown - Public Works Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Public Works Administration 3.00 $475,424 $5,263 $170,706 $651,393 Facilities Maintenance 37.75 $3,006,442 $2,185,331 $1,057,864 $6,249,637 Fleet Maintenance 13.68 $1,206,576 $3,205,140 $800,656 $5,212,372 Solid Waste 58.25 $4,447,255 $3,052,317 $6,328,901 $13,828,473 Streets Division 43.00 $3,678,122 $3,660,837 $2,822,473 $10,161,432 Transit 8.50 $711,885 $3,924,508 $379,360 $5,015,753 Totals 164.18 $13,525,704 $16,033,396 $11,559,960 $41,119,060 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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 Budget Allocation 1% 12% Public Works Administration Facilities Maintenance 15% Fleet Maintenance 13% 25% Solid Waste Streets Division 34% Transit Total Budget: $41,119,060 198 City of Peoria FY 2020 Annual Program Budget Public Works Department Public Works Administration The Public Works Administrative Division provides overall strategic 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. Cost of Service Breakdown - Public Works Administration Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Internal Customer Service .72 $101,733 $1,315 $40,969 $144,018 Develop/Monitor Operating & CIP Budget .32 $52,152 $540 $18,209 $70,900 External Customer Service .82 $118,562 $1,484 $46,660 $166,705 Staff Development .52 $98,916 $878 $29,589 $129,383 Develop/Implement Policy & Procedures .62 $103,462 $1,046 $35,279 $139,788 Business & Technology Support to Divisions 0 $599 $0 $0 $599 3.00 $475,424 $5,263 $170,706 $651,393 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2019. 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 Administration Budget Allocation 0% Internal Customer Service 21% Develop/Monitor Operating & CIP Budget External Customer Service 22% Staff Development 11% 20% Develop/Implement Policy & Procedures Business & Technology Support to Divisions 26% Total Budget: $651,393 199 City of Peoria FY 2020 Annual Program Budget Public Works Department Facilities Maintenance The Facilities Maintenance Division provides Utility Management, Building Maintenance, Custodial, Technical Operations (including hot and cold calls) 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 $1,385,984 $800,722 $462,493 $2,649,199 Technical Operations 9.00 $841,789 $361,056 $295,791 $1,498,636 Utility Management 0.00 $0 $943,563 $66,736 $1,010,299 Operating Project Management 4.00 $450,126 $72,730 $107,149 $630,005 Facilities Administration 3.00 $328,543 $7,260 $125,695 $461,498 Totals 37.75 $3,006,442 $2,185,331 $1,057,864 $6,249,637 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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% Building Maintenance/ Custodial 10% 43% Technical Operations Utility Management 16% Operating Project Management Facilities Administration 24% Total Budget: $6,249,637 200 City of Peoria FY 2020 Annual Program Budget Public Works Department Fleet Maintenance The Fleet Maintenance Division supports all City departments by providing vehicle repair, fuel, and fleet service management for approximately 888 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 .68 $74,013 $1,470,432 $41,748 $1,586,193 Vehicle and Equipment Repair 11.03 $897,588 $179,291 $646,244 $1,723,122 Parts 0.55 $46,752 $1,127,779 $31,454 $1,205,985 Sublet (vendor) 0.75 $69,294 $370,344 $42,892 $482,530 Asset Acquisition, Management, Reporting 0.60 $111,485 $22,403 $34,314 $168,202 Vehicle Wash 0.07 $7,444 $34,892 $4,003 $46,339 Totals 13.68 $1,206,576 $3,205,140 $800,656 $5,212,372 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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 9% Vehicle and Equipment Repair 31% Parts 23% Sublet (vendor) Asset Acquisition, Management, Reporting Vehicle Wash 33% Total Budget: $5,212,372 201 City of Peoria FY 2020 Annual Program Budget Public Works Department Solid Waste Division – Solid Waste Administration The Solid Waste Division provides four types of collection services: trash, recycle, bulk waste, and household hazardous waste. All four of these collection services are provided curbside to Peoria residents, for one low monthly fee, and budgeted within their own fund. Trash and recycling services are also available to commercial properties in Peoria and are budgeted in a separate fund. 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 $244,843 $76,803 $189,883 $511,529 Budget Management 0.55 $60,096 $13,626 $33,689 $107,411 Personnel Management 0.35 $42,007 $8,671 $21,438 $72,116 Totals 4.00 $346,946 $99,100 $245,010 $691,056 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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% Program Management 16% Budget Management Personnel Management 74% Total Budget: $691,056 202 City of Peoria FY 2020 Annual Program Budget Public Works Department Solid Waste Division - Residential Trash/Recycling Collection The Residential Service operation provides weekly trash and recycling collection for approximately 58,058 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 35.24 $2,597,959 $1,638,526 $3,909,935 $8,146,420 Bulk Trash Collection 2.16 $179,561 $100,446 $239,690 $519,697 Container Repair and Delivery 1.68 $114,961 $208,125 $186,425 $509,511 Program Management/Administration 2.15 $160,915 $100,025 $238,302 $499,242 Special Hauls/Christmas Tree Disposal 2.08 $158,481 $96,610 $230,535 $485,625 Totals 43.30 $3,211,877 $2,143,731 $4,804,887 $10,160,495 The budget amounts listed above include all costs for that service or program for FY2019. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Residential Trash/Recycling Collection Budget Allocation 5% 5% Automated Trash/Recycling Collection 5% Loose Trash Collection 5% Container Repair and Delivery Program Management/Administration 80% Special Hauls/Christmas Tree Disposal Total Budget: $10,160,495 203 City of Peoria FY 2020 Annual Program Budget Public Works Department Solid Waste Division – Commercial Collection The Commercial operation provides trash collection service to approximately 403 accounts citywide, 243 of which are businesses. This work group also provides recycling services to commercial entities. 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 Container Service 5.36 $417,240 $456,511 $778,798 $1,652,549 Roll-Off Container Service 2.09 $167,556 $177,710 $303,169 $648,434 Program Management/Administration 0.50 $36,202 $42,565 $72,615 $151,383 Totals 7.95 $620,998 $676,786 $1,154,582 $2,452,366 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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 27% Roll-Off Program Management/Administration 67% Total Budget: $2,452,366 204 City of Peoria FY 2020 Annual Program Budget Public Works Department Solid Waste Division – Environmental Services The Environmental Services section promotes 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 $131,561 $10,827 $28,451 $170,839 Household Hazardous Waste Events 0.30 $26,743 $109,180 $23,814 $159,737 Compliance with Maricopa County and ADEQ 0.65 $65,694 $5,473 $25,063 $96,230 Recycling Outreach & Education 0.20 $18,936 $6,653 $23,458 $49,047 Identify, Evaluate & Implement Sustainable Recycling Initiatives 0.25 $24,500 $567 $23,636 $48,703 Totals 3.00 $267,434 $132,700 $124,422 $524,556 The budget amounts listed above include all costs for that service or program for FY2019. 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: $524,556 205 City of Peoria FY 2020 Annual Program Budget Public Works Department Streets Division – Highway User Revenue Fund (HURF) The Streets Division is responsible for road maintenance, traffic signal maintenance, signs, striping, street improvements, storm water drainage, street sweeping, grading, street light repair and the Adopt-AStreet program. A significant portion of these services are funded in part by the state gas tax and state motor vehicle licensing fees that are transmitted to Peoria under the title Highway User Revenue Fund (HURF). 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 $1,324,206 $1,008,130 $915,753 $3,248,089 Street Lights & Traffic Signals 6.00 $471,451 $2,047,966 $422,523 $2,941,940 Street Signs & Striping 7.00 $550,769 $246,096 $334,234 $1,131,099 Administration 5.80 $654,808 $48,178 $245,137 $948,123 Street Sweeping 4.00 $326,612 $142,461 $387,136 $856,209 Totals 38.80 $3,327,846 $3,492,831 $2,304,783 $9,125,460 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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% Street Maintenance 36% Street Lights and Traffic Signals Street Signs and Striping 13% Administration Street Sweeping 32% Total Budget: $9,125,460 206 City of Peoria FY 2020 Annual Program Budget Public Works Department Streets Division – Storm Drainage 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, and bridges, Stormwater operations provides system and drywell inspections. These services are principally paid for with a monthly fee charged to each property. 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 $160,384 $25,834 $145,894 $332,112 Grounds/Landscape 0.64 $57,900 $6,122 $120,874 $184,896 Project Management 1.08 $74,092 $9,897 $130,048 $214,038 Inspections/Inventory 0.64 $57,900 $126,152 $120,874 $304,926 Totals 4.20 $350,276 $168,006 $517,690 $1,035,972 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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 18% Operations & Maintenance 32% Grounds/Landscape Project Management 21% Inspections/Inventory 29% Total Budget: $1,035,972 207 City of Peoria FY 2020 Annual Program Budget Public Works Department Transit Division The Transit Division provides Dial-A-Ride (a.k.a. paratransit), fixed route and circulator services. DialA-Ride includes 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. The Transit Division also manages the city’s contract with Valley Metro to provide fixed route bus services that tie into the regional mass transit system. Regional Paratransit service began in FY2018. This service is provided to clients that are ADA certified for travel from Peoria to other cities without transferring. Starting in April 2019, Peoria funded new bus service known as POGO (Peoria on the go). This is a circulator service that operates in a large loop extending from P83 to the four corners of Happy Valley and Lake Pleasant Parkway, by running busses in both directions, and picking up passengers every 30 minutes from 6am to 6pm. 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 4.18 $358,137 $3,327,548 $88,711 $3,774,396 Non-ADA Call Center Support-Staff Operations 1.48 $91,549 $65,116 $57,287 $213,952 Transit Management Administrative Support 1.30 $133,712 $278,460 $55,192 $467,364 ADA Service-Field Operations 0.92 $76,733 $163,430 $50,769 $290,933 ADA Call Center Support-Staff Operations 0.42 $28,661 $68,085 $44,950 $141,696 ADA and Non-ADA Customer Service 0.10 $11,547 $10,934 $41,226 $63,707 Trip Reduction Program Administration 0.10 $11,547 $10,934 $41,226 $63,707 Totals 8.50 $711,885 $3,924,508 $379,360 $5,015,753 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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. Transit Division 3% 4% 1% Budget Allocation Non-ADA Service-Field Operations 6% Non-ADA Call Center Support-Staff Operations 10% Transit Management Administrative Support 4% ADA Service-Field Operations ADA Call Center Support-Staff Operations 75% ADA and Non-ADA Customer Service Trip Reduction Program Administration Total Budget: $5,015,753 208 City of Peoria FY 2020 Annual Program Budget Public Works Department Performance Report PUBLIC WORKS DEPARTMENT The Public Works 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 Livability Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target Provide quality residential solid waste services which maximize recycling Recycling diversion rate 24% 23% 24% 25% Recycle Contamination Rate 24% 23% 21% 19% Maintain City's fleet "inservice" at 90% or better each month 94.3% 93.5% 91.4% >90% % of PM Inspections performed on schedule 94.1% 92% 92.2% >90% To effectively maintain our transportation infrastructure by providing top quality operations and maintenance services. Average number of weeks to complete residential street sweeping cycle 9 10 10 10 Average number of days to repair street light outage 10 12 10 10 Deploy practices to minimize energy usage in City Facilities Get disabled Peoria residents where they need to go in a timely and reliable manner Reduce electrical kwh consumption by 1% per year 7,532,96 0 kwh 7,363,70 0 kwh 7,430,743 kwh 7,356,435 kwh % of on time transports performed by Dial-a-ride 98% 98% 98% 98% Provide the most efficient and effective fleet maintenance service 209 City of Peoria FY 2020 Annual Program Budget Public Works Department Performance Report PUBLIC WORKS DEPARTMENT The Public Works 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 Livability Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target Provide quality residential solid waste services which maximize recycling Recycling diversion rate 24% 23% 24% 25% Recycle Contamination Rate 24% 23% 21% 19% Maintain City's fleet "inservice" at 90% or better each month 94.3% 93.5% 91.4% >90% % of PM Inspections performed on schedule 94.1% 92% 92.2% >90% To effectively maintain our transportation infrastructure by providing top quality operations and maintenance services. Average number of weeks to complete residential street sweeping cycle 9 10 10 10 Average number of days to repair street light outage 10 12 10 10 Deploy practices to minimize energy usage in City Facilities Get disabled Peoria residents where they need to go in a timely and reliable manner Reduce electrical kwh consumption by 1% per year 7,532,96 0 kwh 7,363,70 0 kwh 7,430,743 kwh 7,356,43 5 kwh % of on time transports performed by Dial-a-ride 98% 98% 98% 98% Provide the most efficient and effective fleet maintenance service 209 City of Peoria FY 2020 Annual Program Budget Water Services Department Water Services Operating Budget Summary Expenditures by Category FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Personal Services $7,715,821 $7,173,539 $9,389,609 $9,392,005 $9,917,097 Contractual Services $23,242,258 $25,056,218 $25,805,594 $25,809,639 $26,709,808 3.50% Commodities $2,230,758 $2,429,441 $2,510,897 $2,504,456 $2,774,067 10.48% Capital Outlay $322,108 $100,647 $282,681 $282,681 $609,600 115.65% Total Expenditures $33,510,946 $34,759,845 $37,988,781 $37,988,781 $40,010,572 5.32% Expenditures by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Water Services-Water/Ww Admin $1,738,057 $1,366,551 $1,677,910 $1,677,910 $1,280,366 -23.69% Water Services-Operations Admin $1,800,715 $1,843,489 $2,342,411 $2,342,411 $1,226,853 -47.62% Greenway Potbl Wtr Trt Plant $2,939,159 $2,810,682 $3,227,007 $3,227,007 $3,188,511 -1.19% $353,555 $429,169 $475,358 $475,358 $423,672 -10.87% Production Svcs $4,473,421 $4,746,840 $4,582,765 $4,582,765 $4,486,251 -2.11% Distribution Services $1,936,606 $2,355,649 $2,523,911 $2,523,911 $2,936,098 16.33% Quintero Treatment Plant Blue Staking 5.62% Pct Chg $335,277 $353,620 $467,919 $467,919 $477,689 2.09% Sustainability & Conservation $0 $0 $0 $0 $637,787 NA Planning & Operations $0 $0 $0 $0 $2,119,611 NA Environmental Resources $1,160,738 $1,051,775 $1,257,578 $1,257,578 $526,160 -58.16% Water Supply $6,230,557 $7,484,324 $8,339,652 $8,339,652 $9,031,087 8.29% Drinking Water Environmental $1,266,305 $1,278,806 $1,465,788 $1,465,788 $1,336,492 -8.82% Wtr Eqt Reserve $284,161 $32,759 $178,000 $178,000 $278,000 56.18% Beardsley Water Reclamation Facility $1,640,703 $1,617,746 $1,605,030 $1,605,030 $1,623,096 1.13% Wastewater Collection/Prevention $2,001,901 $2,117,205 $2,181,494 $2,181,494 $2,214,821 1.53% $907,088 $818,440 $1,033,853 $1,033,853 $1,046,899 1.26% Jomax Water Reclamation Facility $1,206,453 $1,201,180 $1,394,474 $1,394,474 $1,434,060 2.84% Butler Water Reclamation Facility $5,198,436 $5,176,481 $5,130,950 $5,130,950 $5,523,619 7.65% $29,543 $41,362 $96,000 $96,000 $219,500 128.65% Wastewater Environmental Ww Eqt Reserve $8,269 $33,767 $8,681 $8,681 $0 -100.00% Total Expenditures BOR Water SMART R14AP00071 $33,510,946 $34,759,845 $37,988,781 $37,988,781 $40,010,572 5.32% Staffing by Division FY2017 Actual FY2018 Actual FY2019 Budget FY2019 Estimate FY2020 Budget Pct Chg Water Services-Water/Ww Admin 5.00 6.00 6.00 4.00 4.00 -33.33% Water Services-Operations Admin 8.00 9.00 10.00 2.00 2.00 -80.00% Greenway Potbl Wtr Trt Plant 9.60 9.60 9.60 9.60 9.60 0.00% Quintero Treatment Plant 0.40 0.40 0.40 0.40 0.40 0.00% Production Svcs 8.20 8.20 8.20 8.20 8.20 0.00% Distribution Services 12.55 12.55 12.55 12.55 13.55 7.97% Blue Staking 2.00 2.00 3.00 3.00 3.00 0.00% Sustainability & Conservation 0.00 0.00 0.00 2.00 2.00 NA Planning & Operations 0.00 0.00 0.00 11.00 12.00 NA Environmental Resources 5.50 5.50 4.50 2.50 2.50 -44.44% Drinking Water Environmental 7.25 7.25 7.25 6.25 6.25 -13.79% Beardsley Water Reclamation Facility 4.00 4.00 4.00 4.00 5.00 25.00% Wastewater Collection/Prevention 10.25 10.25 10.25 10.25 10.25 0.00% Wastewater Environmental 5.25 4.25 210 5.25 5.25 5.25 0.00% City of Peoria FY 2020 Annual Program Budget Water Services Department Water Services Operating Budget Summary Jomax Water Reclamation Facility 3.00 3.00 4.00 4.00 4.00 Butler Water Reclamation Facility 10.00 10.00 10.00 10.00 10.00 0.00% Total Staffing 91.00 92.00 95.00 95.00 98.00 3.16% 211 0.00% City of Peoria FY 2020 Annual Program Budget Water Services Department Performance Spotlight WATER SERVICES DEPARTMENT MISSION To offer water services in a safe, reliable and responsible manner to enhance the quality of life in Peoria. DEPARTMENT FUNCTIONS The Water Services Department maintains the City’s assets and resources, and provides water services to our residents. Each division has its own set of programs and services, all working with the City’s 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. Water Services Administration The Water Services 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 and visions of the department. Water Services is organized into four divisions including Administration, Plant Operations, Field Operations, and Water Resources and Environmental. Key Outcome Measures Water Services Department • • • • 212 Produce the amount of potable water needed for customers 100% compliance with all water and wastewater regulations Exercise 20% of water valves annually Clean 20% of all wastewater mains annually City of Peoria FY 2020 Annual Program Budget Water Services Department Cost of Service Breakdown – Water Services Administration Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Internal Customer Service 1.40 $214,045 $29,625 $163,767 $407,437 Develop/Monitor Operating & CIP Budget 1.31 $166,131 $9,268 $152,152 $327,551 External Customer Service 1.47 $228,795 $10,614 $170,155 $409,564 Staff Development .85 $144,572 $8,513 $98,725 $251,810 Develop/Implement Policy & Procedures .97 $158,233 $9,128 $112,081 $279,442 Business & Technology Support to Divisions 0 $907 $1,600 $0 $2,507 6.00 $912,683 $68,748 $696,879 $1,678,310 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2019. 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 Services Administration Budget Allocation Internal Customer Service 0% 17% Develop/Monitor Operating & CIP Budget 24% External Customer Service 15% Staff Development 20% Develop/Implement Policy & Procedures 24% Business & Technology Support to Divisions Total Budget: $1,678,310 213 City of Peoria FY 2020 Annual Program Budget Water Services Department Water Services 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 5.80 $583,098 $2,483,294 $434,691 $3,501,083 Maintain Process Equipment 8.15 $744,746 $1,080,378 $445,082 $2,270,206 Dispose of Biosolid Waste 0.65 $41,041 $980,406 $239,841 $1,261,288 Regulatory Compliance & Customer Service 4.20 $448,576 $55,482 $430,189 $934,247 Maintain & Monitor SCADA 2.70 $283,037 $38,634 $424,988 $746,659 Maintain Building & Grounds 0.50 $47,435 $124,173 $416,970 $588,577 Totals 22.00 $2,147,933 $4,762,367 $2,391,761 $9,302,060 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Reclamation Facilities Budget Allocation Operate Treatment Plant 8% 6% Maintain Process Equipment 38% 10% Dispose of Biosolid Waste Regulatory Compliance & Customer Service 14% Maintain & Monitor SCADA Maintain Building & Grounds 24% Total Budget: $9,302,060 215 City of Peoria FY 2020 Annual Program Budget Water Services Department Water Services Field Operations Division – Water Production Services The Water Services Field Operations division is comprised of five sections that maintain the water production system, the water distribution system, the wastewater collection system, the reclaimed water system and the Arizona 811 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 – Water Production Services Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Maintain Wells & Boosters 4.20 $353,446 $2,647,209 $278,592 $3,279,247 Chlorine Maintenance Program 2.50 $212,368 $157,972 $264,999 $635,339 Regulatory Compliance & Customer Service 0.98 $99,751 $6,130 $252,846 $358,727 Reservoir Maintenance 0.52 $56,148 $4,135 $249,169 $309,452 Totals 8.20 $721,713 $2,815,446 $1,045,606 $4,582,765 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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 Production Services Budget Allocation 8% 7% Maintain Wells & Boosters Chlorine Maintenance Program 14% Regulatory Compliance & Customer Service 71% Reservoir Maintenance Total Budget: $4,582,765 216 City of Peoria FY 2020 Annual Program Budget Water Services Department Water Services Field Operations Division – Water 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 – Water 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 $335,767 $133,563 $213,864 $683,194 Fire Hydrant Maintenance Program 3.15 $251,267 $128,704 $201,897 $581,867 Valve Maintenance Program 3.35 $262,677 $129,498 $204,556 $596,732 Regulatory Compliance & Customer Service 1.18 $120,807 $6,841 $175,689 $303,337 Water Distribution System Flush 0.82 $72,944 $114,841 $170,996 $358,780 Totals 12.55 $1,043,462 $513,447 $967,002 $2,523,911 The budget amounts listed above include all costs for that service or program for FY2019. 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 Distribution Services Budget Allocation Water Service and Maintenance Repairs 14% 27% Fire Hydrant Maintenance Program 12% Valve Maintenance Program Regulatory Compliance & Customer Service 24% 23% Water Distribution System Flush Total Budget: $2,523,911 217 City of Peoria FY 2020 Annual Program Budget Water Services Department Water Services Field Operations Division – Wastewater Collection/Reclaim The Wastewater Collections section is responsible for operating and maintaining the City’s wastewater collection, or sanitary sewer system, and water reclaim system. This includes sewer mains, sewer laterals, lift stations, non-potable reservoirs and non-potable booster stations. Cost of Service Breakdown - Wastewater Collection/Reclaim Water Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Inspection and Maintenance of Lift Stations 3.83 $301,595 $164,222 $148,210 $614,027 Sewer Main Line Cleaning 2.33 $186,335 $54,429 $123,881 $364,645 Manhole Treatment (Roach Control) 0.48 $47,386 $153,781 $93,876 $295,043 Regulatory Compliance & Customer Service 1.52 $146,584 $21,242 $110,744 $278,570 Close Circuit Television (CCTV) Sewer Line Inspection 1.03 $88,729 $38,794 $102,797 $230,320 Rehabilitate Sewer Manholes 0.48 $49,190 $71,749 $93,876 $214,815 Sanitary Sewer Overflows (SSO) 0.58 $51,333 $37,243 $95,498 $184,074 Totals 10.25 $871,152 $541,460 $768,882 $2,181,494 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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/Reclaim Water Budget Allocation 8% 10% Inspection and Maintenance of Lift Stations Sewer Main Line Cleaning 28% Manhole Treatment (Roach Control) 11% Regulatory Compliance & Customer Service 13% Close Circuit Television (CCTV) Sewer Line Inspection 17% Rehabilitate Sewer Manholes 13% Sanitary Sewer Overflows (SSO) Total Budget: $2,181,494 218 City of Peoria FY 2020 Annual Program Budget Water Services Department Water Services Field Operations Division – Arizona 811 Blue Staking The Arizona 811 Blue Stake section provides underground utility marking services for City water, wastewater, reclaim water, Stormwater and fiber optics. Cost of Service Breakdown – Arizona 811 Blue Staking Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Locate Peoria Underground Utilities 2.10 $164,903 $43,729 $50,489 $259,121 Emergency Blue Stake Requests 0.30 $23,558 $6,434 $40,802 $70,793 Respond to Blue Stake Requests Timely 0.30 $23,558 $6,434 $40,802 $70,793 Customer Service 0.30 $23,558 $2,852 $40,802 $67,212 Totals 3.00 $235,575 $59,449 $172,895 $467,919 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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. Arizona 811 Blue Staking Budget Allocation 14% Locate Peoria Underground Utilities Emergency Blue Stake Requests 15% 56% Respond to Blue Stake Requests Timely 15% Customer Service Total Budget: $467,919 219 City of Peoria FY 2020 Annual Program Budget Water Services 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 1.25 $114,852 $196,346 $85,879 $397,076 Manage Water Portfolio & Develop Supplies 1.23 $133,760 $170,343 $85,796 $389,899 Prepare Monthly/Annual Reports 1.00 $101,981 $3,404 $85,049 $190,434 Analyze Water Supply & Demand 0.67 $73,302 $2,373 $83,970 $159,645 Review Plans 0.35 $36,366 $1,267 $82,891 $120,524 Totals 4.5 $460,260 $373,733 $423,585 $1,257,578 The budget amounts listed above include all costs for that service or program for FY2019. 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% 31% 13% Manage Water Portfolio & Develop Supplies Prepare Monthly/Annual Reports 15% Analyze Water Supply & Demand 31% Review Plans Total Budget: $1,257,578 220 City of Peoria FY 2020 Annual Program Budget Water Services Department Water Resources and Environmental Division – Drinking Water Environmental The Drinking Water Environmental section provides environmental compliance support and monitoring for the City’s Water Services 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 $298,286 $92,670 $108,876 $499,832 Perform Compliance & Operational Laboratory Testing 1.81 $146,154 $111,002 $106,321 $363,477 Prevent Backflow & Cross Connection 1.55 $137,388 $42,503 $105,707 $285,598 Review Plans 0.52 $51.518 $6,449 $103,271 $161,238 Customer Service 0.48 $46,449 $6,012 $103,182 $155,643 Totals 7.25 $679,795 $258,636 $527,357 $1,465,788 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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% 11% Perform Compliance & Operational Laboratory Testing 34% Prevent Backflow & Cross Connection 19% Review Plans 25% Customer Service Total Budget: $1,465,788 221 City of Peoria FY 2020 Annual Program Budget Water Services 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 $163,887 $54,901 $65,029 $283,817 Wastewater Regulations 1.08 $93,125 $115,089 $60,145 $268,359 Biosolids Regulations 0.73 $65,528 $26,826 $58,246 $150,600 Customer Service 0.78 $69,538 $5,163 $58,517 $133,218 Air Quality Regulations 0.46 $44,048 $16,143 $56,753 $116,944 Review Plans 0.22 $24,010 $1,508 $55,397 $80,915 Totals 5.25 $460,136 $219,630 $354,087 $1,033,853 Activity Description The budget amounts listed above include all costs for that service or program for FY2019. 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 8% 11% Wastewater Regulations 27% Biosolids Regulations Customer Service 13% Air Quality Regulations 15% Review Plans 26% Total Budget: $1,033,853 222 City of Peoria FY 2020 Proposed Budget Water Services Department Performance Report WATER SERVICES DEPARTMENT The Water Services 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 Livability Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Performance Measure FY2017 Actual FY2018 Actual FY2019 Estimate FY2020 Target Total million gallons of potable water delivered to customers 10,020 10,615 10,300 10,900 Total million gallons of wastewater treated 3,830 3,867 4,061 4,182 Water Treatment Plants cost/1000 gallons Wastewater Reclamation Facilities cost/1000 gallons $0.68 $1.56 $0.68 $1.58 $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 2% 11% 20% 20% Maintain and operate the wastewater collection systems to ensure system integrity Clean 20% of all wastewater mains annually 18.92% 19% 20% 20% Expected Outcome Provide Water and Wastewater Treatment Services 223 224 Capital Improvement Program City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Introduction 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. 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. 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 2020 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 of the City Council, new projects can even be added to the capital budget after it has been adopted. The newly constructed Monroe Street median in Old Town adjoins City Hall Peoria’s CIP is a 10-year balanced plan that addresses projects that are needed, or will be needed, across a broad spectrum of areas. It is balanced because we have identified funding sources based on reliable revenues to support both the capital costs and the operating costs for each project in the 10-year program. Each year, a great deal of effort is put into updating this plan to ensure not only that critical needs are being met, but also that the cost, scope and timing of all projects are coordinated throughout. The 10-year Capital Improvement Program totals $726,341,328. For FY 2020 alone, budgeted capital projects total $256,454,658. This document provides detailed information about Coordinating the timing of different projects in the same area is particularly important, since it helps us to minimize service disruptions. Solar Panel Parking Canopy at the Development & Community Services Building 225 City of Peoria FY2020 – FY2029 Capital Improvement Program 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. • 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). Financial Policies • The first year of the adopted capital plan will be the capital budget for that fiscal year (8.07). 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. • 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 • The city manager will annually submit a financially-balanced, multi-year Capital Improvement Program for review by the City Council (8.01). updated annually as a multi-departmental effort (8.10). • 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). • The city will match programs and activities identified in the Capital Improvement Program with associated funding sources (8.03). • 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). New bus shelters prominently display Peoria’s flag • 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). 226 City of Peoria FY2020 – FY2029 Capital Improvement Program CIP Development Process 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. 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. FY 2020-2029 CIP BY FUNDING SOURCE 10-Year Total Pct. of Total Enterprise – Operating $206,370,923 28% G.O. Bonds $103,072,480 14% Governmental - Operating $88,661,672 12% Impact Fees $86,935,315 12% A look at the new colonnade section from the outfield of the Peoria Sports Complex Other Capital $15,600,898 2% Outside Sources $21,149,359 3% The Management and 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. Revenue Bonds $127,246,405 18% Transportation Sales Tax $77,304,276 11% $726,341,328 100% Funding Source Total 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 significant stake in the delivery of capital projects (including Finance and Budget). The 227 City of Peoria FY2020 – FY2029 Capital Improvement Program The following is an overview of the CIP process: September – October. Operating departments identify projects, define project scopes, prepare cost estimates, and prioritize projects based on direction received from the city manager and City Council. Department directors review project requests before final submittal. November – December. Capital project re-quests are submitted to the Management and 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. April – May. The City Council receives the CIP and offers its recommendations during study sessions, then 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, and finally 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. Fire Station No. 3 was recently expanded to include an additional 1,800 square foot apparatus bay and related storage functions 228 City of Peoria FY2020 – FY2029 Capital Improvement Program Programming Projects in the CIP • Information technology infrastructure major software applications. Capital improvements are the “bricks and mortar” from which the City of Peoria delivers services to residents and businesses within its borders. 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. FY 2020-2029 CIP BY PROJECT TYPE 10-Year Total Pct. of Total Drainage $ 30,992,057 4% Economic Development $ 12,818,264 2% Operational Facilities $ 38,500,113 5% Parks $ 87,629,486 12% Public Safety $ 4,786,040 1% Streets & Traffic Control $ 171,778,450 23% Wastewater $ 142,007,671 20% Water $ 237,829,247 33% Total $ 726,341,328 100% Project Type and 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 livability initiatives for fiscal year 2020 are: (1) Superior Public Services, (2) Economic Competitiveness, (3) Healthy Neighborhoods, (4) Efficient Transportation, (5) Arts, Culture and Recreation, and (6) Smart Growth. 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: • Office buildings, police and fire stations, court facilities, libraries, and recreation centers. The 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, Paloma Community Park, and a new neighborhood park in the Meadows subdivision. Notable new projects to the CIP this year include bus stops for the new circulator route, a storage building for the Peoria Center for the Performing Arts, a • Parks, trails, open space, right-of-way landscaping, and sports facilities. • Roads, bridges, sidewalks, street lights, traffic signals, and sound walls. • Storm drains, channels, retention basins, and drywells. • Water and wastewater treatment plants, pipes, storage facilities, and pump stations. 229 City of Peoria FY2020 – FY2029 Capital Improvement Program 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. planned replacement of the aging fleet building, a new operations building at the Jomax WRF, and expansion of reclaimed water infrastructure in northern Peoria. In addition, the FY 2020 CIP aims to launch the newly created Neighborhood Parks Refresh Program, which aims to restore City maintained neighborhood parks through landscape renovation and repair/replace the irrigation system. FY 2020 will focus on Alta Vista Park and Deer Village. 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. Placemaking in Old Town Peoria provides a shaded space for residents to enjoy a cup of coffee 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 and public input of the project is scheduled for January 2020. Construction of Paloma Community Park is underway in the northern portion of the City with Phase 1 programmed for completion in FY2020 and a second phase in FY 2021, FY 2022 and FY2023. Artwork displays vividly in Old Town Peoria intersections 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. The Trailhead at Vistancia will construct a trailhead near White Peak Mountain to provide access to mountain hiking trails. Amenities will include parking, restroom, picnic shelters, benches, drinking fountain, bike racks, signage, shade and landscaping. 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 The City plans to partner with the City of Glendale to expand Peoria’s treatment capacity at the Pyramid Peak Water Treatment Plant 230 City of Peoria FY2020 – FY2029 Capital Improvement Program 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. Inspection and rehabilitation of trunk sewer lines around the city to ensure continuous and reliable service. Rendering of the future park & ride in Old Town Peoria Development in the north and northwest portions of the city will require that additional treatment capacity be added at both the Beardsley and Jomax Wastewater Reclamation Facilities (WRFs). The City will Rehabilitate And Upgrade Well Production Sites to address reliability and water quality issues as these facilities age. The 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 and/or rehabilitate waterlines that have been identified as being at risk of failure. 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. 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. 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. 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. 231 City of Peoria FY2020 – FY2029 Capital Improvement Program 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. A beautiful rainbow appears over the Peoria Sports Complex OPERATING IMPACTS BY PROJECT TYPE Project Type FY2020 FY2021 FY2022 FY2023 FY2024 Drainage $58,911 $112,911 $132,911 $132,911 $179,511 Operational Facilities $40,000 $40,000 $40,000 $40,000 $40,000 $1,641,753 $1,651,865 $1,760,137 $2,237,610 $2,338,715 Public Safety $25,000 $34,300 $68,340 $68,340 $38,340 Streets & Traffic Control $400,598 $414,038 $535,908 $624,368 $556,908 Water & Wastewater $60,380 $60,380 $65,380 $295,513 $295,513 $2,226,642 $2,313,494 $2,602,676 $3,398,742 $3,478,987 Parks Total 232 City of Peoria FY2020 – FY2029 Capital Improvement Program Financing the CIP The Capital Improvement Program for fiscal years 2020-2029 is a $726 million investment in 211 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 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. General obligation bonds helped pay for Pioneer Community Park, which opened for play in fall 2013 General Obligation Bonds 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 they are guaranteed by the full taxing power 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 amount of revenue available for allocation to projects in the CIP each year is based on financial projections by staff in the Management and 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. • 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. 233 City of Peoria FY2020 – FY2029 Capital Improvement Program 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). • 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). The water splash ground is a popular amenity at the new Camino a Lago Park 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. • 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 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). Debt Policies. The Principles of Sound Financial Management include policies governing the use of property-tax supported bonds: • 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). • 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 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 target for the maturity of general obligation bonds will typically be between 20 234 City of Peoria FY2020 – FY2029 Capital Improvement Program 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 2020, Peoria’s secondary assessed valuation is $1.6 billion and the secondary levy is $17.9 million. A welcoming rest station along the New River Trail indebtedness (outstanding principal) to 20 percent or six 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 six percent category include economic development, historic preservation and cultural facilities, general government facilities, and libraries. The secondary property tax is unlimited in that a city may levy the amount necessary to meet its debt service obligations. However, in November 2012 Arizona voters approved Proposition 117, which caps the growth of the secondary assessed valuation to five percent over the previous year’s amount. This means that the city would have to raise its secondary property tax rate if the growth in assessed valuation were insufficient to meets its debt service obligations using the existing rate. Fortunately, despite this new limit on the secondary assessed valuation, the city is still in a position to meet its needs with the existing rate for the foreseeable future. The table on the next page shows the city’s estimated constitutional debt limitation as of June 30, 2019. The city sold $33.1 million in new bonds in May 2019 and received a $6.2 million loan from Water Infrastructure Finance Authority of Arizona (WIFA) in April 2019. Available capacity in the 20 percent category is now $161 million, while available capacity in the six percent category is now $90 million. General Obligation Debt Limitations. The Arizona Constitution limits a city’s bonded HISTORIC AND PROJECTED ASSESSED VALUATION 2,000 1,500 1,000 235 FY 24 FY 23 FY 22 FY 21 FY 20 FY 19 FY 18 FY 17 FY 16 FY 15 0 FY 14 500 FY 13 Dollars (in Millions) 2,500 City of Peoria FY2020 – FY2029 Capital Improvement Program CONSTITUTIONAL DEBT LIMITATION As of June 30, 2019 20% Bonds 6% Bonds Secondary Assessed Valuation $1,556,834,972 Secondary Assessed Valuation $1,556,834,972 Allowable 20% Debt Capacity $311,366,944 Allowable 6% Debt Capacity $94,410,098 Less 20% Bonds Outstanding ($150,427,550) Less 6% Bonds Outstanding ($4,769,523) Unused 20% Debt Capacity $160,939,394 Unused 6% Debt Capacity $89,640,575 An inviting trail takes a shady turn under El Mirage Road in Northern Peoria 236 City of Peoria FY2020 – FY2029 Capital Improvement Program outstanding principal amount, and debt service requirements for the city’s general obligation bonds. 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). 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. 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. Bond sale proceeds must be used for the purposes specified in the bond election publicity 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. 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. 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 percent 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. Included under revenue bonds, though technically not “bonds” at all, are loan agreements with 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. Most recently, the city entered into a loan agreement with WIFA to finance the expansion of the Pyramid Peak Water Treatment Plant. In Fiscal Year 2020, Peoria will levy a $0.29 primary property tax rate and $1.15 secondary property tax rate per $100 of assessed valuation. Schedule 8 in the Annual Program Budget for FY 2020 shows the original issue amount, 237 City of Peoria FY2020 – FY2029 Capital Improvement Program Municipal Development Authority Bonds 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 one 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. 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. Development Impact Fees The newly renovated Seattle Mariners’ clubhouse is being financed with MDA bonds A development impact fee is a charge on new development to pay for the construction or expansion of off-site capital improvements that are necessitated by and benefit the new development. Impact fees, which are collected when building permits are issued for a given project, cannot be used for operations, maintenance, or repair of existing facilities. The City of Peoria assesses impact fees for transportation, law enforcement, fire protection, water expansion, wastewater expansion and water resources. 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. 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 since 2006. 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. In March 2006, the MDA issued $6.7 million in bonds to finance the 238 City of Peoria FY2020 – FY2029 Capital Improvement Program 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. 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’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. Intergovernmental Affairs departments work closely with the Maricopa Association of Governments (MAG), the Water and Infrastructure Financing Authority of Arizona (WIFA), and other agencies to secure passthrough federal funds, low-interest loans, and other favorable funding sources for capital projects. In fact, Peoria has been very successful in securing or advancing outside funding for transportation projects. Administered through ADOT, the improvements at 75th Avenue and Cactus Road and Peoria Avenue intersections were largely funded by the Highway Safety Improvement Program (HSIP) totaling $11.3 million. In addition, Federal Congestion Mitigation and Air Quality (CMAQ) money paid for nearly 100 percent of the construction costs for new sidewalk and bike lanes along 83rd Avenue from Happy Valley Road to Jomax Road. The expansion of the Pinnacle Peak Public Safety Facility was financed with development impact fees Grant and Intergovernmental Revenues City departments 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 (FCDMC), the Maricopa County Department of Transportation (MCDOT), the Arizona Department of Transportation (ADOT), and other agencies. The Development and Engineering, Public Works, Water Services, and The city also has received significant outside dollars for transit projects. Managed through the Regional Public Transportation Agency (RPTA or Valley Metro), the Peoria Park and Ride was awarded $3.1 million by the Federal Transit Administration. Moreover, Peoria received an additional $6.2 million recently in reducedinterest WIFA loans for the ongoing expansion of the Pyramid Peak Water Treatment Plant. 239 City of Peoria FY2020 – FY2029 Capital Improvement Program Valley Road from 109th Avenue to Lake Pleasant Parkway, and Peoria Avenue Bus Stop Improvements. 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. Transportation Sales Tax In 2004, the City Council appointed a 23member Citizen Transportation Committee to evaluate Peoria’s future transportation requirements and consider the various alternatives for funding these improvements. Based on its review, the committee put forward a recommendation to the City Council to increase the city sales tax by three-tenths of a percent to pay for transportation needs. The City Council referred this recommendation to the voters, who, on September 13, 2005, approved Proposition 300 increasing the city sales tax for transportation purposes. Transportation sales tax (TST) 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 $1.5 million for a transit circulator, $1.4 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. The city was reimbursed almost $21 million for its Happy Valley Road project through Maricopa County’s Arterial Life Cycle Program Major projects completed to date using primarily transportation sales tax revenues include Paradise Lane right-turn lane improvements, 103rd Avenue from Northern Avenue to Olive Avenue, and 83rd Avenue Sidewalks and Bike Lanes. Upcoming projects being primarily funded utilizing TST are Jomax Road from Loop 303 to Vistancia Boulevard, 67th Avenue, 75th Avenue and 91st Avenue Landscape Enhancements, installation of CCTV equipment citywide, and future bus stop improvements. Other projects that have been funded at least partially with this source include the Northern Parkway, Deer 240 City of Peoria FY2020 – FY2029 Capital Improvement 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 on 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. 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 $86.4 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), 83rd Avenue from Butler Drive to Mountain View Road ($3.23 million), and Happy Valley Road from Lake Pleasant Parkway to Loop 303 ($0.95 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. Along 83rd Avenue, an inviting entry monument welcomes Peoria citizens and visitors 241 City of Peoria FY 2020 Annual Program Book Capital Improvement Program Capital Improvement Program FY 2020-2029 Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $7,627,517 $1,702,000 $0 $150,000 $0 $0 $9,479,517 $908,569 $0 $0 $0 $0 $0 $908,569 1210 - Half Cent Fund $2,576,960 $2,065,517 $65,517 $65,517 $65,517 $196,551 $5,035,579 1900 - Econ Dev Fund $2,989,851 $473,188 $638,483 $0 $0 $0 $4,101,522 1000 - General Fund 1111 - Percent for the Arts Total 1970 - Municipal Office Complex Rsv $2,752,210 $75,000 $0 $0 $0 $0 $2,827,210 2050 - Water Fund $30,580,435 $16,631,317 $6,943,266 $14,465,546 $17,112,150 $45,709,448 $131,442,162 2161 - Water Expansion $687,680 $0 $0 $0 $0 $0 $687,680 2162 - Water Expansion $2,050,815 $452,409 $834,089 $1,943,800 $0 $0 $5,281,113 2163 - Water Expansion $1,367,007 $2,573,306 $472,714 $1,089,195 $2,368,778 $5,000 $7,876,000 2164 - Water Expansion $12,896,256 $2,962,147 $3,628,725 $4,443,030 $203,250 $10,332,937 $34,466,345 2165 - Water Expansion $0 $5,842 $2,355 $32,720 $0 $20,000 $60,917 2167 - Water Resource $0 $1,726,020 $509,176 $483,286 $457,395 $431,505 $3,607,382 2270 - WIFA Revenue Bonds $2,652,599 $0 $0 $0 $0 $0 $2,652,599 2271 - WIFA Revenue Bonds $50,739,597 $0 $0 $0 $0 $0 $50,739,597 2272 - WIFA Loan $5,800,131 $0 $0 $0 $0 $0 $5,800,131 $0 $0 $0 $0 $36,360,000 $31,694,078 $68,054,078 2273 - Future WIFA Revenue Bonds 2400 - Wastewater Fund $17,557,485 $5,326,665 $15,230,070 $12,060,352 $4,961,975 $15,174,207 $70,310,754 2506 - Wastewater Expansion $0 $195,933 $426,949 $3,018,368 $0 $29,500 $3,670,750 2507 - Wastewater Expansion $1,178,850 $0 $0 $20,500 $0 $20,500 $1,219,850 2509 - Wastewater Expansion $785,226 $808,000 $0 $0 $125,403 $0 $1,718,629 2590 - Commercial Solid Waste $25,000 $0 $0 $240,000 $499,593 $0 $764,593 2600 - Residential Solid Waste $151,977 $0 $0 $500,000 $3,201,437 $0 $3,853,414 $0 $0 $0 $75,000 $0 $0 $75,000 2700 - Stormwater Fund 3400 - IT Reserve $1,727,235 $254,000 $254,000 $254,000 $0 $0 $2,489,235 4150 - Non-Bond Capital $696,691 $0 $0 $0 $0 $0 $696,691 4253 - GO Bonds 2019 $25,913,743 $0 $0 $0 $0 $0 $25,913,743 4254 - Future GO Bonds $7,417,090 $10,148,498 $8,243,442 $25,719,325 $7,163,340 $18,467,042 $77,158,737 4550 - Other Capital $14,904,207 $0 $0 $0 $0 $0 $14,904,207 4810 - Outside Sources $9,236,400 $800,000 $2,645,788 $5,900,000 $0 $2,567,171 $21,149,359 7000 - Highway User Fund $11,429,373 $6,867,900 $5,782,900 $5,622,900 $6,933,822 $27,108,145 $63,745,040 7001 - DIF - Streets $728,106 $0 $0 $0 $0 $0 $728,106 7003 - DIF - Streets $7,494,357 $3,127,362 $570,500 $3,490,531 $94,200 $1,561,850 $16,338,800 7006 - DIF - Streets $1,870,000 $0 $0 $0 $0 $0 $1,870,000 $683,350 $0 $0 $0 $0 $0 $683,350 $23,048,853 $10,558,700 $4,455,500 $5,605,100 $4,788,500 $28,847,623 $77,304,276 $33,353 $0 $0 $0 $0 $0 $33,353 $1,396,912 $0 $0 $0 $0 $0 $1,396,912 7009 - Instersection Impact Fees - Zone 2 - Po 7010 - Transportation Sales Tax 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 7910 - Citywide Park/Rec Facility Dev 242 City of Peoria FY 2020 Annual Program Book Capital Improvement Program Capital Improvement Program FY 2020-2029 Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 7915 - DIF - Open Space $105,000 $0 $0 $0 $0 $0 $105,000 7920 - DIF - Trails $325,582 $0 $0 $0 $0 $0 $325,582 $0 $0 $0 $0 $9,000 $9,000 $18,000 $125,800 $509,305 $0 $0 $0 $0 $635,105 7932 - DIF - Law Enf 7935 - DIF - Fire 7937 - DIF - Fire Total $0 $0 $0 $0 $9,000 $9,000 $18,000 $1,360,000 $0 $0 $0 $0 $0 $1,360,000 7941 - DIF - Parks $0 $0 $0 $0 $9,000 $9,000 $18,000 7942 - DIF - Parks $1,753,272 $0 $0 $75,000 $9,000 $9,000 $1,846,272 $9,000 $9,000 $2,970,169 $84,380,360 $182,210,557 $726,341,328 7940 - DIF - General Gov't 7943 - DIF - Parks Total $2,877,169 $0 $0 $75,000 $256,454,658 $67,263,109 $50,703,474 $85,329,170 243 City of Peoria FY 2020 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 partnered with FCDMC recently in the initial study of 67th Avenue from Happy Valley to Pinnacle Peak Road as a response to the regional storm drainage plan to provide a 100-Year level of drainage protection in the area. 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 - $30,992,057 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY20 FY21 FY22 FY23 FY24 244 FY25 FY26 FY27 FY28 FY29 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Drainage Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 2272 - WIFA Loan $5,687,583 $0 $0 $0 $0 $0 $5,687,583 4253 - GO Bonds 2019 $310,000 $0 $0 $0 $0 $0 $310,000 4254 - Future GO Bonds $1,316,535 $3,538,879 $1,123,250 $4,856,860 $212,000 $4,597,300 $15,644,824 4810 - Outside Sources $0 $800,000 $1,100,000 $5,900,000 $0 $0 $7,800,000 7003 - DIF - Streets $0 $0 $0 $0 $41,000 $1,508,650 $1,549,650 $7,314,118 $4,338,879 $2,223,250 $10,756,860 $253,000 $6,105,950 $30,992,057 Total - Drainage 245 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Drainage Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $1,628,000 $2,223,250 $10,756,860 $0 $0 $14,608,110 $100,000 $0 $0 $0 $0 $1,203,900 $1,303,900 Bedford Village Units 1 and 2 Basin Upgrades $0 $0 $0 $0 $171,000 $801,000 $972,000 Greenway Channel Repairs $0 $0 $0 $0 $0 $1,083,750 $1,083,750 $496,535 $0 $0 $0 $0 $0 $496,535 $0 $0 $0 $0 $82,000 $3,017,300 $3,099,300 Olive Av & 99th Av - Storm Drain Outfall Repair $120,000 $962,200 $0 $0 $0 $0 $1,082,200 Pinnacle Peak Drainage; 87th Ave to 91st Ave $160,000 $0 $0 $0 $0 $0 $160,000 $5,687,583 $0 $0 $0 $0 $0 $5,687,583 $250,000 $0 $0 $0 $0 $0 $250,000 $0 $603,000 $0 $0 $0 $0 $603,000 $500,000 $1,145,679 $0 $0 $0 $0 $1,645,679 $7,314,118 $4,338,879 $2,223,250 $10,756,860 $253,000 $6,105,950 $30,992,057 67th & Pinnacle Pk Regional Drainage Improvements 91st Av & Hatfield Rd Drainage Facilities Neighborhood Drainage Program New River & Jomax Rd Concrete Box Culvert Section 12 Neighborhood Drainage Improvements Skunk Creek Spillways Storm Drain Land Preservation - Land Preservation Union Hills Channel Total - Drainage 246 Total City of Peoria FY 2020 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 Description: This project provides for the 67th Avenue & Pinnacle Peak Road Regional Storm Drain improvements. The project includes coordination with the Flood Control District of Maricopa County (FCDMC), 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 may 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 FCDMC on the regional drainage aspects of this project. This project will likely include processing of utility agreements (APS, Cox, CenturyLink, SRP, SWG, etc.) for design and construction, and development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design DS-Design Outside Sources Future GO Bonds FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base Base $0 $0 $800,000 $800,000 $0 $0 $0 $0 $0 $0 $0 $0 $800,000 $800,000 CO-Construc Outside Sources Base $0 $0 $1,100,000 $5,900,000 $0 $0 $7,000,000 CO-Construc Future GO Bonds Base $0 $0 $1,100,000 $4,667,000 $0 $0 $5,767,000 CB-Chargeba Future GO Bonds Base $0 $20,000 $12,250 $143,190 $0 $0 $175,440 $0 $8,000 $11,000 $46,670 $0 $0 $65,670 $0 $1,628,000 $2,223,250 $10,756,860 $0 $0 $14,608,110 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $35,000 $175,000 $210,000 $0 $0 $0 $0 $35,000 $175,000 $210,000 AT-Arts Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts 247 Total City of Peoria FY 2020 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 Description: This project provides for the coordination with SRP, adjacent property owners, public involvement, study, design, right-of-way acquisition, utility coordination, construction, and construction administration for the update of the Glendale/Peoria Area Drainage Master Plan (ADMP) and for the construction of the proposed retention basin and associated drainage improvements located at the northwest corner 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, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development agreements, and intergovernmental agreements. Budget by Fiscal Year Category Funding Source SY-Study Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Future GO Bonds Base $100,000 $0 $0 $0 $0 $0 $100,000 DS-Design Future GO Bonds CO-Construc Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $120,000 $970,000 $120,000 $970,000 CB-Chargeba Future GO Bonds Base $0 $0 $0 $0 $0 $103,000 $103,000 $0 $0 $0 $0 $0 $10,900 $10,900 $100,000 $0 $0 $0 $0 $1,203,900 $1,303,900 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $22,000 $22,000 $0 $0 $0 $0 $0 $22,000 $22,000 AT-Arts Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts 248 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Drainage Bedford Village Units 1 and 2 Basin Upgrades Project Number: EN00682 Council District: Acacia Project Location: Bedford Village Units 1 and 2 Basins Description: This project provides for the coordination with adjacent property owners, public involvement, study, design, utility coordination, utility relocation, construction and construction administration for the Bedford Village Unit 1 and Bedford Village 2 storm water basin improvements. The improvements include: reconstructing the outfall of the Bedford Village Unit 1 basin, constructing a parallel storm drain bleed-off from 82nd Avenue to 83rd Avenue, constructing a bleed-off connection to the Bedford Village 2 basin, cleaning the existing drywell, installing new drywells, reconstructing spillways, modifying perimeter walls, regrading basins, as needed, and refreshing the landscape in both basins. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source SY-Study Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Future GO Bonds Base $0 $0 $0 $0 $50,000 $0 $50,000 DS-Design Future GO Bonds CO-Construc Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $771,287 $100,000 $771,287 CB-Chargeba Future GO Bonds Base $0 $0 $0 $0 $20,000 $22,000 $42,000 $0 $0 $0 $0 $1,000 $7,713 $8,713 $0 $0 $0 $0 $171,000 $801,000 $972,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $2,700 $2,700 $2,700 $13,500 $0 $0 $7,300 $7,300 $7,300 $36,500 $58,400 $0 $0 $10,000 $10,000 $10,000 $50,000 $80,000 AT-Arts Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts 249 $21,600 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Drainage Greenway Channel Repairs Project Number: EN00681 Council District: Ironwood Project Location: West Side and South Side of S03T04NR01E Description: This project provides for the coordination with adjacent property owners, public involvement, design, construction and construction administration for the rehabilitation of the existing Greenway channel by employing several construction methods depending on need and location. Numerous areas of the Greenway channel do not drain causing ponding and subsequent vector problems which pose a health concern. The project will employ various fixes such as removing the non-draining areas and replacing the rebar reinforced shotcrete hence, allowing for positive flow. Other areas will be allowed to drain by the use of installing a low flow channel. Other areas of the channel’s rebar reinforced shotcrete are cracked or non-existent, and at these locations the existing cracked shotcrete will be removed and new rebar reinforced shotcrete will be installed. Sufficient expansion and contraction joints will be installed to reduce the possibility of future cracking. Currently, the Greenway channel has three drop structures which does not allow for the safe passage of maintenance equipment along the bottom of the channel. At these locations, concrete ramps will be installed allowing for safe passage without changing the hydraulic characteristics of the channel. Currently, there is no safe access from the top of the channel to the bottom of the channel, so the project will install two access ramps where personnel and equipment can safely travel down to the bottom of the channel. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total DS-Design Future GO Bonds CO-Construc Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $925,000 $100,000 $925,000 CB-Chargeba Future GO Bonds Base $0 $0 $0 $0 $0 $48,500 $48,500 $0 $0 $0 $0 $0 $10,250 $10,250 $0 $0 $0 $0 $0 $1,083,750 $1,083,750 AT-Arts Future GO Bonds Base Total Budget Neighborhood Drainage Program Project Number: EN00458 Council District: Multiple Project Location: Citywide Description: This program will identify areas with minor drainage issues and provide for the investigation and evaluation of drainage solutions, 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, regrading 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 Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 CO-Construc GO Bonds 2019 Carryover $150,000 $0 $0 CO-Construc Future GO Bonds Base Total Budget $346,535 $0 $0 $496,535 $0 $0 Category 250 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $0 $346,535 $0 $0 $0 $496,535 $150,000 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Drainage New River & Jomax Rd Concrete Box Culvert Project Number: EN00354 Council District: Mesquite Project Location: New River and Jomax Rd Description: The project is for the hydrologic study, design, coordination with adjacent property owners, public involvement, right-of-way 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. Federal Emergency Management Agency (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 SY-Study SY-Study DIF - Streets Future GO Bonds DS-Design DS-Design FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base Base $0 $0 $0 $0 $0 $0 $0 $0 $40,000 $40,000 $0 $0 $40,000 $40,000 DIF - Streets Base $0 $0 $0 $0 $0 $115,000 $115,000 Future GO Bonds Base $0 $0 $0 $0 $0 $115,000 $115,000 CO-Construc DIF - Streets Base $0 $0 $0 $0 $0 $1,350,000 $1,350,000 CO-Construc Future GO Bonds Base $0 $0 $0 $0 $0 $1,350,000 $1,350,000 CB-Chargeba DIF - Streets Base $0 $0 $0 $0 $1,000 $29,000 $30,000 CB-Chargeba Future GO Bonds AT-Arts DIF - Streets Base Base $0 $0 $0 $0 $0 $0 $0 $0 $1,000 $0 $29,000 $14,650 $30,000 $14,650 AT-Arts Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts Total $0 $0 $0 $0 $0 $14,650 $14,650 $0 $0 $0 $0 $82,000 $3,017,300 $3,099,300 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $9,000 $9,000 $0 $0 $0 $0 $0 $9,000 $9,000 251 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Drainage Olive Av & 99th Av - Storm Drain Outfall Repair Project Number: EN00680 Council District: Pine Project Location: SEC Olive Av & 99th Av Description: This project provides for the coordination with adjacent property owners, public involvement, design, construction, and construction administration for the repair and rehabilitation of the existing Olive Avenue storm drain outfall located at the southeast corner of Olive Avenue and east of 99th Avenue. The main focus will be to remove the existing concrete grass pavers which are in disrepair, reline the channel with 6-inch thick shotcrete that will be embedded with rebar, and provide maintenance access. Additional improvements will include: adding a guardrail along Olive Avenue for safety purposes and adding bank protection at the existing downstream headwall located at Olive Avenue. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 DS-Design Future GO Bonds CO-Construc Future GO Bonds Base Base $120,000 $0 $0 $920,000 $0 $0 $0 $0 $0 $0 $0 $0 $120,000 $920,000 CB-Chargeba Future GO Bonds Base $0 $33,000 $0 $0 $0 $0 $33,000 $0 $9,200 $0 $0 $0 $0 $9,200 $120,000 $962,200 $0 $0 $0 $0 $1,082,200 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $0 $0 $1,600 $8,000 $9,600 $0 $0 $0 $0 $1,600 $8,000 $9,600 Category AT-Arts Funding Source Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts 252 Total Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Drainage Pinnacle Peak Drainage; 87th Ave to 91st Ave Project Number: EN00455 Council District: Willow Project Location: Pinnacle Peak Road; 87th Av to 95th Av Description: This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, utility coordination, utility relocation and extensions, materials testing, construction and construction administration for the 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 CO-Construc GO Bonds 2019 Carryover / Base FY 2020 Carryover Total Budget $160,000 $0 $0 $0 $0 $0 $160,000 $160,000 $0 $0 $0 $0 $0 $160,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $13,000 $13,000 $13,000 $13,000 $13,000 $52,000 Operating Impacts Non-Pers OPS Non-Pers OPS Total Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Total $117,000 $9,000 $9,000 $9,000 $9,000 $9,000 $36,000 $81,000 $22,000 $22,000 $22,000 $22,000 $22,000 $88,000 $198,000 Section 12 Neighborhood Drainage Improvements Project Number: EN00119 Council District: Mesquite Project Location: 67th Ave & Pinnacle Peak Rd - 67th Ave to New River Description: The project includes the design, right-of-way and land acquisition, utility coordination, utility relocation and extensions, as 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 Peak Road, 67th Avenue, Happy Valley Road 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 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total OT-Other WIFA Loan Carryover $600,000 $0 $0 $0 $0 $0 LA-Land WIFA Loan Carryover $2,000 $0 $0 $0 $0 $0 $2,000 CO-Construc WIFA Loan CO-Construc WIFA Loan Carryover Base $3,785,583 $1,300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,785,583 $1,300,000 Total Budget $5,687,583 $0 $0 $0 $0 $0 $5,687,583 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $19,511 $73,511 $73,511 $73,511 $73,511 $367,555 $681,110 $19,511 $73,511 $73,511 $73,511 $73,511 $367,555 $681,110 Operating Impacts Total Operating Impacts 253 $600,000 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Drainage Skunk Creek Spillways Project Number: EN00628 Council District: Willow Project Location: Skunk Creek between 75th Av and 83rd Av Description: This project provides for the coordination with the Flood Control District of Maricopa County (FCDMC) and the US Army Corps of Engineers (USACOE), 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. This will 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, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development agreements, and intergovernmental agreements. Budget by Fiscal Year Category Funding Source CO-Construc Future GO Bonds Carryover / Base FY 2020 Carryover Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $250,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Storm Drain Land Preservation - Land Preservation Project Number: EN00524 Council District: Citywide Project Location: Citywide Description: This project focuses on the preparation of legal descriptions and exhibits, title reports, appraisals, and the purchase and 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 Funding Source Carryover / Base LA-Land Future GO Bonds Base CB-Chargeba Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 $0 $0 $600,000 $0 $0 $0 $0 $3,000 $0 $0 $0 $0 $3,000 $0 $603,000 $0 $0 $0 $0 $603,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $10,000 $10,000 $20,000 $160,000 $200,000 $0 $0 $10,000 $10,000 $20,000 $160,000 $200,000 254 FY 25-29 Total $600,000 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Drainage Union Hills Channel Project Number: EN00137 Council District: Willow Project Location: Union Hills Dr from 107th Ave to 111th Ave Description: This project provides for the City's proportionate share of the regional drainage project, including study, land acquisition, design, 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. Construction for Phases 1 and 2 were completed in June 2018. Phase 3 was not designed or constructed as part of this project. In accordance with the approved IGA, the City has two more years of payments for Phases 1 and 2. Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 CO-Construc Future GO Bonds Base $500,000 CB-Chargeba Future GO Bonds Base $0 Category AT-Arts Funding Source Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts FY 2022 FY 2023 FY 2024 $1,119,484 $0 $0 $0 $0 $1,619,484 $15,000 $0 $0 $0 $0 $15,000 $0 $500,000 $11,195 $1,145,679 $0 $0 $0 $0 $0 $0 $0 $0 $11,195 $1,645,679 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $7,400 $7,400 $7,400 $7,400 $7,400 $37,000 $74,000 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 $17,400 $17,400 $17,400 $17,400 $17,400 $87,000 $174,000 255 FY 25-29 Total Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Economic Development Economic competiveness is one of the City Council’s six policy goals, which is defined as a key element to the community’s quality of life dependent on a vibrant and diversified economic base, both a qualified workforce and quality jobs. As such, 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 the continuation of the Placemaking Initiative, which has promoted inviting meeting spaces in the community, Old Town Streetscape and the Pedestrian and Shade Initiative. Economic Development Total - $12,818,264 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY20 FY21 FY22 FY23 FY24 256 FY25 FY26 FY27 FY28 FY29 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Economic Development Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 1000 - General Fund $1,905,000 $1,500,000 $0 $0 $0 $0 $3,405,000 1210 - Half Cent Fund $1,353,123 $2,065,517 $65,517 $65,517 $65,517 $196,551 $3,811,742 1900 - Econ Dev Fund $2,989,851 $473,188 $638,483 $0 $0 $0 $4,101,522 $0 $1,500,000 $0 $0 $0 $0 $1,500,000 $6,247,974 $5,538,705 $704,000 $65,517 $65,517 $196,551 $12,818,264 7000 - Highway User Fund Total - Economic Development 257 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Economic Development Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Commercial Abatement $497,090 $0 $0 $0 $0 $0 $497,090 Denaro Medical Plaza $175,000 $0 $0 $0 $0 $0 $175,000 GE Avionics (Aviage Systems) $673,000 $0 $0 $0 $0 $0 $673,000 Huntington University $425,000 $0 $0 $0 $0 $0 $425,000 Maxwell Technologies $1,109,000 $0 $0 $0 $0 $0 $1,109,000 Modern Round $131,033 $65,517 $65,517 $65,517 $65,517 $196,551 $589,652 NOVO Development $425,000 $0 $0 $0 $0 $0 $425,000 Old Town Parcel Assembly & Tenant Improvements $300,000 $0 $0 $0 $0 $0 $300,000 Old Town Streetscape $500,000 $5,000,000 $0 $0 $0 $0 $5,500,000 Pedestrian and Shade Initiative $450,000 $0 $0 $0 $0 $0 $450,000 Peoria Forward Plan - ASU $607,851 $473,188 $638,483 $0 $0 $0 $1,719,522 Placemaking Initiative $955,000 $0 $0 $0 $0 $0 $955,000 $6,247,974 $5,538,705 $704,000 $65,517 $65,517 $196,551 $12,818,264 Total - Economic Development 258 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Economic Development Commercial Abatement Project Number: ED00025 Council District: All Project Location: Citywide Description: Commercial structures that are not properly maintained fall into disrepair and could become hazardous to the public. The 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 Fund Carryover / Base FY 2020 Carryover Total Budget $497,090 $0 $0 $0 $0 $0 $497,090 $497,090 $0 $0 $0 $0 $0 $497,090 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Denaro Medical Plaza Project Number: ED00021 Council District: Mesquite Project Location: NWC of Happy Valley Road & Lake Pleasant Pkwy Description: The City of Peoria has an EDA with Denaro Ventures, LLC to build a 24,500 medical office building at Denaro Medical Plaza in northern Peoria. HonorHealth is the tenant in the build-to-suit development. The Economic Development Activities Agreement includes 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 contingent upon the tenant hiring 57 FTE/benefited positions with average midpoint salaries at $98,047 by December 1, 2020. Budget by Fiscal Year Category Funding Source OT-Other Econ Dev Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Carryover Total Budget $175,000 $175,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $175,000 $175,000 GE Avionics (Aviage Systems) Project Number: ED00015 Council District: Pine Project Location: Thunderbird, West of Loop 101 Description: The Economic Development Implementation Strategy identifies the attraction of targeted industries as a key objective in diversifying the economy and workforce in the City of Peoria. As part of the strategy, 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 Econ Dev Fund Carryover / Base FY 2020 Carryover Total Budget $673,000 $0 $0 $0 $0 $0 $673,000 $673,000 $0 $0 $0 $0 $0 $673,000 FY 2021 259 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Economic Development Huntington University Project Number: ED00018 Council District: Willow Project Location: 8385 W. Mariners Way, 83rd Ave., South of Bell Rd Description: The Economic Development Services recognizs the attraction of targeted industries as a key objective in diversifying the economy and workforce in the City of Peoria. As part of the strategy, this project implements the university recruitment initiative. University recruitment has been a key initiative because it ensures that high technology companies 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 OT-Other Econ Dev Fund Carryover / Base FY 2020 Carryover Total Budget $425,000 $0 $0 $0 $0 $0 $425,000 $425,000 $0 $0 $0 $0 $0 $425,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Maxwell Technologies Project Number: ED00008 Council District: Ironwood Project Location: Thunderbird West of Loop 101 Description: Maxwell Technologies is a developer and producer of advanced energy storage and power delivery products. In June 2012, the City of Peoria was awarded the Maxwell Technologies expansion project. The project absorbed a 120,000 square foot vacant shell space; creating a functioning manufacturing facility that is located on Ludlow Drive in Peoria. Initially, the facility concentrated on the manufacturing and engineering of products with plans to incorporate research and development functions in future growth. Budget by Fiscal Year Category Funding Source OT-Other Econ Dev Fund Carryover / Base FY 2020 Carryover Total Budget $1,109,000 $0 $0 $0 $0 $0 $1,109,000 $1,109,000 $0 $0 $0 $0 $0 $1,109,000 FY 2021 260 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Economic Development Modern Round Project Number: ED00022 Council District: Willow Project Location: 83rd Avenue, South of Bell Road Description: 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 Carryover / Base OT-Other Half Cent Fund Carryover $65,516 $0 $0 $0 $0 $0 $65,516 OT-Other Half Cent Fund Base Total Budget $65,517 $65,517 $65,517 $65,517 $65,517 $196,551 $524,136 $131,033 $65,517 $65,517 $65,517 $65,517 $196,551 $589,652 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total NOVO Development Project Number: ED00027 Council District: Ironwood Project Location: 15814 N. 83rd Avenue Description: The property located at 15814 N. 83rd Avenue in Peoria was acquired by the City with the intention of redeveloping and repurposing. The existing underutilized restaurant/bar development did not attract the desired targeted industry as referenced in 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 employmentgenerating use that will provide a strong financial benefit to Peoria. Budget by Fiscal Year Category Funding Source OT-Other Half Cent Fund Carryover / Base FY 2020 Carryover Total Budget $425,000 $0 $0 $0 $0 $0 $425,000 $425,000 $0 $0 $0 $0 $0 $425,000 FY 2021 261 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Economic Development Old Town Parcel Assembly & Tenant Improvements Project Number: ED00024 Council District: Acacia Project Location: 83rd Ave & Washington St, Old Town Peoria Description: This project entails land acquisition, hazardous materials testing, abatement, structural forensics, historic documentation and salvage, and demolition related expenses related to the commercial properties in Old Town Peoria between 83rd Avenue and 84th Drive, Washington Street to Jefferson Street. The City purchased the former Kosier Hardware property in 2016 and in partnership with Arizona Department of Environmental Quality (ADEQ), is conducting due-diligence testing of the Peoria Dry Cleaners prior to property acquisition. Consistent with prior property acquisitions on the block, the City will stabilize the properties for dust control compliance. This project will provide an additional off-street area for Old Town events and 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 OT-Other Half Cent Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base Total Budget $300,000 $300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $300,000 $300,000 Old Town Streetscape Project Number: EN00646 Council District: Acacia Project Location: 83rd Av; Monroe St to Grand Av Description: This project is part of the City’s Old Town Revitalization through Strategic Public Investment which focuses on creating a ‘place to be’ for families, while improving the economic vitality of the Old Town area. Key features of this project include pedestrian amenities, wider sidewalks, bulb-outs, protected crossings, street trees, landscaping, shade features, lighting, banners, and signage. Phase I includes a Design Concept Report (DCR) and focuses on the area of 83rd Avenue from Monroe Street through Grand Avenue. Budget by Fiscal Year Category Funding Source OT-Other General Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Base $500,000 $0 $0 $0 $0 $0 $500,000 CO-Construc Highway User Fund Base $0 $1,500,000 $0 $0 $0 $0 $1,500,000 CO-Construc Half Cent Fund CO-Construc General Fund Base Base $0 $0 $2,000,000 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $1,500,000 $500,000 $5,000,000 $0 $0 $0 $0 $5,500,000 Total Budget 262 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Economic Development Pedestrian and Shade Initiative Project Number: EN00645 Council District: Various Project Location: Citywide Description: 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 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 OT-Other General Fund CO-Construc General Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Carryover $50,000 $0 $0 Base Total Budget $400,000 $0 $0 $450,000 $0 $0 Total $0 $0 $0 $50,000 $0 $0 $0 $400,000 $0 $0 $0 $450,000 Peoria Forward Plan - ASU Project Number: ED00028 Council District: Ironwood Project Location: P83 Entertainment District Description: ASU's Entrepreneurship + Innovation team will work with the city to implement a 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 innovative 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 Carryover / Base FY 2020 OT-Other Econ Dev Fund Carryover $227,011 OT-Other Econ Dev Fund Base Total Budget $380,840 $607,851 FY 2021 FY 2022 FY 2023 $0 $0 $0 $0 $0 $227,011 $473,188 $473,188 $638,483 $638,483 $0 $0 $0 $0 $0 $0 $1,492,511 $1,719,522 263 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Economic Development Placemaking Initiative Project Number: EN00021 Council District: Citywide Project Location: Various Description: A recent report by MIT defined placemaking as "the deliberate shaping of an environment to facilitate social interaction and 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 Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 General Fund Carryover $400,000 $0 $0 General Fund Base Total Budget $555,000 $0 $0 $955,000 $0 $0 Category Funding Source OT-Other OT-Other 264 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $0 $555,000 $0 $0 $0 $955,000 $400,000 City of Peoria FY 2020 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 new bus stops along designated transit corridors, overhauling the fleet shop, 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 - $38,500,113 $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 FY20 FY21 FY22 FY23 FY24 265 FY25 FY26 FY27 FY28 FY29 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 1000 - General Fund $500,860 $0 $0 $0 $0 $0 $500,860 1111 - Percent for the Arts $908,569 $0 $0 $0 $0 $0 $908,569 1210 - Half Cent Fund $19,773 $0 $0 $0 $0 $0 $19,773 $2,752,210 $75,000 $0 $0 $0 $0 $2,827,210 2050 - Water Fund $498,180 $0 $0 $0 $375,200 $0 $873,380 2161 - Water Expansion $13,334 $0 $0 $0 $0 $0 $13,334 2162 - Water Expansion $66,525 $0 $0 $0 $0 $0 $66,525 2163 - Water Expansion $23,507 $0 $0 $0 $125,403 $0 $148,910 2164 - Water Expansion $205,192 $0 $0 $0 $0 $0 $205,192 2270 - WIFA Revenue Bonds $51,434 $0 $0 $0 $0 $0 $51,434 2271 - WIFA Revenue Bonds $21,973 $0 $0 $0 $0 $0 $21,973 2272 - WIFA Loan $112,548 $0 $0 $0 $0 $0 $112,548 2400 - Wastewater Fund $229,361 $0 $0 $0 $375,200 $0 $604,561 2509 - Wastewater Expansion $15,226 $0 $0 $0 $125,403 $0 $140,629 2590 - Commercial Solid Waste $0 $0 $0 $0 $499,593 $0 $499,593 2600 - Residential Solid Waste $101,977 $0 $0 $0 $3,201,437 $0 $3,303,414 $1,727,235 $254,000 $254,000 $254,000 $0 $0 $2,489,235 4150 - Non-Bond Capital $78,844 $0 $0 $0 $0 $0 $78,844 4253 - GO Bonds 2019 $2,335,415 $0 $0 $0 $0 $0 $2,335,415 4254 - Future GO Bonds $2,018,113 $1,288,000 $2,551,002 $0 $6,951,340 $1,612,859 $14,421,314 $592,106 $0 $0 $0 $0 $0 $592,106 $0 $0 $0 $0 $0 $2,567,171 $2,567,171 $721,355 $0 $0 $0 $1,350,922 $0 $2,072,277 7001 - DIF - Streets $9,406 $0 $0 $0 $0 $0 $9,406 7003 - DIF - Streets $346,765 $0 $0 $0 $53,200 $53,200 $453,165 7009 - Instersection Impact Fees - Zone 2 Post 1-1-2012 $13,250 $0 $0 $0 $0 $0 $13,250 $1,634,798 $0 $0 $0 $0 $0 $1,634,798 $431 $0 $0 $0 $0 $0 $431 7910 - Citywide Park/Rec Facility Dev $18,047 $0 $0 $0 $0 $0 $18,047 7915 - DIF - Open Space $1,040 $0 $0 $0 $0 $0 $1,040 1970 - Municipal Office Complex Rsv 3400 - IT Reserve 4550 - Other Capital 4810 - Outside Sources 7000 - Highway User Fund 7010 - Transportation Sales Tax 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 266 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $9,468 $0 $0 $0 $0 $0 $9,468 $0 $0 $0 $0 $9,000 $9,000 $18,000 7935 - DIF - Fire $15,800 $0 $0 $0 $0 $0 $15,800 7937 - DIF - Fire $0 $0 $0 $0 $9,000 $9,000 $18,000 $1,360,000 $0 $0 $0 $0 $0 $1,360,000 7941 - DIF - Parks $0 $0 $0 $0 $9,000 $9,000 $18,000 7942 - DIF - Parks $3,272 $0 $0 $0 $9,000 $9,000 $21,272 7943 - DIF - Parks $37,169 $0 $0 $0 $9,000 $9,000 $55,169 $16,443,183 $1,617,000 $2,805,002 $254,000 $13,102,698 $4,278,230 $38,500,113 7920 - DIF - Trails 7932 - DIF - Law Enf 7940 - DIF - General Gov't Total - Operational Facilities 267 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Arts Distribution FY2020 $1,574,558 $0 $0 $0 $0 $0 $1,574,558 Asphalt Repair and Replacement-MOC $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Building Equipment Renovation and Replacement $1,077,580 $75,000 $0 $0 $0 $0 $1,152,580 Building Fixture and Finish Renovation $691,910 $0 $0 $0 $0 $0 $691,910 Bus Stop Improvement Program $1,140,000 $0 $0 $0 $0 $0 $1,140,000 Chargeback Distribution FY2020 $1,710,000 $0 $0 $0 $0 $0 $1,710,000 Community Assistance Resource Center $100,000 $0 $0 $0 $0 $0 $100,000 Community Works Program $634,000 $0 $0 $0 $0 $0 $634,000 Council Chambers Building Repair Program $118,422 $0 $353,500 $0 $202,000 $202,000 $875,922 Data Backup System $260,000 $0 $0 $0 $0 $0 $260,000 Energy Efficiency Projects $161,910 $0 $0 $0 $0 $0 $161,910 Fleet Shop Repair $261,302 $0 $0 $0 $0 $0 $261,302 Fleet Shop Replacement $0 $0 $2,197,502 $0 $12,802,498 $0 $15,000,000 Impact Fee Study $0 $0 $0 $0 $98,200 $98,200 $196,400 LED Lighting Retrofit $472,442 $0 $0 $0 $0 $0 $472,442 MOC Site Lighting Improvements $380,000 $0 $0 $0 $0 $0 $380,000 Neighborhood and Human Services ADA Compliance $75,000 $0 $0 $0 $0 $0 $75,000 Network Infrastructure Replacement Beardsley WRF $94,000 $0 $0 $0 $0 $0 $94,000 Network Infrastructure Replacement Butler WRF $94,000 $0 $0 $0 $0 $0 $94,000 Network Infrastructure Replacement Fire Stations $165,700 $0 $0 $0 $0 $0 $165,700 Network Infrastructure Replacement Greenway WTP $94,000 $0 $0 $0 $0 $0 $94,000 Network Infrastructure Replacement Jomax WTF $70,000 $0 $0 $0 $0 $0 $70,000 Network Infrastructure Replacement MOC $116,000 $0 $0 $0 $0 $0 $116,000 Network Infrastructure Replacement Pioneer Park $20,000 $0 $0 $0 $0 $0 $20,000 Network Infrastructure Replacement Quintero WTF $64,000 $0 $0 $0 $0 $0 $64,000 Network Infrastructure Replacement WiFi $150,000 $0 $0 $0 $0 $0 $150,000 268 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Network Infrastructure ReplacementSunrise Library $50,000 $0 $0 $0 $0 $0 $50,000 Peoria Center for Performing Arts Chiller $548,208 $0 $0 $0 $0 $0 $548,208 Peoria Center for Performing Arts Storage Building $270,921 $0 $0 $0 $0 $0 $270,921 Peoria Center for the Performing Arts ADA Study $70,000 $0 $0 $0 $0 $0 $70,000 $0 $0 $0 $0 $0 $2,567,171 $2,567,171 Public Safety Building Needs $305,000 $0 $0 $0 $0 $0 $305,000 Radio Subscriber Replacements $549,535 $254,000 $254,000 $254,000 $0 $0 $1,311,535 $1,774,695 $1,288,000 $0 $0 $0 $0 $3,062,695 Roof Replacement $350,000 $0 $0 $0 $0 $1,410,859 $1,760,859 Vistancia Radio Site $2,000,000 $0 $0 $0 $0 $0 $2,000,000 $16,443,183 $1,617,000 $2,805,002 $254,000 $13,102,698 $4,278,230 $38,500,113 Peoria Transit Center Renovate Main Library Total - Operational Facilities 269 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Arts Distribution FY2020 Project Number: AT02020 Council District: Project Location: Description: Section 2-129 of the City Code requires that all "capital projects submitted for inclusion in the City's capital improvement program … shall include an amount equal to 1 percent of the project cost of such capital improvement for public art." This project, whose purpose is purely administrative, holds appropriation for all arts charges. Projects are charged the percent for the arts as qualifying capital expenditures are made throughout the fiscal year. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total AT-Arts GO Bonds 2019 Base $235,565 $0 $0 $0 $0 $0 AT-Arts Percent for the Arts Base $2,709 $0 $0 $0 $0 $0 $235,565 $2,709 AT-Arts Half Cent Fund Base $10,000 $0 $0 $0 $0 $0 $10,000 AT-Arts Municipal Office Comple Base $7,969 $0 $0 $0 $0 $0 $7,969 AT-Arts Water Fund Base $255,116 $0 $0 $0 $0 $0 $255,116 AT-Arts AT-Arts Water Expansion Water Expansion Base Base $6,743 $37,957 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,743 $37,957 AT-Arts Water Expansion Base $10,300 $0 $0 $0 $0 $0 $10,300 AT-Arts Water Expansion Base $116,981 $0 $0 $0 $0 $0 $116,981 AT-Arts WIFA Revenue Bonds Base $26,012 $0 $0 $0 $0 $0 $26,012 AT-Arts WIFA Revenue Bonds Base $16,789 $0 $0 $0 $0 $0 $16,789 AT-Arts WIFA Loan Base $50,856 $0 $0 $0 $0 $0 $50,856 AT-Arts AT-Arts Wastewater Fund Wastewater Expansion Base Base $159,996 $7,700 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $159,996 $7,700 AT-Arts General Fund Base $15,290 $0 $0 $0 $0 $0 $15,290 AT-Arts Instersection Impact Fee Base $6,701 $0 $0 $0 $0 $0 $6,701 AT-Arts DIF - Parks Base $2,500 $0 $0 $0 $0 $0 $2,500 AT-Arts DIF - Fire Base $800 $0 $0 $0 $0 $0 $800 AT-Arts DIF - Trails Base $2,955 $0 $0 $0 $0 $0 $2,955 AT-Arts AT-Arts DIF - Open Space Citywide Park/Rec Facilit Base Base $1,040 $13,789 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,040 $13,789 AT-Arts Residential Solid Waste Base $1,000 $0 $0 $0 $0 $0 $1,000 AT-Arts Transportation Sales Ta Base $200,557 $0 $0 $0 $0 $0 $200,557 AT-Arts Non-Bond Capital Base $3,653 $0 $0 $0 $0 $0 $3,653 AT-Arts DIF - Streets Base $62,523 $0 $0 $0 $0 $0 $62,523 AT-Arts DIF - Streets Base $7,187 $0 $0 $0 $0 $0 $7,187 AT-Arts AT-Arts Highway User Fund Other Capital Base Base $100,441 $113,121 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,441 $113,121 AT-Arts Future GO Bonds Base $69,579 $0 $0 $0 $0 $0 $69,579 AT-Arts DIF - Parks Base $28,400 $0 $0 $0 $0 $0 $28,400 AT-Arts NeighPkDevl Fees - Z2 P Base Total Budget $329 $0 $0 $0 $0 $0 $329 $1,574,558 $0 $0 $0 $0 $0 $1,574,558 270 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Asphalt Repair and Replacement-MOC Project Number: PW01199 Council District: Acacia Project Location: Municipal Operations Center Description: This project provides for asphalt repair and replacement of the entire parking area at the Municipal Operations Complex (MOC). 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 GO Bonds 2019 Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Carryover Total Budget $1,000,000 $1,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $1,000,000 $1,000,000 Building Equipment Renovation and Replacement Project Number: PW00050 Council District: All Project Location: Citywide Description: This program provides replacement for major building systems and equipment. 1. Building Assessment Study: A comprehensive Building Assessment Study is planned to be conducted over a three year duration. The program is planned for FY19 – FY21. Year 1 will assess Public Safety facilities, year 2 will assess General Government facilities, and year 3 will assess Community Services Facilities (not including the Sports Complex) and Water Services facilities (building systems, but not including process systems) ($75,000 per year FY19-21). 2. PSAB/Tech Center Study: A study will be conducted to replace the Uninterruptible Power Supply Systems at both the Technology Center and Public Safety Administration Building ($50,000 FY20). 3. City Hall Pine Room Audio Visual System Upgrades - Audio/Visual upgrades to the City Hall Pine Room will include selective HDMI auto switching, dual channel wireless microphones, full audio reinforcement with assisted listening (to meet ADA requirements), system controls, an embedded micro pc, and lighting upgrades.($40,000 FY20) Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Municipal Office Comple Carryover $693,005 $0 $0 $0 $0 $0 $693,005 Municipal Office Comple Carryover $135,481 $0 $0 $0 $0 $0 $135,481 EQ-Equipmen Municipal Office Comple Carryover $84,094 $0 $0 $0 $0 $0 $84,094 SY-Study Municipal Office Comple EQ-Equipmen Municipal Office Comple Base Base $125,000 $40,000 $75,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $40,000 $1,077,580 $75,000 $0 $0 $0 $0 $1,152,580 Category Funding Source OT-Other OT-Other Total Budget 271 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Building Fixture and Finish Renovation Project Number: PW00060 Council District: Citywide Project Location: Citywide Description: This program provides for the renovation of building fixtures and finishes. The Facilities Division reviews requests from departments and staff to assess fixtures, paint and flooring. Planned projects include replacing carpet at various City buildings and Peoria Municipal Complex improvements. 1. Paint and replace damaged light bollards ($70,000) FY20 2. Repair concrete throughout complex ($150,000) FY20 3. Carpets - PSAB/Tech Center/Community Center/City Hall Pine Room/Sunrise Library ($427,153) FY20 Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 Carryover $51,164 $0 $0 CO-Construc Municipal Office Comple Base Total Budget $640,746 $0 $0 $691,910 $0 $0 CO-Construc Municipal Office Comple FY 2024 FY 25-29 Total $0 $0 $0 $51,164 $0 $0 $0 $640,746 $0 $0 $0 $691,910 Bus Stop Improvement Program Project Number: EN00673 Council District: Mesquite Project Location: Citywide In Description: FY2020, funds will complete the installation of bus stops and any associated infrastructure for the Circulator. In FY21 and thereafter, funds are for unanticipated additional bus stops, replacement bus stops, or repairs. Funds will also be used for installation of bus stop improvements as needed City-wide and may include the following: bus pullouts to allow buses to pick up and discharge passengers outside of the traffic flow, Bus stops (no pullout), transit shelters which could provide weather protection, seating, bike racks, landscaping, lighting and other passenger amenities. Bus stop improvements may include engineering design, existing drainage relocations and modifications, coordination with adjacent property owners, public involvement, ROW/easement acquisition, utility coordination, utility relocation, construction and construction administration. This 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 LA-Land Transportation Sales Ta DS-Design Transportation Sales Ta Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 Base $70,000 $0 $0 Base $160,000 $0 $0 CO-Construc Transportation Sales Ta Base Total Budget FY 2024 FY 25-29 Total $0 $0 $0 $70,000 $0 $0 $0 $160,000 $910,000 $0 $0 $0 $0 $0 $910,000 $1,140,000 $0 $0 $0 $0 $0 $1,140,000 272 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Chargeback Distribution FY2020 Project Number: CB02020 Council District: Project Location: Description: Personnel costs associated with the design, acquisition of land, construction, and inspection of a capital project are charged back to that project. This project, whose purpose is purely administrative, holds appropriation for all chargebacks. Individual capital projects are charged throughout the fiscal year for staff time dedicated to the delivery of those projects. Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 CB-Chargeba GO Bonds 2019 Base $86,145 $0 $0 $0 $0 $0 $86,145 CB-Chargeba Percent for the Arts Base $26,370 $0 $0 $0 $0 $0 $26,370 CB-Chargeba Half Cent Fund Base $9,773 $0 $0 $0 $0 $0 $9,773 CB-Chargeba Water Fund Base $243,064 $0 $0 $0 $0 $0 $243,064 CB-Chargeba Water Expansion Base $6,591 $0 $0 $0 $0 $0 $6,591 CB-Chargeba Water Expansion Base $28,568 $0 $0 $0 $0 $0 $28,568 CB-Chargeba Water Expansion CB-Chargeba Water Expansion Base Base $13,207 $88,211 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $13,207 $88,211 CB-Chargeba WIFA Revenue Bonds Base $25,422 $0 $0 $0 $0 $0 $25,422 CB-Chargeba WIFA Revenue Bonds Base $5,184 $0 $0 $0 $0 $0 $5,184 CB-Chargeba WIFA Loan Base $61,692 $0 $0 $0 $0 $0 $61,692 CB-Chargeba Wastewater Fund Base $69,365 $0 $0 $0 $0 $0 $69,365 CB-Chargeba Wastewater Expansion Base $7,526 $0 $0 $0 $0 $0 $7,526 CB-Chargeba General Fund CB-Chargeba Non-Bond Capital Base Base $61,028 $75,191 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $61,028 $75,191 CB-Chargeba DIF - Parks Base $8,769 $0 $0 $0 $0 $0 $8,769 CB-Chargeba Future GO Bonds Base $197,544 $0 $0 $0 $0 $0 $197,544 CB-Chargeba Other Capital Base $60,563 $0 $0 $0 $0 $0 $60,563 CB-Chargeba Highway User Fund Base $20,914 $0 $0 $0 $0 $0 $20,914 CB-Chargeba DIF - Streets Base $2,219 $0 $0 $0 $0 $0 $2,219 CB-Chargeba DIF - Streets CB-Chargeba Instersection Impact Fee Base Base $284,242 $6,549 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $284,242 $6,549 CB-Chargeba Transportation Sales Ta Base $294,241 $0 $0 $0 $0 $0 $294,241 CB-Chargeba NeighPkDevl Fees - Z2 P Base $102 $0 $0 $0 $0 $0 $102 CB-Chargeba Citywide Park/Rec Facilit Base $4,258 $0 $0 $0 $0 $0 $4,258 CB-Chargeba DIF - Trails Base $6,513 $0 $0 $0 $0 $0 $6,513 CB-Chargeba DIF - Fire Base $15,000 $0 $0 $0 $0 $0 $15,000 $772 $977 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $772 $977 $1,710,000 $0 $0 $0 $0 $0 $1,710,000 Category Funding Source CB-Chargeba DIF - Parks Base CB-Chargeba Residential Solid Waste Base Total Budget 273 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Community Assistance Resource Center Project Number: CD00008 Council District: Acacia Project Location: 83rd Ave & Cinnabar Ave Description: The purpose of the Resource Center is to provide an easily accessible public location where non-profit agencies and City staff can 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 CO-Construc General Fund Carryover / Base FY 2020 Carryover Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 $100,000 $0 $0 $0 $0 $0 $100,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $40,000 $40,000 $40,000 $40,000 $40,000 $160,000 $360,000 $40,000 $40,000 $40,000 $40,000 $40,000 $160,000 $360,000 Operating Impacts Total Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Community Works Program Project Number: COP0001 Council District: All Project Location: Citywide Description: The program provides a mechanism to fund smaller projects addressing more localized needs that may otherwise be overlooked in 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. Quick Response for Streets - $130,000.00 Entry Monuments - $80,000.00 NTMP - $60,000.00 Ped, Bike, Signing/Striping - $65,000.00 Wall Painting - $75,000.00 Streetlight Infill - $50,000.00 Green Bike Lanes - $40,000.00 Quick response for weed abatement, ROW maintenance, & storm damage - $100,000.00 Budget by Fiscal Year Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 CO-Construc General Fund CO-Construc Highway User Fund Carryover Base $34,000 $500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Base Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 $634,000 $0 $0 $0 $0 $0 $634,000 Category CO-Construc General Fund 274 Total $34,000 $500,000 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Council Chambers Building Repair Program Project Number: PW00510 Council District: Acacia Project Location: Peoria Municipal Complex Description: The Council Chambers building is reaching an age where the building envelope and building technical systems are reaching the 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. FY20 plans include the replacement of joint sealants at building masonry joints and glazing systems, FY22 repair of exterior soffits, metal fascia’s, 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 EQ-Equipmen Other Capital CO-Construc Future GO Bonds CO-Construc Municipal Office Comple AT-Arts Future GO Bonds Carryover / Base FY 2020 FY 2021 Carryover FY 2022 FY 2023 FY 2024 FY 25-29 Total $38,422 $0 $0 $0 $0 $0 $38,422 Base $0 $0 $350,000 $0 $200,000 $200,000 $750,000 Base $80,000 $0 $0 $0 $0 $0 $80,000 $0 $0 $3,500 $0 $2,000 $2,000 $7,500 $118,422 $0 $353,500 $0 $202,000 $202,000 $875,922 Base Total Budget Data Backup System Project Number: IT00007 Council District: Various Project Location: Peoria Municipal Complex Description: This request will enable the IT Department to purchase or upgrade necessary systems to provide backups for all data in the City networks. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Base Total Budget $260,000 $0 $0 $0 $0 $0 $260,000 $260,000 $0 $0 $0 $0 $0 $260,000 FY 2021 275 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Energy Efficiency Projects Project Number: PW00507 Council District: All Project Location: Citywide Description: of energy efficiency and solar energy projects at City Hall, the Technology Center, Rio Vista Recreation Center, Implementation 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 Carryover / Base FY 2020 Municipal Office Comple Carryover $117,309 General Fund Carryover $939 General Fund Carryover $23,261 $0 CO-Construc General Fund Carryover Total Budget $20,401 $0 $0 $0 $0 $0 $20,401 $161,910 $0 $0 $0 $0 $0 $161,910 Category Funding Source OT-Other OT-Other OT-Other FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $939 $0 $0 $0 $0 $23,261 $117,309 Fleet Shop Repair Project Number: PW00306 Council District: Acacia Project Location: Municipal Operations Center Description: Phase 1 is the renovation of the existing 20,000 sq. ft. building to repair existing failures. Some of the major repairs include roof 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 Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 CO-Construc Highway User Fund Carryover $100,000 $0 $0 $0 $0 $0 $100,000 CO-Construc Residential Solid Waste Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Carryover Total Budget $61,302 $0 $0 $0 $0 $0 $61,302 $261,302 $0 $0 $0 $0 $0 $261,302 Category CO-Construc General Fund 276 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Fleet Shop Replacement Project Number: PW00308 Council District: Acacia Project Location: Municipal Operations Center Description: Construct a new 45,000 sq. ft. facility to meet the needs of the city's increasing fleet, and changes in the delivery of maintenance services necessary for today's vehicles. The current shop is 28 years old and needs major repairs. The facility is outdated and does not meet the needs of the current and future vehicle count. Every day there are several units being worked on outside of the existing building creating ADOSH and ADEQ issues as well as hindering the mechanics' productivity. The proposed location is the east side of the MOC. Budget by Fiscal Year Category Funding Source DS-Design Future GO Bonds Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Base $0 $0 $2,047,494 $0 $0 $0 CO-Construc Commercial Solid Waste Base $0 $0 $0 $0 $490,000 $0 $2,047,494 $490,000 CO-Construc Highway User Fund Base $0 $0 $0 $0 $1,325,000 $0 $1,325,000 CO-Construc Water Fund Base $0 $0 $0 $0 $368,000 $0 $368,000 CO-Construc Future GO Bonds CO-Construc Water Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $6,610,500 $123,000 $0 $0 $6,610,500 $123,000 CO-Construc Residential Solid Waste Base $0 $0 $0 $0 $3,140,000 $0 $3,140,000 CO-Construc Wastewater Fund Base $0 $0 $0 $0 $368,000 $0 $368,000 CO-Construc Wastewater Expansion Base $0 $0 $0 $0 $123,000 $0 $123,000 CB-Chargeba Water Fund Base $0 $0 $0 $0 $3,520 $0 $3,520 CB-Chargeba Water Expansion Base $0 $0 $0 $0 $1,173 $0 $1,173 CB-Chargeba Wastewater Fund CB-Chargeba Wastewater Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $3,520 $1,173 $0 $0 $3,520 $1,173 CB-Chargeba Highway User Fund Base $0 $0 $0 $0 $12,672 $0 $12,672 CB-Chargeba Commercial Solid Waste Base $0 $0 $0 $0 $4,693 $0 $4,693 CB-Chargeba Residential Solid Waste Base $0 $0 $0 $0 $30,037 $0 $30,037 CB-Chargeba Future GO Bonds Base $0 $0 $129,533 $0 $72,735 $0 $202,268 AT-Arts Water Fund Base $0 $0 $0 $0 $3,680 $0 $3,680 AT-Arts AT-Arts Wastewater Expansion Residential Solid Waste Base Base $0 $0 $0 $0 $0 $0 $0 $0 $1,230 $31,400 $0 $0 $1,230 $31,400 AT-Arts Wastewater Fund Base $0 $0 $0 $0 $3,680 $0 $3,680 AT-Arts Future GO Bonds Base $0 $0 $20,475 $0 $66,105 $0 $86,580 AT-Arts Water Expansion Base $0 $0 $0 $0 $1,230 $0 $1,230 AT-Arts Highway User Fund Base $0 $0 $0 $0 $13,250 $0 $13,250 AT-Arts Commercial Solid Waste Base Total Budget $0 $4,900 $0 $4,900 $0 $0 $0 $0 $0 $2,197,502 277 $0 $12,802,498 $0 $15,000,000 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Impact Fee Study Project Number: CD00007 Council District: All Project Location: Citywide Description: This study will update City impact fees. These fees should be updated every five years to ensure that 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 SY-Study SY-Study DIF - Parks DIF - Parks SY-Study SY-Study Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base Base $0 $0 $0 $0 $0 $0 $0 $0 $9,000 $9,000 $9,000 $9,000 $18,000 $18,000 DIF - Parks Base $0 $0 $0 $0 $9,000 $9,000 $18,000 DIF - Fire Base $0 $0 $0 $0 $9,000 $9,000 $18,000 SY-Study DIF - Law Enf Base $0 $0 $0 $0 $9,000 $9,000 $18,000 SY-Study DIF - Streets $0 $0 $0 $0 $53,200 $53,200 $106,400 $0 $0 $0 $0 $98,200 $98,200 $196,400 Base Total Budget 278 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities LED Lighting Retrofit Project Number: PW00514 Council District: All Project Location: Citywide Description: The City performed a preliminary energy audit of 23 city facilities in August 2015 to assess if there were potential energy savings and solar opportunities. This preliminary audit produced promising results, which then prompted city staff to move forward with the in-depth audit in October 2016. After careful financial analysis and extensive internal review, the city recommended moving forward with a light emitting diode (LED) lighting retrofit project in six out of the 23 city facilities due to the favorable payback results. The remaining facilities that were not considered - due to the longer payback period - were mostly driven by labor costs and technological considerations such as if the install included ballasts only or entire retrofit, wiring, and whether or not they are interior vs exterior, fixture size and location, etc. Staff proposes an alternative pathway to continuing to convert LED lighting throughout city facilities. Based on a previous a 2017 cost estimate, staff recommends retrofitting (utilizing in-house staff) the following facilities over a three-year period. By completing this project in-house, the city can save approximately 30%-40% in labor costs. Performing in-house (based on 30% labor costs), $1,417,326 or $472,442 per year for 3-year phase project. If the aforementioned projects come in below estimates, staff would like to continue to move forward with any remaining retrofits until the city is utilizing 100% LED technology. Proposed Buildings: •Interior DCSB (except engineering) •Interior PSAB (possibly exterior) •FS 194 (interior) •FS 195 (interior and exterior) •FS 197 (interior) •MOC (interior and exterior) Budget by Fiscal Year Carryover / Base FY 2020 EQ-Equipmen Municipal Office Comple Base Total Budget $472,442 $0 $0 $0 $0 $0 $472,442 $472,442 $0 $0 $0 $0 $0 $472,442 Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total MOC Site Lighting Improvements Project Number: PW00402 Council District: Acacia Project Location: Municipal Operations Center Description: A study of the current lighting at the MOC was completed in October 2016. This CIP in FY20 will provide improvements to the exterior lighting systems and reduce energy costs. The project will include engineering services, replacement of lighting fixtures with current technology LED lighting, and adding or replacing light poles to achieve a more uniformly lighted MOC yard. Budget by Fiscal Year Category Funding Source OT-Other Other Capital Carryover / Base FY 2020 Carryover Total Budget $380,000 $0 $0 $0 $0 $0 $380,000 $380,000 $0 $0 $0 $0 $0 $380,000 FY 2021 279 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Neighborhood and Human Services ADA Compliance Project Number: NH00006 Council District: Acacia Project Location: Various Description: This request will address ADA deficiencies at Sunrise Family Center, the Community Center and the Womens Club. Budget by Fiscal Year Category Funding Source OT-Other General Fund Carryover / Base FY 2020 Base Total Budget $75,000 $0 $0 $0 $0 $0 $75,000 $75,000 $0 $0 $0 $0 $0 $75,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Network Infrastructure Replacement - Beardsley WRF Project Number: IT00011 Council District: Willow Project Location: Beardsley Water Reclamation Facility Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure in the Beardsley Water Reclamation Facility will require replacement in FY20. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Base Total Budget $94,000 $0 $0 $0 $0 $0 $94,000 $94,000 $0 $0 $0 $0 $0 $94,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Network Infrastructure Replacement - Butler WRF Project Number: IT00013 Council District: Acacia Project Location: Butler Water Reclamation Facility Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Butler Water Reclamation Facility will require replacement in FY20. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Base Total Budget $94,000 $0 $0 $0 $0 $0 $94,000 $94,000 $0 $0 $0 $0 $0 $94,000 FY 2021 280 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - Fire Stations Project Number: IT00009 Council District: Various Project Location: Various Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment 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 FY20. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Carryover Total Budget $165,700 $0 $0 $0 $0 $0 $165,700 $165,700 $0 $0 $0 $0 $0 $165,700 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Network Infrastructure Replacement - Greenway WTP Project Number: IT00010 Council District: Palo Verde Project Location: Greenway Water Treatment Plant Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure in the Greenway Water Treatment Plant will require replacement in FY20. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Base Total Budget $94,000 $0 $0 $0 $0 $0 $94,000 $94,000 $0 $0 $0 $0 $0 $94,000 FY 2021 281 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - Jomax WTF Project Number: IT00012 Council District: Mesquite Project Location: Jomax Water Treatment Facility Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure in the Jomax Water Treatment Facility will require replacement in FY20. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Base Total Budget $70,000 $0 $0 $0 $0 $0 $70,000 $70,000 $0 $0 $0 $0 $0 $70,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Network Infrastructure Replacement - MOC Project Number: IT00014 Council District: Acacia Project Location: Municipal Operations Center Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment 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. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Base Total Budget $116,000 $0 $0 $0 $0 $0 $116,000 $116,000 $0 $0 $0 $0 $0 $116,000 FY 2021 282 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - Pioneer Park Project Number: IT00031 Council District: Acacia Project Location: Pioneer Community Park Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment 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 Pioneer Park will require replacement in FY20. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Base Total Budget $20,000 $0 $0 $0 $0 $0 $20,000 $20,000 $0 $0 $0 $0 $0 $20,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Network Infrastructure Replacement - Quintero WTF Project Number: IT00017 Council District: Mesquite Project Location: Quintero Water Treatment Facility Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Quintero Water Treatment Facility will require replacement in FY20. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Base Total Budget $64,000 $0 $0 $0 $0 $0 $64,000 $64,000 $0 $0 $0 $0 $0 $64,000 FY 2021 283 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - WiFi Project Number: IT00036 Council District: All Project Location: Citywide Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment and systems would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Network infrastructure equipment allowing wireless access in City facilities will require replacement in FY20. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Base Total Budget $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Network Infrastructure Replacement-Sunrise Library Project Number: IT00025 Council District: Ironwood Project Location: Sunrise Library Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment 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 Sunrise Mountain Library will require replacement in FY20. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 Base Total Budget $50,000 $0 $0 $0 $0 $0 $50,000 $50,000 $0 $0 $0 $0 $0 $50,000 FY 2021 284 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Peoria Center for Performing Arts Chiller Project Number: PW00080 Council District: Acacia Project Location: 10580 N. 83rd Drive Description: The Peoria Center for Performing Arts (PCPA) is 11 years old. It now requires refurbishment and enhancements to maintain a high quality level of performance and improvement of operational efficiencies. This request is for the chiller. The additional funds are required due to the increase in manufacturing and installation costs incurred by the additional time required for design and assessments. The installation of the the chiller can only be installed during a small window of time during the holiday season. Due to design requirements and long manufacturing lead times the installation must be deferred until December 2020. The cost increase is due to the increase in labor and material costs. Budget by Fiscal Year Carryover / Base FY 2020 Percent for the Arts Carryover $475,000 General Fund Carryover $524 Carryover Base $9,115 $63,569 Total Budget $548,208 Category Funding Source OT-Other OT-Other OT-Other General Fund EQ-Equipmen Percent for the Arts FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $524 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,115 $63,569 $0 $0 $0 $0 $0 $548,208 $475,000 Peoria Center for Performing Arts Storage Building Project Number: NH00002 Council District: Acacia Project Location: 10580 N. 83rd Drive Description: The storage unit provides architecturally compatible, enclosed 528 sf storage building located on the south side of the Peoria Center for Performing Arts. The facility will house theater equipment that currently crowds the performance venues, incurring violation notices during annual fire department inspections. The storage will also be used to house furniture, games, and stage equipment for the multitude of placemaking events in Old Town. This projects supports the arts and livability priorities of the Mayor and Council. The project includes the design, construction, development permits and fees, and internal project management expenses. Budget by Fiscal Year Category Funding Source DS-Design Percent for the Arts CO-Construc Percent for the Arts Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base Base $53,225 $217,696 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $53,225 $217,696 $270,921 $0 $0 $0 $0 $0 $270,921 Total Budget 285 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Peoria Center for the Performing Arts - ADA Study Project Number: NH00004 Council District: Acacia Project Location: 10580 N. 83rd Drive Description: This is a request to conduct an ADA Study at the Peoria Center for Performing Arts. Budget by Fiscal Year Category Funding Source SY-Study Percent for the Arts Carryover / Base FY 2020 Base Total Budget $70,000 $0 $0 $0 $0 $0 $70,000 $70,000 $0 $0 $0 $0 $0 $70,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Peoria Transit Center Project Number: PW00325 Council District: Acacia Project Location: 83rd Av & Peoria Av Description: The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a transit center located in 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 Outside Sources Base $0 CO-Construc Outside Sources Base $0 CB-Chargeba Outside Sources Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $156,575 $156,575 $0 $0 $0 $0 $2,367,371 $2,367,371 $0 $0 $0 $0 $0 $43,225 $43,225 $0 $0 $0 $0 $0 $2,567,171 $2,567,171 Public Safety Building Needs Project Number: PW00090 Council District: All Project Location: Various 1. Description: Paint Exterior of Individual Fire Stations: The exterior of Fire Stations 191 through 197 will be painted. This will include painted surfaces on building exteriors and wrought iron fencing/gates. ($10,000 * 7 Stations = $70,000) 2. PSAB Partial Roof Replacement: The flat roof above the PSAB Lobby, and associated flashing, will be replaced ($35,000) 3. Replace AC Units: Replace air conditioning units at Fire Stations 192 & 195 and evaporative coolers at multiple Fire Stations ($155,000) 4. PSAB Parking Garage Lighting Replacement: Replace lighting in PSAB parking garage ($45,000) Budget by Fiscal Year Category Funding Source EQ-Equipmen Municipal Office Comple Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base $200,000 $0 $0 $0 $0 $0 $105,000 $0 $0 $0 $0 $0 $105,000 $305,000 $0 $0 $0 $0 $0 $305,000 CO-Construc Municipal Office Comple Base Total Budget 286 Total $200,000 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Radio Subscriber Replacements Project Number: IT00018 Council District: Various Project Location: Citywide Description: The City's subscriber radio units deployed citywide will require replacement because they've reached the end of their life. Subscriber replacements began in FY16 and will continue through FY23. Budget by Fiscal Year Category Funding Source EQ-Equipmen IT Reserve Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base Total Budget $549,535 $549,535 $254,000 $254,000 $254,000 $254,000 $254,000 $254,000 $0 $0 $0 $0 Total $1,311,535 $1,311,535 Renovate Main Library Project Number: PW00509 Council District: Acacia Project Location: Peoria Municipal Complex Description: The Main Library, constructed in 1991, has had no major renovations or furniture replacements since its construction. This 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 2020 OT-Other GO Bonds 2019 Carryover $150,841 OT-Other GO Bonds 2019 CO-Construc GO Bonds 2019 Carryover Carryover $22,864 $200,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $150,841 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,864 $200,000 Future GO Bonds Base $200,000 $0 $0 $0 $0 $0 $200,000 CO-Construc Future GO Bonds Base $1,200,990 $1,200,990 $0 $0 $0 $0 $2,401,980 CB-Chargeba Future GO Bonds Base $0 $75,000 $0 $0 $0 $0 $75,000 $0 $12,010 $0 $0 $0 $0 $12,010 $1,774,695 $1,288,000 $0 $0 $0 $0 $3,062,695 DS-Design AT-Arts Future GO Bonds Base Total Budget 287 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Operational Facilities Roof Replacement Project Number: PW00150 Council District: Acacia Project Location: Peoria Municipal Complex 1. Description: Tech Center Roof Replacement: The Tech Center was constructed in 1992 and the roof is in excess of 27 years old. Recommend replacement of the Tech Center Roof in FY21. The replacement will include a complete replacement of the underlayment, new tiles, foam roofing, and flashing material. In FY2018, a serious leak near the main servers to the City was repaired ($350,000 FY20). 2. City Hall Roof Replacement: The City Hall roof will be in excess of 30 years old in FY25 when the replacement roof is recommended for restoration. The 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. ($1,411,000 FY25). Budget by Fiscal Year Category Funding Source CO-Construc Future GO Bonds AT-Arts Future GO Bonds Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Base $350,000 $0 $0 $0 $0 $1,396,890 $1,746,890 $0 $350,000 $0 $0 $0 $0 $0 $0 $0 $0 $13,969 $1,410,859 $13,969 $1,760,859 Base Total Budget Vistancia Radio Site Project Number: IT00034 Council District: Mesquite Project Location: Vistancia Description: Due to current radio system coverage that is less than sufficient in the northern area, an additional radio site is being requested in 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-Equipmen DIF - General Gov't EQ-Equipmen GO Bonds 2019 Carryover / Base FY 2020 Carryover $1,360,000 Carryover Total Budget $640,000 $2,000,000 $0 FY 2021 FY 2022 FY 2023 $0 $0 $0 $0 $0 288 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $0 $640,000 $0 $0 $0 $2,000,000 $1,360,000 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation 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 & Recreation Total - $87,629,486 $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY20 FY21 FY22 FY23 FY24 289 FY25 FY26 FY27 FY28 FY29 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 1000 - General Fund $3,299,657 $202,000 $0 $150,000 $0 $0 $3,651,657 4150 - Non-Bond Capital $142,500 $0 $0 $0 $0 $0 $142,500 4253 - GO Bonds 2019 $21,114,215 $0 $0 $0 $0 $0 $21,114,215 4254 - Future GO Bonds $3,712,707 $5,171,619 $3,987,190 $20,601,465 $0 $9,505,883 $42,978,864 4550 - Other Capital $11,462,101 $0 $0 $0 $0 $0 $11,462,101 4810 - Outside Sources $162,500 $0 $1,545,788 $0 $0 $0 $1,708,288 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 $32,922 $0 $0 $0 $0 $0 $32,922 $1,378,865 $0 $0 $0 $0 $0 $1,378,865 7915 - DIF - Open Space $103,960 $0 $0 $0 $0 $0 $103,960 7920 - DIF - Trails $316,114 $0 $0 $0 $0 $0 $316,114 7942 - DIF - Parks $1,750,000 $0 $0 $75,000 $0 $0 $1,825,000 7943 - DIF - Parks $2,840,000 $0 $0 $75,000 $0 $0 $2,915,000 $46,315,541 $5,373,619 $5,532,978 $20,901,465 $0 $9,505,883 $87,629,486 7910 - Citywide Park/Rec Facility Dev Total - Parks & Recreation 290 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $82,500 $2,343,334 $0 $0 $0 $0 $2,425,834 $0 $212,800 $0 $0 $0 $0 $212,800 Ball Field Lighting $340,150 $0 $0 $0 $0 $0 $340,150 Centennial Plaza Decades Walk Expansion 10-20 Yrs $168,297 $0 $0 $0 $0 $0 $168,297 Community Services Master Plan $150,000 $0 $0 $300,000 $0 $0 $450,000 Country Meadows Park Improvements $1,582,158 $0 $0 $0 $0 $0 $1,582,158 Inclusive Playground at Rio Vista Community Park $1,200,000 $0 $0 $0 $0 $0 $1,200,000 $200,000 $0 $0 $0 $0 $0 $200,000 $0 $0 $471,300 $0 $0 $0 $471,300 Neighborhood Parks Refresh Program $579,196 $0 $0 $0 $0 $0 $579,196 New River Trail - Happy Valley Rd to Jomax $0 $0 $0 $0 $0 $3,894,500 $3,894,500 New River Trail - Villa Lindo and Pinnacle Pk $0 $0 $0 $0 $0 $2,686,500 $2,686,500 $100,200 $210,300 $0 $0 $0 $0 $310,500 $1,074,439 $0 $0 $0 $0 $0 $1,074,439 $0 $0 $0 $212,800 $0 $0 $212,800 $33,373,321 $1,878,993 $2,004,388 $17,677,510 $0 $0 $54,934,212 $0 $0 $403,750 $0 $0 $0 $403,750 $1,643,000 $0 $0 $0 $0 $0 $1,643,000 Parks, Recreation, Community Fac ADA Compliance $255,000 $0 $0 $0 $0 $0 $255,000 Retention Basin Refresh Program $224,164 $0 $0 $0 $0 $0 $224,164 Rio Vista Skate Park $50,000 $202,000 $0 $0 $0 $0 $252,000 Senator McCain Vietnam Veterans Memorial Plaza $260,000 $0 $0 $0 $0 $0 $260,000 $0 $526,192 $2,073,967 $0 $0 $0 $2,600,159 $383,597 $0 $0 $0 $0 $0 $383,597 $0 $0 $579,573 $2,711,155 $0 $0 $3,290,728 $4,437,521 $0 $0 $0 $0 $0 $4,437,521 $0 $0 $0 $0 $0 $2,924,883 $2,924,883 99th Ave and Olive Trailhead AFR Trail; Jomax Rd to CAP & CAP to LPP Irrigation and Turf Improvements Program Mountain Trail Improvements New River Trail Connections New River Trail; Williams Rd to Happy Valley Rd NRT - Jomax Rd to CAP and CAP to LPP Paloma Community Park Paloma Community Park Trails Park and Recreation Facility Refurbishment Skunk Creek Multi-Use Path Sonoran Mountain Ranch Park Improvements Sunrise Mountain Trailhead The Meadows Neighborhood Park Trailhead at Vistancia 291 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Westwing Park - ADA Connection to Maya Way $211,998 $0 $0 $0 $0 $0 $211,998 $46,315,541 $5,373,619 $5,532,978 $20,901,465 $0 $9,505,883 $87,629,486 Total - Parks & Recreation 292 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation 99th Ave and Olive Trailhead Project Number: CS00088 Council District: Pine Project Location: 99th Av & Olive Av Description: This project is for design and construction of an access point to the New River Trail system with comfort facilities such as a shade 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. A $165,000 US EPA Brownfield assessment grant was received in FY 2019 and will fund environmental assessment professional services prior to any final land acquisition. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 OT-Other Outside Sources Carryover CO-Construc Future GO Bonds AT-Arts Future GO Bonds FY 2021 FY 2022 FY 2023 $82,500 $0 $0 $0 $2,320,133 $0 Base Base Total Budget Operating Impacts FY 2024 FY 25-29 Total $0 $0 $0 $82,500 $0 $0 $0 $2,320,133 $0 $23,201 $0 $0 $0 $0 $23,201 $82,500 $2,343,334 $0 $0 $0 $0 $2,425,834 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Non-Pers OPS $15,000 $15,000 $15,000 $15,000 $15,000 $60,000 $135,000 Total Operating Impacts $15,000 $15,000 $15,000 $15,000 $15,000 $60,000 $135,000 Total AFR Trail; Jomax Rd to CAP & CAP to LPP Project Number: CS00176 Council District: Mesquite Project Location: Along the Agua Fria Corridor Description: This project provides for the solicitation for hiring a qualified consultant to provide services for preparing a Design Concept Report (DCR) for a regional trail along the east side of the Agua Fria River from Jomax Road to the Central Arizona Project (CAP) canal and along the CAP t0 Lake Pleasant Pkwy and the Maricopa Trail. The primary purpose of this section of the Agua Fria Trail is to continue and provide a safe, convenient, and functional transportation link for pedestrians and bicyclists who seek to utilize non-motorized modes of transportation to meet their regular travel needs and for recreational purposes. Under the scope of this project a consultant and City staff will work with area stakeholders, land owners, developers, FCDMC, USACOE, city departments, and utility companies to access the feasibility of various trail alternatives and refine the plan for one alternative and complete an in-depth evaluation of the approximate impacts, costs and prepare concept level 15% plans. Following completion of the DCR, staff will submit a request for consideration in the 10 year CIP for programming design, land acquisition and construction funding. Budget by Fiscal Year Category Funding Source SY-Study Future GO Bonds CB-Chargeba Future GO Bonds Carryover / Base Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $200,000 $12,800 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $12,800 $0 $212,800 $0 $0 $0 $0 $212,800 293 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Ball Field Lighting Project Number: CS00195 Council District: Mesquite Project Location: 95th Av & Williams Rd Description: This is a request for multi-use field lighting in Northern Peoria as parks are developed. A current site under review is the Meadows Park which will be next to a potential future school site. Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc GO Bonds 2019 CO-Construc Future GO Bonds Carryover Base Total Budget Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $300,000 $40,150 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $300,000 $40,150 $340,150 $0 $0 $0 $0 $0 $340,150 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Non-Pers OPS $16,000 $16,000 $16,000 $16,000 $16,000 $64,000 $144,000 Total Operating Impacts $16,000 $16,000 $16,000 $16,000 $16,000 $64,000 $144,000 Centennial Plaza Decades Walk Expansion 10-20 Yrs Project Number: CS00229 Council District: Acacia Project Location: Peoria Municipal Complex Description: This project entails a hardscape only extension of the Centennial Plaza Decades Walk to the next 10-20 year increment. This extension will encroach into the existing concrete fire lane and presumes the creation of a traffic rated profile for heavier delivery trucks and fire apparatus. Budget by Fiscal Year Category Funding Source DS-Design General Fund CO-Construc General Fund Carryover / Base Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $37,814 $0 $0 $0 $0 $0 $37,814 $130,483 $0 $0 $0 $0 $0 $130,483 $168,297 $0 $0 $0 $0 $0 $168,297 294 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Community Services Master Plan Project Number: CS00067 Council District: Citywide Project Location: Citywide Description: This project is a request to update the comprehensive Community Services Master Plan (CSMP) to guide and assist with 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 Spring 2019. Budget by Fiscal Year Carryover / Base FY 2020 Other Capital Carryover $150,000 $0 $0 $0 $0 $0 $150,000 DIF - Parks Base $0 $0 $0 $75,000 $0 $0 $75,000 SY-Study DIF - Parks Base $0 $0 $0 $75,000 $0 $0 $75,000 SY-Study General Fund $0 $0 $0 $150,000 $0 $0 $150,000 $150,000 $0 $0 $300,000 $0 $0 $450,000 Category Funding Source SY-Study SY-Study Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Country Meadows Park Improvements Project Number: CS00203 Council District: Pine Project Location: W. Butler Dr. & N. 111th Ave. Description: 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. 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 Spring 2019. Budget by Fiscal Year Funding Source Carryover / Base CO-Construc Future GO Bonds CO-Construc Future GO Bonds Category FY 2020 FY 2021 FY 2022 FY 2023 Carryover $191,690 $0 $0 $0 $0 $0 $191,690 Base Total Budget $1,390,468 $0 $0 $0 $0 $0 $1,390,468 $1,582,158 $0 $0 $0 $0 $0 $1,582,158 295 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Inclusive Playground at Rio Vista Community Park Project Number: CS00205 Council District: Palo Verde Project Location: Rio Vista Community Park Description: This is a request to install/replace inclusive/accessible play areas at Rio Vista Community Park. This request expands the amenties offered to an expanded population. Budget by Fiscal Year Category Funding Source CO-Construc Future GO Bonds Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base Total Budget $1,200,000 $1,200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $1,200,000 $1,200,000 Irrigation and Turf Improvements Program Project Number: CS00208 Council District: Acacia Project Location: Citywide 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 Park site would be Roundtree Ranch. Budget by Fiscal Year Category Funding Source OT-Other General Fund Carryover / Base FY 2020 Carryover Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 $200,000 $0 $0 $0 $0 $0 $200,000 FY 2021 296 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Mountain Trail Improvements Project Number: CS00217 Council District: Mesquite Project Location: Sunrise and Westwing Mountains Description: This is a request to fund improvements to existing soft surface trails on Sunrise Mountain and Westwing Mountain. Funds will provide resources to enhance the safety and sustainability of our preserve areas. In addition to soft surface trail improvements, funds will also be utilized to eliminate wildcat trails and improve drainage impacts on designated trails. Our designated trails will also be more prominent with improvements which will reduce the wildcat trails that impact the preservation of our natural areas. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total CO-Construc Future GO Bonds Base $0 $0 $430,000 $0 $0 $0 $430,000 CB-Chargeba Future GO Bonds Base $0 $0 $37,000 $0 $0 $0 $37,000 $0 $0 $4,300 $0 $0 $0 $4,300 $0 $0 $471,300 $0 $0 $0 $471,300 AT-Arts Future GO Bonds Base Total Budget Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Non-Personnel $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 Total Operating Impacts $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 Total Neighborhood Parks Refresh Program Project Number: CS00019 Council District: Project Location: Various Description: Partial renovation/refresh of existing City maintained neighborhood parks. Landscape renovations to include heavy vegetative 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 sissoo trees away from sidewalks and replanting with an appropriate species that won't impact walkways. The parks to be refurbished in FY 20 would be Alta Vista Park and Deer Village. Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 General Fund Carryover $270,000 $0 $0 CO-Construc General Fund Base Total Budget $309,196 $579,196 $0 $0 $0 $0 Category Funding Source OT-Other 297 FY 2024 FY 25-29 Total $0 $0 $0 $270,000 $0 $0 $0 $0 $0 $0 $309,196 $579,196 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation New River Trail - Happy Valley Rd to Jomax Project Number: CS00165 Council District: Mesquite Project Location: New River - South of HVR to Jomax Rd (East Side) Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, construction and construction administration for the New River trail along the east side of New River extending from south of Happy Valley Rd to Jomax Rd . The improvements will include: clearing and grubbing coonstruction of 12' wide concrete trail with an 8' soft trail and 2' shoulders, pedestrian bridges, drainage facilities, environmental clearances and hydroseeding. 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 LA-Land Future GO Bonds DS-Design Future GO Bonds CO-Construc Future GO Bonds CB-Chargeba Future GO Bonds Base Base AT-Arts Future GO Bonds FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Base $0 $0 $0 $0 $0 $1,400,000 $1,400,000 Base $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $222,000 $2,000,000 $222,000 Base Total Budget Operating Impacts Total Operating Impacts $0 $0 $0 $0 $0 $22,500 $22,500 $0 $0 $0 $0 $0 $3,894,500 $3,894,500 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $0 $0 $17,833 $89,165 $106,998 $0 $0 $0 $0 $17,833 $89,165 $106,998 298 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation New River Trail - Villa Lindo and Pinnacle Pk Project Number: CS00196 Council District: Willow Project Location: West Side New River; Pinnacle Pk Rd to Happy Valley Rd Description: This project provides for the coordination with adjacent property owners, public involvement, a study phase which will include: assessing the feasibility of various trail alignment alternatives, identifying amenities, trail easements, 404 issues, environmental issues, archeological issues. The study will refine the plan for one alternative and complete an in-depth evaluation of the approximate costs and impacts and prepare concept level 15% plans. The project also includes the design, ROW acquisition, utility coordination, utility relocation, extending utilities, construction and construction administration for two sections of New River Trail: 1) approximately 1,800 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, a 8' wide soft trail, and the construction of a 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 SY-Study FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Future GO Bonds Base $0 $0 $0 $0 $0 $160,000 $160,000 DS-Design Future GO Bonds CO-Construc Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $2,100,000 $250,000 $2,100,000 CB-Chargeba Future GO Bonds Base $0 $0 $0 $0 $0 $153,000 $153,000 $0 $0 $0 $0 $0 $23,500 $23,500 $0 $0 $0 $0 $0 $2,686,500 $2,686,500 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $188,000 $188,000 $0 $0 $0 $0 $0 $188,000 $188,000 AT-Arts Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts 299 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation New River Trail Connections Project Number: CS00202 Council District: All Project Location: Citywide Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, construction and construction administration for 7 trail connections between existing developments and the New River Trail System throughout the City. The improvements will include: clearing and grubbing, grading, construction of new sections of trail connecting the New River Trail System to adjacent development. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source CO-Construc Future GO Bonds Carryover / Base FY 2020 Base Total Budget $100,200 $210,300 $0 $0 $0 $0 $310,500 $100,200 $210,300 $0 $0 $0 $0 $310,500 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $5,000 $5,000 $5,000 $25,000 $40,000 $0 $0 $5,000 $5,000 $5,000 $25,000 $40,000 Operating Impacts Total Operating Impacts FY 2021 300 FY 2022 FY 2023 FY 2024 FY 25-29 Total Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation 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 Description: New River Trail; Williams Rd to Happy Valley Rd. This project is separated into 2 Phases; Phase 1 - Williams Rd to Pinnacle Pk 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. The trail project is scheduled to commence construction in October 2018 and be completed by March 2019. 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 south of 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. The design and land acquistion phases of the trail is in progress. Budget by Fiscal Year Category Funding Source LA-Land DIF - Trails LA-Land Non-Bond Capital CO-Construc DIF - Trails CO-Construc GO Bonds 2019 CO-Construc DIF - Trails CO-Construc DIF - Open Space CO-Construc Future GO Bonds Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 Carryover $20,611 $0 $0 Carryover $142,500 $0 $0 Carryover $250,000 $0 Carryover Base $105,263 $45,503 $0 $0 Base $103,960 $0 $406,602 $0 $1,074,439 Base Total Budget Operating Impacts Personal OPS FY 2024 FY 25-29 Total $0 $0 $0 $20,611 $0 $0 $0 $142,500 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $0 $0 $105,263 $45,503 $0 $0 $0 $0 $103,960 $0 $0 $0 $0 $406,602 $0 $0 $0 $0 $0 $1,074,439 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $46,914 $46,914 $46,914 $46,914 $46,914 $187,656 $422,226 Non-Pers OPS $40,010 $62,032 $62,032 $62,032 $62,032 $310,160 $598,298 Total Operating Impacts $86,924 $108,946 $108,946 $108,946 $108,946 $497,816 $1,020,524 301 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation NRT - Jomax Rd to CAP and CAP to LPP Project Number: CS00162 Council District: Mesquite Project Location: New River - Jomax Rd to CAP and along CAP to LPP Description: This project (CS00162) provides for the coordination and preparation of a Design Concept Report (DCR) for constructing a regional trail along the east side of the New River from Jomax Rd to the Central Arizona Project (CAP) canal and along the CAP to Lake Pleasant Parkway. Under the scope of this project a consultant and City staff will work with area stakeholders, land owners, adjacent property owners, developers, CAP, FCDMC, USACOE, city departments, and utility companies to assess the feasibility of various trail alternatives, identify amenities, trail easements, 404 issues, environmental issues, archeological issues, refine the plan for one alternative and complete an in-depth evaluation of the approximate impacts, costs and prepare concept level 15% plans. Upon completion of the study, staff will program the funding for design, land acquisition and construction to be considered in the 10 year CIP. Budget by Fiscal Year Category Funding Source SY-Study Future GO Bonds CB-Chargeba Future GO Bonds Carryover / Base Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $0 $0 $0 $0 $200,000 $12,800 $0 $0 $0 $0 $200,000 $12,800 $0 $0 $0 $212,800 $0 $0 $212,800 302 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Paloma Community Park Project Number: CS00059 Council District: Mesquite Project Location: Lake Pleasant Parkway at Dixileta Dr. Description: This is a request to fund the development of a community park in the northern portion of Peoria. In FY 2015, a study was conducted that concluded that the New River Dam impoundment area near Lake Pleasant Parkway and Dixileta Drive was the most viable location for the next community park. The study evaluated multiple parcels and analyzed landform factors, infrastructure requirements, and costs of acquisition. Park test fit concepts were presented to the public in early 2016 in a series of public meetings. Park amenities will be similar to those offered at Rio Vista and Pioneer Community Parks including lighted fields, playgrounds, ball courts, a fishing lake, and a possible trailhead. Funding will be used for expenses related to, design, construction, development fees, outside agency and public utility agreements, and park related capital equipment costs. A future phase of development (not funded) includes a recreation center and pool. Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 EQ-Equipmen DIF - Parks CO-Construc DIF - Parks Carryover Carryover $1,500,000 $2,840,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 CO-Construc DIF - Parks Carryover $250,000 $0 $0 $0 $0 $0 $250,000 CO-Construc Citywide Park/Rec Facilit Carryover $1,378,865 $0 $0 $0 $0 $0 $1,378,865 Category Funding Source Total $1,500,000 $2,840,000 CO-Construc NeighPkDevl Fees - Z2 P Carryover $32,922 $0 $0 $0 $0 $0 $32,922 CO-Construc Other Capital Carryover $10,000,000 $0 $0 $0 $0 $0 $10,000,000 CO-Construc GO Bonds 2019 Carryover $371,534 $0 $0 $0 $0 $0 $371,534 CO-Construc GO Bonds 2019 EQ-Equipmen Future GO Bonds Carryover Base $17,000,000 $0 $0 $0 $0 $0 $0 $555,300 $0 $0 $0 $0 $17,000,000 $555,300 Future GO Bonds Base $0 $1,746,864 $0 $0 $0 $0 $1,746,864 CO-Construc Future GO Bonds Base $0 $0 $1,871,018 $16,839,158 $0 $0 $18,710,176 CB-Chargeba Future GO Bonds Base $0 $114,660 $114,660 $114,660 $0 $0 $343,980 $0 $17,469 $18,710 $168,392 $0 $0 $204,571 $33,373,321 $1,878,993 $2,004,388 $17,677,510 $0 $0 $54,934,212 Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Personal OPS $806,088 $806,088 $806,088 $968,407 $968,407 $4,842,035 $9,197,113 $5,393,555 $9,760,348 DS-Design AT-Arts Future GO Bonds Base Total Budget Non-Pers OPS Total Operating Impacts $736,457 $736,457 $736,457 $1,078,711 $1,078,711 $1,542,545 $1,542,545 $1,542,545 $2,047,118 $2,047,118 $10,235,590 $18,957,461 303 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Paloma Community Park Trails Project Number: CS00218 Council District: Mesquite Project Location: Paloma Community Park Description: This is a request to fund improvements to trails that will connect Westwing Mountain and Paloma Community Park. In addition, it is anticipated that within the IGA with Maricopa County Flood Control District and the City of Peoria for Paloma Community Park we will be issued a recreational use easement for the open space between Paloma Community Park and Sonoran Mt. Ranch Park. Within this parcel there are existing wildcat trails that exist because of non-permitted use. These funds will provide the resource to better define a trails system. With the recreational use easement, the City of Peoria will have a unique recreational asset that not many cities have. These trail improvements will provide the connectivity of Sunrise Mt. to Westwing Mt., Westwing Mt. to Paloma Community Park, Paloma Community Park to Sonoran Mt. Ranch Park, and Sonoran Mt. Ranch Park to Eastwing Mt. Budget by Fiscal Year Category Funding Source Carryover / Base SY-Study DS-Design Future GO Bonds Future GO Bonds CO-Construc Future GO Bonds AT-Arts Future GO Bonds FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base Base $0 $0 $0 $0 $25,000 $75,000 $0 $0 $0 $0 $0 $0 $25,000 $75,000 Base $0 $0 $300,000 $0 $0 $0 $300,000 $0 $0 $3,750 $0 $0 $0 $3,750 $0 $0 $403,750 $0 $0 $0 $403,750 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $33,272 $33,272 $33,272 $166,360 $266,176 Base Total Budget Operating Impacts Personnel Total Non-Personnel $0 $0 $50,000 $50,000 $50,000 $250,000 $400,000 Total Operating Impacts $0 $0 $83,272 $83,272 $83,272 $416,360 $666,176 Park and Recreation Facility Refurbishment Project Number: CS00185 Council District: Project Location: Various Description: This funding will be used for asset replacement and maintenance projects based on operational priority, such as pool maintenance, park refurbishment, refurbishment of practice fields and turf, landscape features, trail improvements and repairs, asset replacement such as playground equipment, fitness equipment, library checkout machines and air conditioning units, and Parks, Recreation and Community Facility building maintenance and improvements such as paint, furniture and flooring replacements. Budget by Fiscal Year Category Funding Source CO-Construc General Fund OT-Other General Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 Carryover $143,000 $0 $0 $0 $0 $0 $143,000 Base Total Budget $1,500,000 $1,643,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,500,000 $1,643,000 304 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Parks, Recreation, Community Fac ADA Compliance Project Number: CS00177 Council District: All Project Location: Citywide Description: Title II of the Americans with Disabilities Act (ADA) requires that all municipal sites and facilities be evaluated for accessibility to the programs and services provided, including those that existed before 1992. In September 2010, the Department of Justice published a new ADA Title II regulation that included new accessibility standards known as the “2010 ADA Standards for Accessible Design”. The City of Peoria is required to use these new “2010 ADA Standards for Accessible Design” to evaluate all existing sites. Budget by Fiscal Year Category Funding Source CO-Construc General Fund Carryover / Base FY 2020 Carryover Total Budget $255,000 $0 $0 $0 $0 $0 $255,000 $255,000 $0 $0 $0 $0 $0 $255,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Retention Basin Refresh Program Project Number: CS00004 Council District: Project Location: Various Description: Partial renovation or refresh of existing storm water retention basins owned by the City based on a prioritized ranking of current 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. 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. The majority of the vegetative refurbishment will occur 20-30 feet off the boundary property lines. The priorities will be based on the prioritized list. Budget by Fiscal Year Category Funding Source OT-Other General Fund CO-Construc General Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 Carryover $15,000 $0 $0 Base Total Budget $209,164 $0 $0 $224,164 $0 $0 305 FY 2024 FY 25-29 Total $0 $0 $0 $15,000 $0 $0 $0 $209,164 $0 $0 $0 $224,164 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Rio Vista Skate Park Project Number: CS00215 Council District: Palo Verde Project Location: Rio Vista Community Park Description: This project entails the completion of a structural study for the existing skate park to investigate and determine solutions for vertical and horizontal cracking in concrete throughout the entire surface. The intent of the study is to determine if the continuation of crack repairs are sustainable long term or if it is needed to alter design elements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total SY-Study General Fund Base $25,000 $0 $0 $0 $0 $0 DS-Design General Fund Base $25,000 $0 $0 $0 $0 $0 $25,000 CO-Construc General Fund Base $0 $200,000 $0 $0 $0 $0 $200,000 AT-Arts General Fund Base Total Budget $25,000 $0 $2,000 $0 $0 $0 $0 $2,000 $50,000 $202,000 $0 $0 $0 $0 $252,000 Senator McCain Vietnam Veterans Memorial Plaza Project Number: CS00223 Council District: Mesquite Project Location: Rio Vista Community Park Description: This is a request for the final design and construction of enhanced seating, sponsor recognition, landscape and natural shade enhancements at the newly named Senator John McCain Vietnam Veterans Plaza, located around the Huey Helicopter display at the Peoria Veterans Memorial, Rio Vista Park. Project completion is planned for dedication at the 2019 Veterans Memorial Services on Monday, November 11, 2019. Proposed budget includes capacity for the receipt of sponsorship funding from business and individual community members. The Peoria Veterans Memorial Board has reviewed and supports the design concepts and will lend to the community awareness and fundraising campaign. Budget by Fiscal Year Category Funding Source DS-Design General Fund CO-Construc Outside Sources CO-Construc General Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base $20,000 $0 $0 $0 $0 $0 Base $80,000 $0 $0 $0 $0 $0 $80,000 $160,000 $0 $0 $0 $0 $0 $160,000 $260,000 $0 $0 $0 $0 $0 $260,000 Base Total Budget 306 Total $20,000 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Skunk Creek Multi-Use Path Project Number: CS00146 Council District: Willow Project Location: 73rd Av to 83rd Av Description: This project entails the design and construction of the Skunk Creek Multi-use Path which will provide missing connections to the 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 FY 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 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $0 $223,032 $1,545,788 DS-Design Future GO Bonds CO-Construc Outside Sources Base Base $0 $0 $223,032 $0 $0 $1,545,788 CO-Construc Future GO Bonds Base $0 $239,060 $464,059 $0 $0 $0 $703,119 CB-Chargeba Future GO Bonds Base $0 $59,479 $59,479 $0 $0 $0 $118,958 $0 $4,621 $4,641 $0 $0 $0 $9,262 $0 $526,192 $2,073,967 $0 $0 $0 $2,600,159 AT-Arts Future GO Bonds Base Total Budget Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Non-Pers OPS $0 $0 $20,000 $20,000 $20,000 $80,000 $140,000 Total Operating Impacts $0 $0 $20,000 $20,000 $20,000 $80,000 $140,000 Total Sonoran Mountain Ranch Park Improvements Project Number: CS00204 Council District: Mesquite Project Location: N. Chaffen Blvd & W. Miner Trail Description: 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. 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 Funding Source Carryover / Base CO-Construc Future GO Bonds CO-Construc Future GO Bonds Category FY 2020 FY 2021 FY 2022 FY 2023 Carryover $46,476 $0 $0 Base Total Budget $337,121 $0 $0 $383,597 $0 $0 307 FY 2024 FY 25-29 Total $0 $0 $0 $46,476 $0 $0 $0 $337,121 $0 $0 $0 $383,597 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Sunrise Mountain Trailhead Project Number: CS00206 Council District: Mesquite Project Location: 91st and Happy Valley rd Description: The project entails the design and construction of a trailhead, semi-improved mountain trail, restroom building and related parking and resting node appurtenances at Sunrise Mountain. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $10,500 $0 $0 $0 $0 LA-Land Future GO Bonds EQ-Equipmen Future GO Bonds Base Base $0 $0 $0 $0 $1,000 $0 DS-Design Total $1,000 $10,500 Future GO Bonds Base $0 $0 $539,250 $0 $0 $0 $539,250 CO-Construc Future GO Bonds Base $0 $0 $0 $2,640,322 $0 $0 $2,640,322 CB-Chargeba Future GO Bonds Base $0 $0 $33,930 $33,930 $0 $0 $67,860 $0 $0 $5,393 $26,403 $0 $0 $31,796 $0 $0 $579,573 $2,711,155 $0 $0 $3,290,728 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Personnel $0 $0 $0 $0 $33,272 $166,360 $199,632 Non-Personnel $0 $0 $0 $0 $50,000 $250,000 $300,000 Total Operating Impacts $0 $0 $0 $0 $83,272 $416,360 $499,632 AT-Arts Future GO Bonds Base Total Budget Operating Impacts The Meadows Neighborhood Park Project Number: CS00086 Council District: Ironwood Project Location: Northern Camino a Lago Area (south of Pinnacle Peak Rd.) Description: This project involves development of a neighborhood park in the North section of the Camino a Lago site (The Meadows). This project includes land acquisition, design and construction of a 10-acre neighborhood park with typical amenities such as playgrounds, picnic shelters, hard court surfacing, landscaping, restroom, lighted multi-use fields, etc. Budget by Fiscal Year Category Funding Source CO-Construc Other Capital CO-Construc GO Bonds 2019 Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Carryover $1,100,103 $0 $0 $0 $0 $0 $1,100,103 Carryover Total Budget $3,337,418 $4,437,521 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,337,418 $4,437,521 Operating Impacts Total FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Personal OPS $46,914 $46,914 $46,914 $46,914 $46,914 $187,656 $422,226 Non-Pers OPS Capital OPS $115,370 $28,500 $115,370 $0 $115,370 $0 $115,370 $0 $115,370 $0 $461,480 $0 $1,038,330 $28,500 Total Operating Impacts $190,784 $162,284 $162,284 $162,284 $162,284 $649,136 $1,489,056 308 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Parks & Recreation Trailhead at Vistancia Project Number: CS00159 Council District: Mesquite Project Location: Vistancia Description: This project will provide funding to construct a Type I trailhead near White Peak mountain in Vistancia North to provide access to 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 LA-Land Future GO Bonds DS-Design Future GO Bonds FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Base $0 $0 $0 $0 $0 $404,000 $404,000 Base $0 $0 $0 $0 $0 $332,649 $332,649 CO-Construc Future GO Bonds Base $0 $0 $0 $0 $0 $2,068,329 $2,068,329 CB-Chargeba Future GO Bonds Base $0 $0 $0 $0 $0 $95,896 $95,896 $0 $0 $0 $0 $0 $24,009 $24,009 $0 $0 $0 $0 $0 $2,924,883 $2,924,883 AT-Arts Future GO Bonds Base Total Budget Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Non-Pers OPS $0 $0 $0 $32,900 $32,900 $164,500 $230,300 Total Operating Impacts $0 $0 $0 $32,900 $32,900 $164,500 $230,300 Westwing Park - ADA Connection to Maya Way Project Number: CS00230 Council District: Mesquite Project Location: Westwing Park and Maya Way Description: This project provides for the coordination with City departments, adjacent property owners, public involvement, design, utility coordination, utility relocation, construction and construction administration for the construction of a ADA ramp and an 8-foot wide concrete path extending from Maya Way to the Westwing Park sidewalk along the west side of the parking lot. The improvements will include: clearing and grubbing, grading, saw cut along existing pavement, install new pavement, concrete path, decomposed granite, a handicap ramp, restore landscape and irrigation system and striping and signage. This project may also require processing of utility company (APS, Cox, Centurylink, SRP. EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Other Capital CO-Construc Other Capital Carryover / Base Base Base Total Budget Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $28,435 $0 $0 $0 $0 $0 $28,435 $183,563 $0 $0 $0 $0 $0 $183,563 $211,998 $0 $0 $0 $0 $0 $211,998 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Personnel $0 $760 $760 $760 $760 $3,800 Non-Personnel $0 $830 $830 $830 $830 $4,150 $7,470 Total Operating Impacts $0 $1,590 $1,590 $1,590 $1,590 $7,950 $14,310 309 Total $6,840 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Public Safety Peoria’s public safety functions include not only the Police and Fire-Medical 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 Fire Department’s mobile and portable radios, replacement of the self-contained breathing apparatus, expansion of the dorm at Fire Station No. 2, and installation of an emergency-only traffic signal at Fire Station No. 7. Public Safety Total - $4,786,040 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY20 FY21 FY22 FY23 FY24 310 FY25 FY26 FY27 FY28 FY29 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Public Safety Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 1000 - General Fund $1,922,000 $0 $0 $0 $0 $0 $1,922,000 $244,735 $0 $0 $0 $0 $0 $244,735 $2,000,000 $0 $0 $0 $0 $0 $2,000,000 $110,000 $509,305 $0 $0 $0 $0 $619,305 $4,276,735 $509,305 $0 $0 $0 $0 $4,786,040 4254 - Future GO Bonds 4550 - Other Capital 7935 - DIF - Fire Total - Public Safety 311 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Public Safety Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Fire Station No. 2 Dorm Expansion $244,735 $0 $0 $0 $0 $0 $244,735 Fire Station No. 7 Jomax Emergency Traffic Signal $110,000 $509,305 $0 $0 $0 $0 $619,305 Fire Support Services Building Fiber Installation $157,000 $0 $0 $0 $0 $0 $157,000 Mobile and Portable Radios Replacement $2,000,000 $0 $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 $4,276,735 $509,305 $0 $0 $0 $0 $4,786,040 312 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 2 Dorm Expansion Project Number: FD00011 Council District: Ironwood Project Location: 18500 N. 89th Ave. Description: This project entails the expansion of Peoria Fire-Medical Station No. 2 to include four to six dorm rooms, additional crew office, secure surface parking, medical supply storage and a remote mid-height apparatus bay for the low acuity unit. Fire Station No. 2 was constructed in 2004 and capital budget limitations led to the need to phase the station's dorm capacity with growth in services. The expansion of the station will also entail modifications to existing site retention and landscaping. Additional City project expenses include expanded IT infrastructure, alarm radio system expansion, and dorm furnishings. Budget by Fiscal Year Category Funding Source OT-Other Future GO Bonds DS-Design Future GO Bonds Carryover / Base Base Base Total Budget Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $46,868 $0 $0 $0 $0 $0 $46,868 $197,867 $0 $0 $0 $0 $0 $197,867 $244,735 $0 $0 $0 $0 $0 $244,735 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Non-Personnel $0 $0 $27,000 $27,000 $27,000 $135,000 $216,000 Total Operating Impacts $0 $0 $27,000 $27,000 $27,000 $135,000 $216,000 Fire Station No. 7 Jomax Emergency Traffic Signal Project Number: FD13101 Council District: Mesquite Project Location: Jomax Rd at 77th Av Alignment Description: The Jomax Fire Station #7 Emergency Traffic Signal project includes the design, land acquisition, and cosntruction of an emergency (only) traffic 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. Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 DIF - Fire DIF - Fire Base Base $30,000 $80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,000 $80,000 CO-Construc DIF - Fire Base $0 $480,500 $0 $0 $0 $0 $480,500 $0 $0 $24,000 Category Funding Source LA-Land DS-Design CB-Chargeba DIF - Fire AT-Arts DIF - Fire Base Base Total Budget Operating Impacts Total Operating Impacts Total $0 $24,000 $0 $0 $0 $4,805 $0 $0 $0 $0 $4,805 $110,000 $509,305 $0 $0 $0 $0 $619,305 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $40 $40 $40 $200 $320 $0 $0 $7,000 $7,000 $7,000 $35,000 $56,000 $0 $0 $7,040 $7,040 $7,040 $35,200 $56,320 313 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Public Safety Fire Support Services Building Fiber Installation Project Number: FD00020 Council District: Acacia Project Location: 8557 N. 78th Ave Description: This project will fund the installation of a singlemode 48 strand fiber optic cable between the City's current fiber network to the Fire Support Services Building. Connecting the building via fiber cable will improve user productivity through better network connection and performance. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total OT-Other General Fund Base $10,000 $0 $0 $0 $0 $0 DS-Design General Fund Base $16,000 $0 $0 $0 $0 $0 $16,000 $131,000 $0 $0 $0 $0 $0 $131,000 $157,000 $0 $0 $0 $0 $0 $157,000 CO-Construc General Fund Base Total Budget $10,000 Mobile and Portable Radios Replacement Project Number: FD00014 Council District: All Project Location: Citywide Description: The Fire-Medical Department is replacing the entire existing radio inventory including 146 portable (handheld) and 40 mobile (vehicle) 800 MHz radios due to age and compatibility with other equipment. Budget by Fiscal Year Category Funding Source EQ-Equipmen Other Capital Carryover / Base FY 2020 Base Total Budget $2,000,000 $0 $0 $0 $0 $0 $2,000,000 $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Non-Pers OPS $0 $9,300 $9,300 $9,300 $9,300 $46,500 $83,700 Total Operating Impacts $0 $9,300 $9,300 $9,300 $9,300 $46,500 $83,700 314 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Public Safety Self-Contained Breathing Apparatus Project Number: FD00017 Council District: All Project Location: Citywide SelfDescription: Contained Breathing Apparatus have a safe usable lifespan of approximately ten years. Our current SCBA's were purchased in 2009. With new technology comes increased safety and reliability, in addition to an improved external communication component for the end user (the firefighter). Budget by Fiscal Year Category Funding Source EQ-Equipmen General Fund Carryover / Base FY 2020 Carryover Total Budget $1,765,000 $0 $0 $0 $0 $0 $1,765,000 $1,765,000 $0 $0 $0 $0 $0 $1,765,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Non-Pers OPS $25,000 $25,000 $25,000 $25,000 $25,000 $100,000 $225,000 Total Operating Impacts $25,000 $25,000 $25,000 $25,000 $25,000 $100,000 $225,000 315 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets and Traffic Control Transportation-related issues are a high priority for the City of Peoria. The Capital Improvement Program addresses traffic congestion by constructing new roadways, adding lanes to existing roadways, widening intersections, and enhancing traffic management systems. The maintenance and preservation of roadways is an important component of the program, which provides the necessary resources for scheduled pavement maintenance applications throughout the city. Transportation projects in the city’s 10-year plan are funded from operating revenues, general obligation bonds, development impact fees, the city’s three-tenths of a cent transportation sales tax, and reimbursements from Maricopa County’s half-cent transportation sales tax. Major projects in the plan include the widening of Happy Valley Parkway from Lake Pleasant Parkway to Loop 303, extending Jomax Road from Vistancia Blvd to the Loop 303, Pinnacle Peak improvements from 91st Avenue to Lake Pleasant Parkway, and median improvements at the Peoria Auto District. Streets & Traffic Control Total - $171,778,450 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY20 FY21 FY22 FY23 FY24 316 FY25 FY26 FY27 FY28 FY29 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 1210 - Half Cent Fund $1,204,064 $0 $0 $0 $0 $0 $1,204,064 2050 - Water Fund $800,000 $0 $0 $0 $0 $0 $800,000 4150 - Non-Bond Capital $475,347 $0 $0 $0 $0 $0 $475,347 4253 - GO Bonds 2019 $2,154,113 $0 $0 $0 $0 $0 $2,154,113 4254 - Future GO Bonds $125,000 $150,000 $582,000 $261,000 $0 $2,751,000 $3,869,000 4550 - Other Capital $850,000 $0 $0 $0 $0 $0 $850,000 4810 - Outside Sources $8,963,900 $0 $0 $0 $0 $0 $8,963,900 7000 - Highway User Fund $10,399,018 $5,058,900 $5,473,900 $5,313,900 $5,273,900 $25,563,145 $57,082,763 7001 - DIF - Streets $718,700 $0 $0 $0 $0 $0 $718,700 7003 - DIF - Streets $7,147,592 $3,127,362 $570,500 $3,490,531 $0 $0 $14,335,985 7006 - DIF - Streets $1,870,000 $0 $0 $0 $0 $0 $1,870,000 $670,100 $0 $0 $0 $0 $0 $670,100 7010 - Transportation Sales Tax $20,082,534 $9,729,500 $3,648,500 $3,348,500 $3,476,500 $24,928,623 $65,214,157 Total - Streets $55,460,368 $18,065,762 $10,274,900 $12,413,931 $8,750,400 $53,242,768 $158,208,129 7009 - Instersection Impact Fees - Zone 2 Post 1-1-2012 317 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Traffic Control Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 4810 - Outside Sources $25,000 $0 $0 $0 $0 $0 $25,000 7000 - Highway User Fund $309,000 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,090,000 7010 - Transportation Sales Tax $1,331,521 $829,200 $807,000 $2,256,600 $1,312,000 $3,919,000 $10,455,321 Total - Traffic Control $1,665,521 $1,138,200 $1,116,000 $2,565,600 $1,621,000 $5,464,000 $13,570,321 318 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 103rd Av; Northern Ave to Olive Ave Full Street $2,655,942 $0 $0 $0 $0 $0 $2,655,942 107th Av; Williams Rd to Hatfield Rd DCR $273,000 $0 $0 $0 $0 $0 $273,000 67th Av; Olive Av to Redfield Rd Landscape Enhance $250,000 $0 $0 $0 $0 $0 $250,000 67th Ave Widening; Pinnacle Peak to Happy Valley $140,000 $925,362 $1,152,500 $3,490,531 $0 $0 $5,708,393 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt $400,000 $0 $0 $0 $0 $0 $400,000 83rd Ave Bus Shelters $91,917 $0 $0 $0 $0 $0 $91,917 85th Av & Olive Av Traffic Signal $0 $0 $0 $0 $128,000 $1,305,000 $1,433,000 87th Av & Peoria Av Intersection Alignment $49,325 $0 $0 $0 $0 $0 $49,325 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn $150,000 $0 $0 $0 $0 $0 $150,000 ADA Accessibility $729,081 $160,000 $575,000 $160,000 $575,000 $1,630,000 $3,829,081 Bridge Maintenance & Guardrail Replacement Program $503,416 $327,000 $327,000 $327,000 $327,000 $1,635,000 $3,446,416 $0 $0 $0 $0 $0 $2,083,498 $2,083,498 Cactus Rd & 69th Av Sidewalk, North Side $100,000 $0 $0 $0 $0 $0 $100,000 Chip Seal Rural Maintenance $460,396 $0 $0 $0 $0 $423,695 $884,091 City Parks Parking Lots - Asphalt Replacement $125,000 $150,000 $0 $261,000 $0 $611,000 $1,147,000 Deer Valley Rd and 95th Av Traffic Signal $670,100 $0 $0 $0 $0 $0 $670,100 Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy $1,293,499 $0 $0 $0 $0 $0 $1,293,499 El Mirage Rd; Blackstone Dr to Westland Rd $1,870,000 $0 $0 $0 $0 $0 $1,870,000 Happy Valley Pkwy Widening; LPP to Agua Fria $19,988,116 $0 $0 $0 $0 $0 $19,988,116 Jomax Rd Improvements; 72nd Dr to 75th Ave $1,707,906 $2,202,000 $0 $0 $0 $0 $3,909,906 Jomax Rd; Loop 303 to Vistancia Blvd $2,643,896 $6,141,000 $0 $0 $0 $0 $8,784,896 Lake Pleasant Parkway Sidewalk $100,000 $0 $0 $0 $0 $0 $100,000 Lake Pleasant Pkwy & Dixileta Dr Intersection Mods $600,000 $0 $0 $0 $0 $0 $600,000 Major Street Repairs $150,000 $151,500 $151,500 $151,500 $151,500 $757,500 $1,513,500 Northern Parkway $1,000,000 $1,021,500 $1,021,500 $1,021,500 $1,021,500 $6,812,744 $11,898,744 Cactus Rd - 67th Av-83rd Av Landscape Enhancement 319 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Paradise RV Entrance & Union Hills Dr Modification $380,000 $0 $0 $0 $0 $0 $380,000 Pavement Management Program Preservation $3,465,346 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $17,500,000 $34,965,346 Pavement Management Program Rehabilitation $8,846,188 $2,550,000 $2,550,000 $2,550,000 $2,550,000 $12,254,950 $31,301,138 Peoria Auto District $1,204,064 $0 $0 $0 $0 $0 $1,204,064 $100,000 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $1,335,477 $1,335,477 $4,472,595 $0 $0 $0 $0 $0 $4,472,595 $0 $240,000 $0 $0 $0 $240,000 $480,000 $195,581 $107,400 $107,400 $107,400 $107,400 $537,000 $1,162,181 Sonoran Mountain Ranch Emergency Access $0 $0 $300,000 $0 $0 $0 $300,000 Streetlight Pole Replacement Program $590,000 $590,000 $590,000 $590,000 $390,000 $1,950,000 $4,700,000 Technical Pavement Condition Survey & Support $255,000 $0 $0 $255,000 $0 $510,000 $1,020,000 Thunderbird Rd; 67th Av-81st Av Lndscape Enhancemt $0 $0 $0 $0 $0 $1,516,904 $1,516,904 Utility Undergrounding Program $0 $0 $0 $0 $0 $2,140,000 $2,140,000 Peoria Av & 77th Av Intersection Improvements Peoria Av; 69th Av-79th Av Landscape Enhancement Pinnacle Peak Rd; 91st Ave-Lake Pleasant Pkwy Resurvey Benchmarks Sidewalks Annual Program Total - Streets $55,460,368 $18,065,762 $10,274,900 $12,413,931 320 Total $8,750,400 $53,242,768 $158,208,129 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Traffic Control Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Install CCTV Equipment Citywide $220,000 $229,200 $0 $0 $0 $0 $449,200 North Peoria Communications Backup $0 $0 $0 $1,656,600 $0 $0 $1,656,600 Traffic Management Center Equipment Replacement $0 $0 $0 $0 $505,000 $505,000 $1,010,000 Traffic Signal Interconnect Project (TSIP) $263,501 $0 $207,000 $0 $207,000 $414,000 $1,091,501 Traffic Signal Program $873,020 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,273,020 Traffic Signal Renovation and Replacement $309,000 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,090,000 $1,665,521 $1,138,200 $1,116,000 $2,565,600 $1,621,000 $5,464,000 $13,570,321 Total - Traffic Control 321 Total City of Peoria FY 2020 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 Description: The first phase of this project provided for the geotechnical investigation to determine the limits of the old City of Glendale 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 Carryover / Base Category Funding Source LA-Land Transportation Sales Ta CO-Construc Transportation Sales Ta CO-Construc DIF - Streets FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Carryover $395,000 $0 $0 $0 $0 $0 $395,000 Carryover $1,542,242 $0 $0 $0 $0 $0 $1,542,242 Carryover Total Budget $718,700 $0 $0 $0 $0 $0 $718,700 $2,655,942 $0 $0 $0 $0 $0 $2,655,942 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $16,411 $16,411 $16,411 $16,411 $16,411 $82,055 $164,110 $16,411 $16,411 $16,411 $16,411 $16,411 $82,055 $164,110 Operating Impacts Total Operating Impacts FY 25-29 Total Total 107th Av; Williams Rd to Hatfield Rd DCR Project Number: EN00636 Council District: Mesquite Project Location: 107th Av; Williams Rd to Hatfield Rd Description: This project provides for solicitation of a qualified consultant to provide services to develop a Design Concept Report (DCR) for the widening and reconstruction of 107th Avenue from Williams Rd to Hatfield Road. The purpose of the DCR is to evaluate alternatives to add capacity and upgrade the roadway improvements to City standards, including recommendations on the alignment, cross section, intersection configuration, right‐of‐way needs, environmental analysis, signalization, lighting, landscape, water, wastewater, ITE improvements, burying overhead utilities, pedestrian and bicycle facilities, and drainage facilities throughout the corridor, conduct public involvement, coordination with Maricopa County, Arizona State Land Dept. and other stakeholders, utility coordination, and prepare a cost estimate(s). Once a solution is determined, funding for design, land acquisition and construction can be recommended to be programmed. It is anticipated that Maricopa County will cost share with the City. Budget by Fiscal Year Category Funding Source SY-Study DIF - Streets Carryover / Base FY 2020 Base Total Budget $273,000 $0 $0 $0 $0 $0 $273,000 $273,000 $0 $0 $0 $0 $0 $273,000 FY 2021 322 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets 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 Description: This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction 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, CenturyLink, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2020 CO-Construc Transportation Sales Ta Carryover Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $250,000 Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total 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 Description: This project provides for the coordination with adjacent property owners, developers, public involvement, study, design, right-ofway acquisition, intergovernmental agreements, utility coordination, utility relocation, burying overhead facilities, construction and construction administration for the widening and construction of 67th Avenue between Pinnacle Peak Road and Happy Valley Road, a 16" water line and a regional storm drain system. The regional storm drain system will be cost shared with the Flood Control District of Maricopa County (FCDMC). The cross section of the roadway improvements varies from four lanes to six lanes. The improvements will include burying overhead facilities, installation of a 16" waterline along 67th Avenue and Pinnacle Peak Road, installation of a regional storm drain system, storm drain laterals and catch basins, saw cutting and removal of existing pavement, installation of new curb, gutter, valley gutter and apron, sidewalk, and handicap ramps, landscape, and raised landscaped medians, streetlights, interconnect conduit and fiber, future traffic signal improvements, striping and signage. This project also includes intersection improvements at Happy Valley Road and 67th Avenue. Budget by Fiscal Year Category Funding Source OT-Other LA-Land Transportation Sales Ta Future GO Bonds DS-Design DIF - Streets Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Carryover Base $140,000 $0 $0 $0 $0 $582,000 $0 $0 $0 $0 $0 $0 $0 $905,000 $0 $0 $0 $0 $905,000 $0 $0 $3,968,348 $64,312 Base Total $140,000 $582,000 CO-Construc DIF - Streets Base $0 $0 $550,000 $3,418,348 CB-Chargeba DIF - Streets Base $0 $11,312 $15,000 $38,000 $0 $0 $0 $9,050 $5,500 $34,183 $0 $0 $48,733 $140,000 $925,362 $1,152,500 $3,490,531 $0 $0 $5,708,393 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $15,000 $15,000 $15,000 $75,000 AT-Arts DIF - Streets Base Total Budget Operating Impacts Total Operating Impacts Total $120,000 $0 $0 $3,300 $3,300 $3,300 $16,500 $26,400 $0 $0 $18,300 $18,300 $18,300 $91,500 $146,400 323 City of Peoria FY 2020 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 Ave; Grand Ave to Thunderbird Rd Description: This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction 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 Road and refreshing the 3 basins maintained by the city along the east side of 75th Avenue at Eva Street and Sanna Street. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2020 CO-Construc Transportation Sales Ta Carryover Total Budget $400,000 $0 $0 $0 $0 $0 $400,000 $400,000 $0 $0 $0 $0 $0 $400,000 Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total 83rd Ave Bus Shelters Project Number: EN00582 Council District: City Wide Project Location: 83rd Av; Northern Av to Bell Rd Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, materials testing, construction and construction administration for construction of 47 bus shelters along the 83rd avenue bus route. This new bus route will extend from Camelback Road to Bell Road. The enhanced bus shelters will be installed between Northern Avenue and Bell Road. The improvements will include: clearing and grubbing, construction of concrete pads, enhanced bus shelters and lighting. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. " Budget by Fiscal Year Category Funding Source Carryover / Base LA-Land Outside Sources CO-Construc Outside Sources FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Carryover $2,825 $0 $0 $0 $0 $0 $2,825 Carryover Total Budget $89,092 $0 $0 $0 $0 $0 $89,092 $91,917 $0 $0 $0 $0 $0 $91,917 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $34,000 $34,000 $34,000 $34,000 $34,000 $136,000 $306,000 $34,000 $34,000 $34,000 $34,000 $34,000 $136,000 $306,000 Operating Impacts Total Operating Impacts 324 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets 85th Av & Olive Av Traffic Signal Project Number: EN00657 Council District: Acacia Project Location: Olive Av & 85th Av Description: This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, utility coordination, utility relocation, burying overhead facilities, materials testing, construction and construction administration for a traffic signal at 85th Avenue and Olive Avenue and intersection modifications. The improvements will include: clearing and grubbing, saw cutting along existing pavement, installing new pavement, curb, gutter, sidewalk, and handicap ramps, grading of parkway area, burying a portion of the overhead utilities, and upgrades to existing handicap ramps, re-striping and signing of intersection, streetlights, relocating existing wall along south side of Olive Avenue (southwest corner), providing dedicated rightturn deceleration lanes westbound to northbound and eastbound to southbound, reconstructing the existing SRP headwall/structure, piping the existing private irrigation ditch, and piping the private irrigation on the church property. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source LA-Land Transportation Sales Ta DS-Design Transportation Sales Ta Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 Base $0 $0 $0 Base $0 $0 $0 CO-Construc Transportation Sales Ta Base $0 $0 $0 CB-Chargeba Transportation Sales Ta Base $0 $0 $0 $0 $0 AT-Arts Transportation Sales Ta Base Total Budget Operating Impacts Total Operating Impacts FY 2024 FY 25-29 Total $0 $0 $100,000 $100,000 $0 $100,000 $0 $100,000 $0 $0 $1,100,000 $1,100,000 $0 $0 $27,000 $94,000 $121,000 $0 $0 $1,000 $11,000 $12,000 $0 $0 $0 $128,000 $1,305,000 $1,433,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $11,000 $11,000 $55,000 $77,000 $0 $0 $0 $11,000 $11,000 $55,000 $77,000 325 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets 87th Av & Peoria Av Intersection Alignment Project Number: PW00109 Council District: Acacia Project Location: 87th Av & Peoria Av Description: This project provides for the 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 for the re-alignment and construction of the street improvements for the south leg of the 87th Avenue and Peoria Avenue intersection to Jefferson Street and updating all ADA ramps. Improvements will consist of paving, curb, gutter, sidewalk, relocation of SRP irrigation and structure, other utilities, traffic signal modification and upgrades, and pavement signing and striping. This project will likely include processing of utility agreements (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) for design and construction, as well as intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 LA-Land Transportation Sales Ta Carryover Total Budget $49,325 $0 $0 $0 $0 $0 $49,325 $49,325 $0 $0 $0 $0 $0 $49,325 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Non-Pers OPS $0 $280 $280 $280 $280 $1,120 Non-Pers OPS $0 $100 $100 $100 $100 $400 $800 Total Operating Impacts $0 $380 $380 $380 $380 $1,520 $3,040 Total $2,240 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 Description: This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction 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, CenturyLink, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2020 CO-Construc Transportation Sales Ta Carryover Total Budget $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 Category Funding Source FY 2021 326 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets ADA Accessibility Project Number: PW00025 Council District: Various Project Location: Citywide Description: This program funds the City's ongoing effort to comply with the requirements of the Americans with Disabilities Act (ADA). The 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 2020 OT-Other FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Highway User Fund Carryover $109,965 $0 $0 $0 $0 $0 $109,965 CO-Construc Highway User Fund SY-Study Highway User Fund Carryover Base $61,690 $0 $0 $50,600 $0 $0 $0 $50,600 $0 $0 $0 $151,800 $61,690 $253,000 CO-Construc Highway User Fund Base $557,426 $100,000 $557,426 $100,000 $557,426 $1,414,852 $3,287,130 CB-Chargeba Highway User Fund Base $0 $8,400 $12,000 $8,400 $12,000 $49,200 $90,000 $0 $1,000 $5,574 $1,000 $5,574 $14,148 $27,296 $729,081 $160,000 $575,000 $160,000 $575,000 $1,630,000 $3,829,081 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $3,200 $660 $3,200 $660 $3,200 $8,380 $19,300 $3,200 $660 $3,200 $660 $3,200 $8,380 $19,300 AT-Arts Highway User Fund Base Total Budget Operating Impacts Total Operating Impacts Bridge Maintenance & Guardrail Replacement Program Project Number: EN00243 Council District: Various Project Location: Citywide Description: This project provides for the inventory and assessment of the City's guardrail assets and coordination with adjacent property owners, public involvement, design, utility coordination, utility relocation, construction and construction administration for replacement, repair and safety upgrades to roadway guardrail citywide. The improvements may include clearing and grubbing, saw cutting along existing pavement, installing new pavement, curb, gutter, valley gutter and apron, sidewalk, and handicap ramps, removing and replacing existing guardrail systems. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. In addition, this project provides funding for the ongoing bridge and culvert maintenance and management program. Budget by Fiscal Year Category Funding Source CO-Construc Transportation Sales Ta Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Carryover $203,416 $0 $0 $0 $0 $0 Transportation Sales Ta Base $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $500,000 CO-Construc Transportation Sales Ta Base $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 $2,500,000 CB-Chargeba Transportation Sales Ta Base $0 $24,000 $24,000 $24,000 $24,000 $120,000 $216,000 $0 $3,000 $3,000 $3,000 $3,000 $15,000 $27,000 $503,416 $327,000 $327,000 $327,000 $327,000 $1,635,000 $3,446,416 DS-Design AT-Arts Transportation Sales Ta Base Total Budget 327 $203,416 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Cactus Rd - 67th Av-83rd Av Landscape Enhancement Project Number: EN00689 Council District: Palo Verde Project Location: Cactus Rd; 67th Av to 83rd Av Description: This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction and construction administration for refreshing decomposed granite, enhancing landscape and irrigation system, repair, wash and paint existing perimeter walls along Cactus Rd between 67th Avenue and 83rd Avenue. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2020 CO-Construc Transportation Sales Ta Base Total Budget $0 $0 $0 $0 $0 $2,083,498 $2,083,498 $0 $0 $0 $0 $0 $2,083,498 $2,083,498 Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Cactus Rd & 69th Av Sidewalk, North Side Project Number: EN00550 Council District: Palo Verde Project Location: North side of Cactus Rd between Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, construction, and construction administration for the construction of a 5-foot 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 Carryover / Base FY 2020 CO-Construc Transportation Sales Ta Carryover Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 $100,000 $0 $0 $0 $0 $0 $100,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $87 $87 $87 $87 $87 $348 $783 $87 $87 $87 $87 $87 $348 $783 Category Funding Source Operating Impacts Total Operating Impacts FY 2021 328 FY 2022 FY 2023 FY 2024 FY 25-29 Total Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Chip Seal Rural Maintenance Project Number: PW00163 Council District: Mesquite/Willow Project Location: Various Description: This project provides for the application of a rubberized chip seal in rural, residential areas of the city where city standard roadways do not exist. In order to reduce dust and meet PM10 regulations, a rubber chip seal is replaced approximately every five years. 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 Funding Source CO-Construc Highway User Fund AT-Arts Highway User Fund Carryover / Base FY 2020 Base $460,396 $0 $460,396 $0 Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $419,500 $879,896 $0 $0 $0 $0 $4,195 $4,195 $0 $0 $0 $423,695 $884,091 City Parks Parking Lots - Asphalt Replacement Project Number: PW00995 Council District: Various Project Location: Various In Description: addition to Parks, the Streets Division will begin the process of managing Facilities Parking Lots to apply its Pavement Management Program of condition indexing and lifecycle as the criteria for determining priority and treatment application. In FY20, approximately $125,000 will be used to have the lots rated electronically and integrated to the electronic system. Thereafter, the programmed treatments will be applied and the Streets Division will manage the lifecycle. Budget by Fiscal Year Category Funding Source OT-Other Future GO Bonds Carryover / Base FY 2020 Base Total Budget $125,000 $150,000 $0 $261,000 $0 $611,000 $1,147,000 $125,000 $150,000 $0 $261,000 $0 $611,000 $1,147,000 FY 2021 329 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 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 Description: This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, utility coordination, utility relocation, construction and construction administration for the design and construction of the traffic signal and incidental intersection improvements at Deer Valley Road and 95th Avenue. The improvements will include: purchasing right-of-way, updating the ADA ramps, construction of a traffic signal, restriping the intersection as needed, removal of the existing Z-crossing (medians, Rectangular Rapid Flashing Beacons (RRFB) signs, obliterate existing striping, micro-sealing the asphalt and restriping), removal of streetlights at the southeast corner of Deer Valley Road and 95th Avenue, as needed. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 CO-Construc Instersection Impact Fee Carryover Total Budget $670,100 $670,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $700 $700 $700 $700 $700 $2,800 $6,300 $700 $700 $700 $700 $700 $2,800 $6,300 Category Funding Source Operating Impacts Total Operating Impacts Total $670,100 $670,100 Total Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy Project Number: EN00395 Council District: Willow Project Location: Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy Description: This project provides for the coordination with adjacent property owners and Maricopa County Department of Transportation (MCDOT), public involvement, acquisition of right-of-way, utility coordination, utility relocation, noise study, design, materials testing, construction, construction administration for land acquisition and construction of a roundabout at 109th Avenue and Deer Valley Road, and construction of an entry monument just east of the intersection of 109th Avenue and Deer Valley Road. Budget by Fiscal Year Carryover / Base Category Funding Source LA-Land Transportation Sales Ta CO-Construc Transportation Sales Ta LA-Land FY 2020 FY 2021 FY 2022 FY 2023 Carryover $50,000 $0 $0 Carryover $533,499 $0 $0 Base $110,000 $0 Base $234,653 $0 $365,347 Non-Bond Capital CO-Construc Transportation Sales Ta CO-Construc Non-Bond Capital Base Total Budget Operating Impacts Total Operating Impacts FY 2024 FY 25-29 Total $0 $0 $0 $50,000 $0 $0 $0 $533,499 $0 $0 $0 $0 $110,000 $0 $0 $0 $0 $234,653 $0 $0 $0 $0 $0 $365,347 $1,293,499 $0 $0 $0 $0 $0 $1,293,499 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $5,530 $5,530 $5,530 $92,650 Total $109,240 $0 $0 $29,500 $29,500 $29,500 $147,500 $236,000 $0 $0 $35,030 $35,030 $35,030 $240,150 $345,240 330 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets El Mirage Rd; Blackstone Dr to Westland Rd Project Number: EN00699 Council District: Mesquite Project Location: El Mirage Rd; Blackstone Dr to Westland Rd Description: This project provides for the coordination with the Master Planned Community known as Lake Pleasant Heights. The City has entered into a Development Agreement with Lake Pleasant Heights and in accordance with the terms of the agreement, the landowners are responsible for the coordinated planning, design, engineering, construction, acquisition, installation of certain infrastructure. The City reserves the right to upsize infrastructure to serve other properties. Upsizing of the infrastructure will be paid by the City. Specifically, this Agreement will allow the City to enhance the Secondary Access along El Mirage Road from Blackstone Drive to Westland Road to a full width roadway. If an all-weather access road is to be constructed by the Landowner(s), the City will fund the differential costs between the full width roadway and an all-weather access road. The City shall only fund the portion across State Land ownership, with funding not to exceed 50% of the total project cost for this section of roadway. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source CO-Construc DIF - Streets Carryover / Base FY 2020 Base Total Budget $1,870,000 $0 $0 $0 $0 $0 $1,870,000 $1,870,000 $0 $0 $0 $0 $0 $1,870,000 FY 2021 331 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Happy Valley Pkwy Widening; LPP to Agua Fria Project Number: EN00463 Council District: Mesquite Project Location: Happy Valley Pkwy; LPP to Agua Fria River Description: This project provides for the coordination with MCDOT, the State Land Department, and adjacent property owners, public involvement, design, ROW acquisition and annexation, utility coordination, utility relocation, burying overhead facilities, construction and construction administration for the widening of Happy Valley Parkway from Lake Pleasant Parkway to the west end of the bridge over the Agua Fria River. The specific improvements will include clearing and grubbing, saw cut along existing pavement, install new pavement, micro-seal, curb, gutter, valley gutter and apron, sidewalk and ADA ramps, widening and installing drainage facilities, widening of the bridge and accommodating the Agua Fria River trail connection under the bridge, striping and signage, street lighting, and landscape and irrigation. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, development and intergovernmental agreements, and annexing the western portion of the parkway. Budget by Fiscal Year Category Funding Source LA-Land GO Bonds 2019 Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Carryover $73,472 $0 $0 $0 $0 $0 $73,472 CO-Construc Transportation Sales Ta Carryover $7,775,223 $0 $0 $0 $0 $0 $7,775,223 CO-Construc DIF - Streets Carryover $5,166,686 $0 $0 $0 $0 $0 $5,166,686 CO-Construc Outside Sources Carryover $4,892,094 $0 $0 $0 $0 $0 $4,892,094 Carryover $2,080,641 Total Budget $19,988,116 $0 $0 $0 $0 $0 $2,080,641 $0 $0 $0 $0 $0 $19,988,116 CO-Construc GO Bonds 2019 Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Non-Personnel $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 $20,000 Non-Personnel $33,000 $33,000 $33,000 $33,000 $33,000 $165,000 $330,000 Non-Personnel $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 $1,050,000 Total Operating Impacts $140,000 $140,000 $140,000 $140,000 $140,000 $700,000 $1,400,000 332 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Jomax Rd Improvements; 72nd Dr to 75th Ave Project Number: EN00591 Council District: Mesquite Project Location: Jomax Rd; 72nd Dr Alignment to 75th Ave Description: This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, utility coordination, utility relocation, construction and construction administration for the construction of the south 1/2 street improvements on Jomax Road between the 72nd Drive alignment and 75th Avenue. The improvements will include: clearing and grubbing, saw cutting along existing pavement, constructing approximately 1,400 lf of Jomax Road 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' wide sidewalk, extending storm drain culverts, relocating two air release valves, installing conduit at the intersection of 75th Avenue for a future traffic signal, streetlights, landscape and irrigation and extension of an 8" water lateral south along the 74th Drive alignment. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source LA-Land DIF - Streets CO-Construc DIF - Streets Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Carryover $282,336 $0 $0 $0 $0 $0 $282,336 Carryover $1,085,570 $0 $0 $0 $0 $0 $1,085,570 DIF - Streets Base $340,000 $0 $0 $0 $0 $0 $340,000 CO-Construc DIF - Streets Base $0 $2,100,000 $0 $0 $0 $0 $2,100,000 CB-Chargeba DIF - Streets Base $0 $81,000 $0 $0 $0 $0 $81,000 $0 $1,707,906 $21,000 $2,202,000 $0 $0 $0 $0 $0 $0 $0 $0 $21,000 $3,909,906 LA-Land AT-Arts DIF - Streets Base Total Budget Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Non-Personnel $0 $0 $6,000 $6,000 $6,000 $30,000 $48,000 Non-Personnel $0 $0 $15,000 $15,000 $15,000 $75,000 $120,000 Total Operating Impacts $0 $0 $21,000 $21,000 $21,000 $105,000 $168,000 333 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Jomax Rd; Loop 303 to Vistancia Blvd Project Number: EN00585 Council District: Mesquite Project Location: Jomax Rd; Loop 303 to Vistancia Blvd Description: This project has three distinct phases. Phase 1 is for the preparation of a Design Concept Report (DCR) for Jomax Road between El Mirage Road and Tierra del Rio Boulevard. The DCR is in progress and is scheduled to be completed by December 2018. 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, identifying biological and culturally sensitive sites, lighting, landscape, water, wastewater, ITE improvements, pedestrian/bike facilities, trail facilities, and drainage plans and arts for this section of the Jomax Road corridor, utility coordination, preparation of 15% plans, construction cost estimates and public involvement. Phase 2 includes the coordination with adjacent property owners and government agencies (ADOT, ASLD, USACOE, FCDMC, utility companies, and other stakeholders), public involvement, design, land acquisition from ASLD, biological, environmental clearances, right-of-way legal descriptions and appraisals, utility coordination, utility relocation, materials testing, construction and construction administration of Jomax Road between Loop 303 and Vistancia Boulevard. This project includes purchasing the ASLD land, construction of four lanes and a wide median, a drainage channel along the north side of the roadway, and natural landscape theme improvements, reconstruction and signalization of the intersection of Vistancia Boulevard and Jomax Road. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, EPCOR, etc) design and construction agreements, development agreements, and intergovernmental agreements (IGA); Phase 3 involves the negotiating an IGA with ADOT for improvements at the Loop 303 and Jomax Road Traffic Interchange (TI). Specifically, the agreement will include aesthetics for the TI, bike lanes, a wider sidewalk, constructing the traffic signal and lighting to City standards, and the City paying for necessary sleeves under Loop 303 for a future water line and interconnect conduit. The City will agree to maintain the Loop 303 TI striping, underdeck lighting, ITE equipment, and traffic signals. Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Transportation Sales Ta Carryover $43,896 $0 $0 $0 $0 $0 $43,896 CO-Construc Transportation Sales Ta Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Category Funding Source OT-Other Total Transportation Sales Ta Base $1,500,000 $0 $0 $0 $0 $0 $1,500,000 CO-Construc Transportation Sales Ta CO-Construc Water Fund Base Base $0 $800,000 $5,900,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,900,000 $800,000 CB-Chargeba Transportation Sales Ta Base $0 $182,000 $0 $0 $0 $0 $182,000 $0 $59,000 $0 $0 $0 $0 $59,000 $2,643,896 $6,141,000 $0 $0 $0 $0 $8,784,896 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $11,000 $11,000 $11,000 $55,000 $88,000 $0 $0 $34,000 $34,000 $34,000 $170,000 $272,000 $0 $0 $45,000 $45,000 $45,000 $225,000 $360,000 LA-Land AT-Arts Transportation Sales Ta Base Total Budget Operating Impacts Total Operating Impacts 334 Total City of Peoria FY 2020 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 Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility 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 Carryover / Base FY 2020 CO-Construc Transportation Sales Ta Carryover Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 $100,000 $0 $0 $0 $0 $0 $100,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $1,500 $1,500 $1,500 $1,500 $1,500 $6,000 $13,500 $1,500 $1,500 $1,500 $1,500 $1,500 $6,000 $13,500 Category Funding Source Operating Impacts Total Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Total Lake Pleasant Pkwy & Dixileta Dr Intersection Mods Project Number: EN00588 Council District: Mesquite Project Location: Dixileta Dr; LPP to Park Access Road Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, materials testing, construction and construction administration for the design and construction of intersection modifications and a traffic signal at Lake Pleasant Parkway and Dixileta Drive, a northbound to eastbound deceleration lane, and an access road extending from the intersection approximately 500 feet to the east, and interconnect conduit duct bank and fiber optics cable between Westwing Parkway and Dixileta Drive. The improvements will include trench and install duct bank and inner duct, vaults, pull fiber optics and splicing as needed, install traffic signal, modify the intersection for ADA, intersection deceleration lane, and roadway improvements. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2020 CO-Construc Transportation Sales Ta Carryover Total Budget $600,000 $0 $0 $0 $0 $0 $600,000 $600,000 $0 $0 $0 $0 $0 $600,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $1,100 $1,100 $1,100 $1,100 $1,100 $4,400 $9,900 $1,100 $1,100 $1,100 $1,100 $1,100 $4,400 $9,900 Category Funding Source Operating Impacts Total Operating Impacts FY 2021 335 FY 2022 FY 2023 FY 2024 FY 25-29 Total Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Major Street Repairs Project Number: PW00027 Council District: Any Project Location: Various Description: This project provides for street repairs in response to urgent, unplanned, or unfunded situations or concerns. Repairs typically consist of paving, milling, overlaying, re-surfacing of roadways (with minor concrete curb, gutter, valley gutter, and apron improvements). Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Base $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,500,000 $0 $1,500 $1,500 $1,500 $1,500 $7,500 $13,500 $150,000 $151,500 $151,500 $151,500 $151,500 $757,500 $1,513,500 CO-Construc Highway User Fund AT-Arts Highway User Fund Base Total Budget Northern Parkway Project Number: EN00142 Council District: Acacia/Pine Project Location: Northern Ave from 71st Ave to 115th Ave Description: This project provides for the City's contribution toward land acquisition and construction to convert the existing Northern Avenue 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 (MAG). Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total CO-Construc Transportation Sales Ta Base $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,656,677 $11,656,677 CB-Chargeba Transportation Sales Ta Base $0 $11,500 $11,500 $11,500 $11,500 $89,500 $135,500 $0 $10,000 $10,000 $10,000 $10,000 $66,567 $106,567 $1,000,000 $1,021,500 $1,021,500 $1,021,500 $1,021,500 $6,812,744 $11,898,744 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $23,000 $23,000 $23,000 $23,000 $23,000 $115,000 $230,000 Category AT-Arts Funding Source Transportation Sales Ta Base Total Budget Operating Impacts Non-Pers OPS Non-Pers OPS Total Operating Impacts $80,000 $80,000 $80,000 $80,000 $80,000 $400,000 $800,000 $103,000 $103,000 $103,000 $103,000 $103,000 $515,000 $1,030,000 336 City of Peoria FY 2020 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 Description: This project provides for the coordination with adjacent property owners and Maricopa County Department of Transportation (MCDOT), public involvement, design, right-of-way acquisition, utility coordination, utility relocation, construction, and construction administration for; 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 project will be coordinated with Paradise RV and their plans to reconstruct their 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, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development agreements, and intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Transportation Sales Ta Carryover / Base Base CO-Construc Transportation Sales Ta Base Total Budget Operating Impacts Total Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $80,000 $0 $0 $0 $0 $0 $80,000 $300,000 $0 $0 $0 $0 $0 $300,000 $380,000 $0 $0 $0 $0 $0 $380,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $1,300 $1,300 $1,300 $1,300 $6,500 $11,700 $0 $1,300 $1,300 $1,300 $1,300 $6,500 $11,700 337 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Pavement Management Program - Preservation Project Number: PW00138 Council District: Any Project Location: Various 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 FY20, the Streets Division will continue 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 70 miles of roadway will receive either a slurry, 32 miles, or micro seal, 38 miles, treatment in FY20. Project locations shown below: Arterial: Olive Avenue (67th Avenue to Loop 101) - 10 miles Beardsley Road (81st Avenue to Lake Pleasant Road) - 13 miles 75th Avenue (Greenway Road to Thunderbird Road) - 9 miles Collector: 94th Drive (Plaza Del Rio Boulevard) - 2 miles Plaza Del Rio Boulevard (94th Drive to Thunderbird Road) - 3 miles 93rd Avenue (Thunderbird Road to South-End) - 1 mile Residential: Ironwood; Sunset Ranch II; Suncliff I, III, & IV; Ventana Lakes - 32 miles Budget by Fiscal Year Category Carryover / Base Funding Source FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total CO-Construc Transportation Sales Ta Base $742,574 $742,574 $742,574 $742,574 $742,574 $3,712,870 $7,425,740 CO-Construc Highway User Fund Base $2,722,772 $2,722,772 $2,722,772 $2,722,772 $2,722,772 $13,613,860 $27,227,720 AT-Arts Transportation Sales Ta AT-Arts Highway User Fund Base Base Total Budget $0 $7,426 $7,426 $7,426 $7,426 $37,130 $66,834 $0 $27,228 $27,228 $27,228 $27,228 $136,140 $245,052 $3,465,346 $3,500,000 $3,500,000 $3,500,000 338 $3,500,000 $17,500,000 $34,965,346 City of Peoria FY 2020 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 FY20, the Streets Division will continue 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 FY21. It is projected that an estimated 25 miles of roadway will receive mill and overlay treatments in FY20. Project locations include: Sweetwater Ridge (8 miles); Tierra Norte I & II (4 miles); Cactus Meadows (2 miles); Foxwood I & II (7 miles); Catalina (2 miles); Chesapeake Park (2 miles). In addition, to this year's program is a comprehensive mill and overlay with ADA compliant retrofits on 77th Ave from Peoria Ave to Mountain View. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Transportation Sales Ta Base $0 $32,673 $0 $32,673 $0 $98,019 $163,365 DS-Design Highway User Fund CO-Construc Transportation Sales Ta Base Base $0 $2,700,000 $25,000 $1,204,950 $0 $1,237,623 $25,000 $1,204,950 $0 $1,237,623 $75,000 $6,090,096 $125,000 $13,675,242 CO-Construc Highway User Fund Base $5,296,188 $1,262,129 $1,287,129 $1,262,129 $1,287,129 $5,865,595 $16,260,299 CO-Construc Other Capital Base $850,000 $0 $0 $0 $0 $0 $850,000 AT-Arts Transportation Sales Ta Base $0 $12,377 $12,377 $12,377 $12,377 $61,885 $111,393 AT-Arts Highway User Fund $0 $12,871 $12,871 $12,871 $12,871 $64,355 $115,839 $8,846,188 $2,550,000 $2,550,000 $2,550,000 Base Total Budget 339 $2,550,000 $12,254,950 $31,301,138 City of Peoria FY 2020 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 Description: This project is for final design and construction of way finding signage, monument signage, gateway features, lighting, and 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 OT-Other Half Cent Fund CO-Construc Half Cent Fund FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Carryover $204,064 $0 $0 $0 $0 $0 $204,064 Carryover Total Budget $1,000,000 $0 $0 $0 $0 $0 $1,000,000 $1,204,064 $0 $0 $0 $0 $0 $1,204,064 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $30,000 $30,000 $30,000 $100,000 $30,000 $220,000 $440,000 Operating Impacts Non-Pers OPS FY 25-29 Total Non-Pers OPS $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 $200,000 Total Operating Impacts $50,000 $50,000 $50,000 $120,000 $50,000 $320,000 $640,000 Peoria Av & 77th Av Intersection Improvements Project Number: EN00683 Council District: Acacia Project Location: Peoria Av & 77th Av Description: This project provides for the coordination of the design and construction of the proposed traffic signal at the intersection of Peoria Avenue and 77th Avenue and reimbursement to the Charter School of the City's share of the improvements. This project may also require processing of a development agreement with the Charter School. Budget by Fiscal Year Carryover / Base FY 2020 CO-Construc Transportation Sales Ta Base Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 $100,000 $0 $0 $0 $0 $0 $100,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $7,300 $7,300 $7,300 $7,300 $36,500 $65,700 $0 $7,300 $7,300 $7,300 $7,300 $36,500 $65,700 Category Funding Source Operating Impacts Total Operating Impacts FY 2021 340 FY 2022 FY 2023 FY 2024 FY 25-29 Total Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Peoria Av; 69th Av-79th Av Landscape Enhancement Project Number: EN00690 Council District: Project Location: Peoria Av; 69th Av to 79th Av Description: This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction and construction administration for refreshing decomposed granite, enhancing landscape and irrigation system, repair, wash and paint existing perimeter walls along Peoria Avenue between 69th Avenue and 79th Avenue. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2020 CO-Construc Transportation Sales Ta Base Total Budget $0 $0 $0 $0 $0 $1,335,477 $1,335,477 $0 $0 $0 $0 $0 $1,335,477 $1,335,477 Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Pinnacle Peak Rd; 91st Ave-Lake Pleasant Pkwy Project Number: EN00015 Council District: Mesquite Project Location: Pinnacle Peak Rd; 91st Ave to Lake Pleasant Pkwy Description: This project provides for the coordination with adjacent property owners, developer of The Meadows, and the Maricopa County Department of Transportation (MCDOT), public involvement, design, right-of-way 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 cutting 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, CenturyLink, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Transportation Sales Ta Carryover $150,000 $0 $0 $0 $0 $0 CO-Construc Transportation Sales Ta Carryover $342,706 $0 $0 $0 $0 $0 $342,706 Carryover Total Budget $3,979,889 $4,472,595 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,979,889 $4,472,595 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $50,000 $50,000 $50,000 $50,000 $50,000 $200,000 $450,000 $50,000 $50,000 $50,000 $50,000 $50,000 $200,000 $450,000 Category Funding Source LA-Land CO-Construc Outside Sources Operating Impacts Total Operating Impacts 341 Total $150,000 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Resurvey Benchmarks Project Number: PW00137 Council District: Various Project Location: Citywide Description: This project will establish horizontal controls and vertical benchmarks for section and quarter corners within the City of Peoria. The city must establish a grid of monuments completed with second order survey accuracy. Additionally, reference to other datum found within the city, namely, Federal Emergency Management Agency (FEMA), City of Glendale, City of Phoenix, Maricopa County Department of Transportation (MCDOT) and Arizona Department of Transportation (ADOT) datum, shall be corresponded, coordinated and compared with City of Peoria "Inertial System Benchmark Survey." Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study Transportation Sales Ta Base CB-Chargeba Transportation Sales Ta Base Total Budget Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $235,000 $0 $0 $0 $235,000 $470,000 $5,000 $0 $0 $0 $5,000 $10,000 $0 $240,000 $0 $0 $0 $240,000 $480,000 Total FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Non-Pers OPS $0 $5,000 $5,000 $5,000 $5,000 $20,000 $40,000 Total Operating Impacts $0 $5,000 $5,000 $5,000 $5,000 $20,000 $40,000 Sidewalks Annual Program Project Number: PW00046 Council District: Various Project Location: Citywide Description: This program addresses sidewalk deficiencies along arterial streets due to lack of adjacent development or older developments that did not complete the sidewalk improvements. The program provides for public involvement, design, utility coordination, utility relocation, right-of-way 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 Funding Source Carryover / Base CO-Construc Highway User Fund Carryover $95,581 $0 $0 $0 $0 $0 $95,581 CO-Construc Highway User Fund Base $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,000,000 CB-Chargeba Highway User Fund Base $0 $6,400 $6,400 $6,400 $6,400 $32,000 $57,600 $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 $195,581 $107,400 $107,400 $107,400 $107,400 $537,000 $1,162,181 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $600 $600 $600 $600 $600 $3,000 $6,000 $600 $600 $600 $600 $600 $3,000 $6,000 Category AT-Arts Highway User Fund Base Total Budget Operating Impacts Total Operating Impacts FY 2020 FY 2021 342 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 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 Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, construction and construction administration for providing an emergency access road starting from 75th Avenue (2800 feet north of Jomax) and ending at approximately 3000 feet to the north at 74th Lane. The proposed emergency access roadway will be restricted and accessed only during emergencies. The proposed access road will be coordinated with development and is planned to be part of the Aloravita development's internal roadway network. In addition, a 12-inch potable waterline will be installed as part of this project. 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 CO-Construc Transportation Sales Ta Base AT-Arts Transportation Sales Ta Base Total Budget Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $297,030 $2,970 $0 $0 $0 $0 $0 $0 $297,030 $2,970 $0 $0 $300,000 $0 $0 $0 $300,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Non-Personnel $0 $0 $0 $5,000 $5,000 $25,000 Non-Personnel $0 $0 $0 $5,000 $5,000 $25,000 $35,000 Total Operating Impacts $0 $0 $0 $10,000 $10,000 $50,000 $70,000 Total $35,000 Streetlight Pole Replacement Program Project Number: PW11160 Council District: Various Project Location: Various Description: This program provides for the replacement of old streetlights and allows the city to respond to unexpected failures or newly identified locations for streetlights in residential areas. Staff evaluates the condition of existing streetlight poles, 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 OT-Other Highway User Fund Carryover / Base FY 2020 Base Total Budget $590,000 $590,000 $590,000 $590,000 $390,000 $1,950,000 $4,700,000 $590,000 $590,000 $590,000 $590,000 $390,000 $1,950,000 $4,700,000 FY 2021 343 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Technical Pavement Condition Survey & Support Project Number: PW00512 Council District: All Project Location: Citywide Description: Pavement preservation is integral to a fiscally sound program of pavement management. Allocated funds are applied to pavements where the greatest cost benefit will be realized in extended lifecycles and enhanced fiscal management through pavement lifecycle management. In FY17, the Streets Division employed the first electronic survey of its entire pavement network. This survey provided multiple levels of data reporting on the conditions of our pavement surfaces as well as structure and sub-structure. Based upon data collected and allocated budgets, the electronic survey data allows the streets division to prioritize maintenance projects based upon the objective data. 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 Fund Carryover / Base FY 2020 Base Total Budget $255,000 $0 $0 $255,000 $0 $510,000 $1,020,000 $255,000 $0 $0 $255,000 $0 $510,000 $1,020,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Thunderbird Rd; 67th Av-81st Av Lndscape Enhancemt Project Number: EN00691 Council District: Palo Verde Project Location: Thunderbird Rd; 67th Av to 81st Av Description: This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction and construction administration for refreshing decomposed granite, enhancing landscape and irrigation system, repair, wash and paint existing perimeter walls along Thunderbird Road between 67th Avenue and 81st Avenue. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2020 CO-Construc Transportation Sales Ta Base Total Budget $0 $0 $0 $0 $0 $1,516,904 $1,516,904 $0 $0 $0 $0 $0 $1,516,904 $1,516,904 Category Funding Source FY 2021 344 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Streets Utility Undergrounding Program Project Number: EN00563 Council District: Various Project Location: Citywide Description: This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, utility 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 (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) for design and construction, as well as development agreements and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Future GO Bonds Base $0 $0 $0 $0 $0 $200,000 $200,000 CO-Construc Future GO Bonds Base $0 $0 $0 $0 $0 $1,800,000 $1,800,000 CB-Chargeba Future GO Bonds AT-Arts Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $120,000 $20,000 $120,000 $20,000 $0 $0 $0 $0 $0 $2,140,000 $2,140,000 Total Budget 345 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Traffic Control Install CCTV Equipment Citywide Project Number: EN00666 Council District: All Project Location: Citywide Description: This project provides for two years of funding for the expansion of the city’s closed-circuit television cameras (CCTV) coverage at various signalized intersections. The CCTV deployment includes installation of the following components: pan-tilt-zoom highdefinition CCTV cameras and other equipment, cabling and power supplies as needed. Budget by Fiscal Year Carryover / Base FY 2020 FY 2021 CO-Construc Transportation Sales Ta Base $220,000 CB-Chargeba Transportation Sales Ta Base $0 Category AT-Arts Funding Source Transportation Sales Ta Base Total Budget FY 2022 FY 2023 FY 2024 FY 25-29 Total $220,000 $0 $0 $0 $0 $440,000 $7,000 $0 $0 $0 $0 $7,000 $0 $2,200 $0 $0 $0 $0 $2,200 $220,000 $229,200 $0 $0 $0 $0 $449,200 North Peoria Communications Backup Project Number: EN00675 Council District: Citywide Project Location: North of Paradise Lane Description: The northern portion of Peoria continues to grow with more and more development coming into this area. Currently the entire north part of Peoria is served by one fiber trunk line that runs from Union Hills Drive up 83rd Avenue and along the Lake Pleasant Parkway alignment. This fiber line provides communication to the traffic signals and ITS infrastructure (including CCTV’s), however, the City's IT Department also uses this fiber line to connect to City facilities including the Sunrise Mountain Library, the Pinnacle Peak Public Safety Facility, and in the future, the Paloma Community Park. In addition, the Public Works Department is now looking at connecting their infrastructure (SCADA) to this communication line as well. This project would provide a backup connection to the north part of Peoria in the event of a fiber break or other interruption, communication would continue to work through a wireless radio connection. Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study Transportation Sales Ta Base $0 $0 DS-Design Transportation Sales Ta Base $0 $0 CO-Construc Transportation Sales Ta Base CB-Chargeba Transportation Sales Ta Base AT-Arts Transportation Sales Ta Base Total Budget Operating Impacts Total Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $65,000 $0 $0 $65,000 $0 $160,000 $0 $0 $160,000 $0 $0 $0 $1,300,000 $0 $0 $1,300,000 $0 $0 $0 $0 $0 $0 $117,000 $14,600 $0 $0 $0 $0 $117,000 $14,600 $0 $0 $0 $1,656,600 $0 $0 $1,656,600 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 346 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Traffic Control Traffic Management Center Equipment Replacement Project Number: EN00433 Council District: Acacia Project Location: Development and Community Services Building Description: This project provides funding for periodic equipment replacement in the City’s Traffic Management Center (TMC) located in the Development and Community Services Building. This equipment includes the video wall monitors, computer hardware and switches, video conferencing equipment, and other related equipment. The city was awarded federal CMAQ funds to offset the costs of the first equipment replacement. Budget by Fiscal Year Category Funding Source CO-Construc Transportation Sales Ta AT-Arts Carryover / Base Base Transportation Sales Ta Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $500,000 $500,000 $1,000,000 $0 $0 $0 $0 $5,000 $5,000 $10,000 $0 $0 $0 $0 $505,000 $505,000 $1,010,000 Traffic Signal Interconnect Project (TSIP) Project Number: PW00133 Council District: City Wide Project Location: Various Description: This project is for the extension of the fiber optic system to provide communications to the city's traffic signals. This funding 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 Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total CO-Construc Transportation Sales Ta DS-Design Transportation Sales Ta Carryover Base $63,501 $25,000 $0 $0 $0 $25,000 $0 $0 $0 $25,000 $0 $50,000 $63,501 $125,000 CO-Construc Transportation Sales Ta Base $175,000 $0 $175,000 $0 $175,000 $350,000 $875,000 CB-Chargeba Transportation Sales Ta Base $0 $0 $5,000 $0 $5,000 $10,000 $20,000 $0 $0 $2,000 $0 $2,000 $4,000 $8,000 $263,501 $0 $207,000 $0 $207,000 $414,000 $1,091,501 Category AT-Arts Funding Source Transportation Sales Ta Base Total Budget 347 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Program Project Number: EN00170 Council District: Citywide Project Location: Various Description: The Traffic Signal Program provides funding for traffic studies, coordination with adjacent property owners, public involvement, 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 2020 CO-Construc Transportation Sales Ta Carryover $100,000 CO-Construc Outside Sources Carryover $25,000 CO-Construc Transportation Sales Ta Base $748,020 CB-Chargeba Transportation Sales Ta Base Category AT-Arts Funding Source Transportation Sales Ta Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $550,000 $550,000 $550,000 $550,000 $2,750,000 $5,698,020 $0 $44,500 $44,500 $44,500 $44,500 $222,500 $400,500 $0 $873,020 $5,500 $600,000 $5,500 $600,000 $5,500 $600,000 $5,500 $600,000 $27,500 $3,000,000 $49,500 $6,273,020 $100,000 Traffic Signal Renovation and Replacement Project Number: PW00993 Council District: All Project Location: Various Description: There are currently 122 signalized intersections in the City. This project provides for the replacement of wiring, signal cabinets, battery back-ups, 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 OT-Other Highway User Fund Carryover / Base FY 2020 Base Total Budget $309,000 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,090,000 $309,000 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,090,000 FY 2021 348 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 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 - $142,007,671 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY20 FY21 FY22 FY23 FY24 349 FY25 FY26 FY27 FY28 FY29 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total 2050 - Water Fund $1,054,661 $1,356,352 $1,682,316 $63,999 $9,875,500 $10,783,186 $24,816,014 2162 - Water Expansion $47,825 $452,409 $834,089 $1,898,800 $0 $0 $3,233,123 2163 - Water Expansion $300,000 $78,628 $458,669 $0 $0 $0 $837,297 2164 - Water Expansion $1,590,970 $1,919,000 $1,631,150 $4,110,000 $0 $0 $9,251,120 $0 $0 $0 $0 $36,360,000 $0 $36,360,000 $16,794,124 $4,889,283 $14,706,973 $10,974,355 $4,211,775 $9,835,742 $61,412,252 2506 - Wastewater Expansion $0 $68,504 $402,346 $2,870,165 $0 $0 $3,341,015 2507 - Wastewater Expansion $1,178,850 $0 $0 $0 $0 $0 $1,178,850 2509 - Wastewater Expansion $770,000 $808,000 $0 $0 $0 $0 $1,578,000 $21,736,430 $9,572,176 $19,715,543 $19,917,319 $50,447,275 $20,618,928 $142,007,671 2273 - Future WIFA Revenue Bonds 2400 - Wastewater Fund Total - Wastewater 350 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 101st Ave and Northern Lift Station Pretreatment $524,546 $0 $0 $0 $0 $0 $524,546 $0 $0 $0 $4,200,000 $0 $0 $4,200,000 Beardsley WRF Equipment Upgrade and Replacement $241,000 $0 $0 $0 $50,500 $602,000 $893,500 Beardsley WRF Expansion $514,943 $3,429,035 $12,260,592 $9,543,238 $0 $0 $25,747,808 $2,827,837 $0 $0 $0 $0 $0 $2,827,837 $150,000 $101,000 $101,000 $120,000 $150,000 $505,000 $1,127,000 Butler WRF Aeration System Upgrades $2,225,223 $0 $0 $0 $0 $0 $2,225,223 Butler WRF Equipment Upgrade and Replacement $180,000 $180,000 $100,000 $105,000 $150,000 $700,000 $1,415,000 Butler WRF Headworks Rehabilitation $587,500 $0 $0 $0 $0 $0 $587,500 $1,180,970 $599,541 $1,695,104 $2,349,765 $0 $0 $5,825,380 El Mirage Road Sewer Infrastructure Upsizing $500,000 $0 $0 $606,000 $0 $0 $1,106,000 Jomax WRF Equipment Upgrade and Replacement $162,357 $101,000 $125,745 $150,995 $50,500 $226,745 $817,342 $3,397,825 $0 $0 $0 $46,147,500 $10,100,000 $59,645,325 Jomax WRF Operations Building $693,069 $2,973,880 $3,526,130 $0 $0 $0 $7,193,079 Lift Station Reconditioning $915,000 $398,950 $393,900 $383,800 $383,800 $1,919,000 $4,394,450 $0 $0 $0 $67,359 $0 $117,558 $184,917 Manhole Rehabilitation $753,287 $378,725 $378,725 $378,725 $378,725 $1,893,625 $4,161,812 Miscellaneous Local Wastewater Line Improvements $600,000 $204,000 $204,000 $204,000 $229,250 $1,020,000 $2,461,250 $0 $170,795 $223,347 $501,437 $0 $0 $895,579 Trunk Sewer Line Inspection $926,101 $0 $0 $600,000 $0 $0 $1,526,101 Trunk Sewer Rehabilitation $3,226,244 $0 $0 $0 $2,200,000 $0 $5,426,244 $707,000 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,070,000 $1,423,528 $328,250 $0 $0 $0 $0 $1,751,778 Agua Fria Lift Station-Wastewater Campus Land Beardsley WRF Solids Pipeline Rehabilitation Butler IPS Equipment Upgrade and Replacement Butler WRF Recharge Wells Jomax WRF Expansion LPH Mystic Wastewater Oversizing SROG Line Assessment & Repair Wastewater System Additional R & M Expense West Agua Fria Wastewater Lines Total - Wastewater $21,736,430 Total $9,572,176 $19,715,543 $19,917,319 $50,447,275 $20,618,928 $142,007,671 351 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater 101st Ave and Northern Lift Station Pretreatment Project Number: UT00398 Council District: Pine Project Location: 101st Av & Northern Av Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for realigning the existing 18" influent sewer lines, the installation of an inline channel grinder and replacing the electrical and instrumentation equipment. This project may also include processing of utility company (APS, Cox, CenturyLink, SRP, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base FY 2020 Carryover Total Budget $524,546 $0 $0 $0 $0 $0 $524,546 $524,546 $0 $0 $0 $0 $0 $524,546 Funding Source CO-Construc Wastewater Fund FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Agua Fria Lift Station-Wastewater Campus Land Project Number: UT00284 Council District: Mesquite Project Location: CAP Canal and Agua Fria River Description: This project will purchase a site for a future wastewater treatment facility campus. This project site is identified in the 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 Carryover / Base Category Funding Source LA-Land LA-Land Wastewater Expansion Wastewater Fund LA-Land Water Expansion Base Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $0 $0 $0 $0 $2,419,200 $700,800 $0 $0 $0 $0 Total $2,419,200 $700,800 $0 $0 $0 $1,080,000 $0 $0 $1,080,000 $0 $0 $0 $4,200,000 $0 $0 $4,200,000 352 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater Beardsley WRF Equipment Upgrade and Replacement Project Number: UT00317 Council District: Willow Project Location: Beardsley Water Reclamation Facility Description: This project will replace and update existing plant equipment and provide for the ultimate expansion of the facility. The 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, safety updates, and instrumentation equipment replacement. Budget by Fiscal Year Category Funding Source Carryover / Base EQ-Equipmen Wastewater Fund EQ-Equipmen Water Fund Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $223,375 $60,250 $0 $0 $0 $12,625 $150,500 $180,750 $0 $0 $0 $37,875 $451,500 $670,125 $241,000 $0 $0 $0 $50,500 $602,000 $893,500 Beardsley WRF Expansion Project Number: UT00314 Council District: Willow Project Location: Beardsley Water Reclamation Facility Description: This project will include design and construction on an expansion to the Beardsley Water Reclamation Facility (WRF) located along 111th Avenue between Union Hills Road and Beardsley Road. The current plant treatment capacity is 4 million gallons per day (MGD). Development north of Beardsley Road and east of the Agua Fria River requires an expansion in treatment capacity to 6 MGD. Budget by Fiscal Year Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 CO-Construc Water Fund DS-Design Wastewater Fund Carryover Base $14,943 $100,000 $0 $714,716 $0 $0 $0 $0 $0 $0 $0 $0 $14,943 $814,716 $400,000 Category Total DS-Design Water Expansion Base $400,000 $0 $0 $0 $0 $0 DS-Design Water Fund Base $0 $780,368 $0 $0 $0 $0 $780,368 Base $0 $0 $10,029,200 $6,448,750 $0 $0 $16,477,950 CO-Construc Wastewater Fund CO-Construc Water Expansion Base $0 $1,900,000 $1,615,000 $3,000,000 $0 $0 $6,515,000 CO-Construc Water Fund Base $0 $0 $495,000 $0 $0 $0 $495,000 AT-Arts AT-Arts Wastewater Fund Water Expansion Base Base $0 $0 $7,147 $19,000 $100,292 $16,150 $64,488 $30,000 $0 $0 $0 $0 $171,927 $65,150 AT-Arts Water Fund $7,804 $12,754 Base Total Budget Operating Impacts Total Operating Impacts $4,950 $0 $0 $0 $514,943 $3,429,035 $12,260,592 $9,543,238 $0 $0 $25,747,808 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $0 $2,400 $2,400 $12,000 $16,800 $0 $0 $0 $2,400 $2,400 $12,000 $16,800 $0 353 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater Beardsley WRF Solids Pipeline Rehabilitation Project Number: UT00308 Council District: Ironwood Project Location: Beardsley and 91st Av to 99th Av Description: This project involves the rehabilitation of an 8-inch force main that transports solids from the Beardsley Water Reclamation Facility to the sewer collector along 91st Ave and then ultimately to the Butler Water Reclamation Facility. Budget by Fiscal Year Category Funding Source CO-Construc Wastewater Fund CO-Construc Wastewater Fund Carryover / Base Carryover Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $2,077,837 $750,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,077,837 $750,000 $2,827,837 $0 $0 $0 $0 $0 $2,827,837 Butler IPS Equipment Upgrade and Replacement Project Number: UT00422 Council District: Pine Project Location: 99th Av & Northern Av Description: The Butler Influent Pumping Station is the primary wastewater pumping station through which all flow that is treated at the Butler 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 and instrumentation associated with the Butler Influent Pumping Station to ensure continuous service. Budget by Fiscal Year Category Funding Source OT-Other Wastewater Fund Carryover / Base FY 2020 Base Total Budget $150,000 $101,000 $101,000 $120,000 $150,000 $505,000 $1,127,000 $150,000 $101,000 $101,000 $120,000 $150,000 $505,000 $1,127,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Butler WRF Aeration System Upgrades Project Number: UT00420 Council District: Acacia Project Location: Butler Water Reclamation Facility Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, 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 FY20 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 2020 CO-Construc Wastewater Fund Carryover $1,107,044 CO-Construc Water Fund Carryover $593,231 Base Total Budget $524,948 $2,225,223 Category Funding Source CO-Construc Wastewater Fund FY 2021 FY 2022 FY 2023 $0 $0 $0 $0 $0 $0 354 FY 2024 FY 25-29 Total $0 $0 $0 $1,107,044 $0 $0 $0 $593,231 $0 $0 $0 $0 $524,948 $0 $0 $0 $0 $2,225,223 City of Peoria FY 2020 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 Description: The Butler Water Reclamation Facility (WRF) is a complex, highly automated wastewater treatment facility. Equipment operates 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, centrifuge scrolls, various variable frequency drives, and chemical systems. Budget by Fiscal Year Category Funding Source EQ-Equipmen Wastewater Fund EQ-Equipmen Water Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Base $135,000 $135,000 $75,000 $78,750 $112,500 $525,000 $1,061,250 $45,000 $45,000 $25,000 $26,250 $37,500 $175,000 $353,750 $180,000 $180,000 $100,000 $105,000 $150,000 $700,000 $1,415,000 Base Total Budget Butler WRF Headworks Rehabilitation Project Number: UT00100 Council District: Acacia Project Location: Butler Water Reclamation Facility Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, 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 Category Funding Source CO-Construc Wastewater Fund CO-Construc Water Fund Carryover / Base Carryover Carryover Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $579,300 $8,200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $579,300 $8,200 $587,500 $0 $0 $0 $0 $0 $587,500 355 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater Butler WRF Recharge Wells Project Number: UT00309 Council District: Acacia Project Location: Butler Water Reclamation Facility Description: This project will design and construct new groundwater recharge wells in the Butler Wastewater Basin. The project will provide for the project coordination, public involvement, pre-design studies, design, right of way 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 Funding Source Carryover / Base FY 2020 CO-Construc Water Expansion Carryover Category FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $880,970 $0 $0 $0 $0 $0 $880,970 DS-Design Wastewater Expansion Base $0 $26,209 $152,502 $0 $0 $0 $178,711 DS-Design Water Expansion Base $300,000 $78,628 $458,669 $0 $0 $0 $837,297 CO-Construc Wastewater Expansion Base $0 $40,399 $238,763 $446,500 $0 $0 $725,662 CO-Construc Water Expansion CB-Chargeba Wastewater Expansion Base Base $0 $0 $443,502 $1,229 $800,000 $7,167 $1,880,000 $0 $0 $0 $0 $0 $3,123,502 $8,396 CB-Chargeba Water Expansion Base $0 $3,686 $21,502 $0 $0 $0 $25,188 AT-Arts Wastewater Expansion Base $0 $667 $3,914 $4,465 $0 $0 $9,046 AT-Arts Water Expansion $0 $5,221 $12,587 $18,800 $0 $0 $36,608 $1,180,970 $599,541 $1,695,104 $2,349,765 $0 $0 $5,825,380 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $61,000 $61,000 $244,000 $366,000 $0 $0 $0 $61,000 $61,000 $244,000 $366,000 Base Total Budget Operating Impacts Total Operating Impacts El Mirage Road Sewer Infrastructure Upsizing Project Number: UT00432 Council District: Mesquite Project Location: El Mirage Rd from Westland Rd to Jomax Rd Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, 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 CO-Construc Wastewater Fund AT-Arts Wastewater Fund Carryover / Base Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $500,000 $0 $0 $0 $0 $0 $600,000 $6,000 $0 $0 $0 $0 $1,100,000 $6,000 $500,000 $0 $0 $606,000 $0 $0 $1,106,000 356 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater Jomax WRF Equipment Upgrade and Replacement Project Number: UT00323 Council District: Mesquite Project Location: Jomax Water Reclamation Facility Description: The equipment at Jomax Water Reclamation Facility is exposed to a harsh wastewater environment and is subject to continuous 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, and safety upgrades. Budget by Fiscal Year Funding Source Carryover / Base CO-Construc Wastewater Fund CO-Construc Water Fund Category FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Carryover $4,857 $0 $0 $0 $0 $0 $4,857 Carryover $12,500 $0 $0 $0 $0 $0 $12,500 CO-Construc Wastewater Fund Base $116,250 $75,000 $93,375 $112,125 $37,500 $168,375 $602,625 CO-Construc Water Fund Base $28,750 $25,000 $31,125 $37,375 $12,500 $56,125 $190,875 AT-Arts Wastewater Fund Base $0 $750 $934 $1,121 $375 $1,684 $4,864 AT-Arts Water Fund $0 $162,357 $250 $101,000 $311 $125,745 $374 $150,995 $125 $50,500 $561 $226,745 $1,621 $817,342 Base Total Budget Total Jomax WRF Expansion Project Number: UT00388 Council District: Mesquite Project Location: Jomax Water Reclamation Facility Description: This project will include design and construction of an expansion to the Jomax Water Reclamation Facility (WRF) located just 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 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 CO-Construc Wastewater Expansion Carryover $796,525 $0 $0 $0 $0 $0 $796,525 CO-Construc Wastewater Fund Carryover $143,475 $0 $0 $0 $0 $0 $143,475 CO-Construc Water Expansion CO-Construc Water Expansion Carryover Carryover $310,000 $47,825 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $310,000 $47,825 Category Funding Source Total Base $2,100,000 $0 $0 $0 $0 $0 $2,100,000 CO-Construc Future WIFA Revenue B Base $0 $0 $0 $0 $36,000,000 $0 $36,000,000 CO-Construc Water Fund Base $0 $0 $0 $0 $9,690,594 $10,000,000 $19,690,594 AT-Arts Future WIFA Revenue B Base $0 $0 $0 $0 $360,000 $0 $360,000 AT-Arts Water Fund $0 $0 $0 $0 $96,906 $100,000 $196,906 $3,397,825 $0 $0 $0 $46,147,500 $10,100,000 $59,645,325 DS-Design Wastewater Fund Base Total Budget 357 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater Jomax WRF Operations Building Project Number: UT00389 Council District: Mesquite Project Location: Jomax Water Reclamation Facility Description: This project will construct a new plant operations building at the Jomax Water Reclamation Facility (WRF). As the Jomax WRF begins an expansion process, the Water Services Department has identified a new operations building as a need for future operation of a larger regional plant. The current operations building was built as a temporary structure until growth in the area forced an expansion. This project will provide for pre-design, design, construction, permitting, and utility coordination for construction of the new building. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 DS-Design Wastewater Fund Base $521,782 $0 $0 $0 $0 $0 $521,782 DS-Design Water Fund Base $171,287 $0 $0 $0 $0 $0 $171,287 CO-Construc Wastewater Expansion Base $0 $800,000 $0 $0 $0 $0 $800,000 CO-Construc Wastewater Fund Base $0 $1,646,287 $2,371,287 $0 $0 $0 $4,017,574 CO-Construc Water Fund CB-Chargeba Wastewater Fund Base Base $0 $0 $491,713 $5,200 $1,113,495 $5,200 $0 $0 $0 $0 $0 $0 $1,605,208 $10,400 CB-Chargeba Water Fund Base $0 $1,300 $1,300 $0 $0 $0 $2,600 AT-Arts Wastewater Expansion Base $0 $8,000 $0 $0 $0 $0 $8,000 AT-Arts Wastewater Fund Base $0 $16,463 $23,713 $0 $0 $0 $40,176 AT-Arts Water Fund Base Total Budget Operating Impacts Total Operating Impacts Total $0 $4,917 $11,135 $0 $0 $0 $16,052 $693,069 $2,973,880 $3,526,130 $0 $0 $0 $7,193,079 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $132,000 $132,000 $660,000 $924,000 $0 $0 $0 $132,000 $132,000 $660,000 $924,000 Lift Station Reconditioning Project Number: UT00116 Council District: Various Project Location: Citywide Description: This project addresses ongoing needs at all City of Peoria lift stations. The funds will be used to address pre-treatment, odor 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 Funding Source Carryover / Base FY 2020 CO-Construc Wastewater Fund Carryover $425,000 $0 $0 $0 $0 $0 $425,000 CO-Construc Wastewater Fund AT-Arts Wastewater Fund Base Base $490,000 $0 $395,000 $3,950 $390,000 $3,900 $380,000 $3,800 $380,000 $3,800 $1,900,000 $19,000 $3,935,000 $34,450 $915,000 $398,950 $393,900 $383,800 $383,800 $1,919,000 $4,394,450 Category Total Budget FY 2021 358 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater LPH Mystic Wastewater Oversizing Project Number: UT00446 Council District: Mesquite Project Location: Lake Pleasant Heights Development Description: This project provides for additional wastewater collection capacity in the water system serving the Lake Pleasant Heights (LPH) 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 CO-Construc Wastewater Fund AT-Arts Wastewater Fund Carryover / Base Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $66,692 $0 $116,394 $183,086 $0 $0 $0 $667 $0 $1,164 $1,831 $0 $0 $0 $67,359 $0 $117,558 $184,917 Manhole Rehabilitation Project Number: UT00307 Council District: Various Project Location: Citywide Description: This project will repair and rehabilitate sewer manholes, manhole rings and manhole covers throughout the City's wastewater collection system. The City has over 14,000 manholes with an expected life of 30 to 50 years. Manholes to be rehabilitated were identified in a sewer line assessment study. Budget by Fiscal Year Funding Source Carryover / Base FY 2020 CO-Construc Wastewater Fund Carryover $380,787 $0 $0 $0 $0 $0 $380,787 CO-Construc Wastewater Fund CB-Chargeba Wastewater Fund Base Base $372,500 $0 $372,500 $2,500 $372,500 $2,500 $372,500 $2,500 $372,500 $2,500 $1,862,500 $12,500 $3,725,000 $22,500 Category AT-Arts Wastewater Fund Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $3,725 $3,725 $3,725 $3,725 $18,625 $33,525 $753,287 $378,725 $378,725 $378,725 $378,725 $1,893,625 $4,161,812 359 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater Miscellaneous Local Wastewater Line Improvements Project Number: UT00191 Council District: Various Project Location: Citywide Description: This project provides funding to rehabilitate, realign, assess or extend the city's existing wastewater collection system to ensure its 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 Funding Source Carryover / Base FY 2020 CO-Construc Wastewater Fund Carryover $400,000 $0 $0 $0 $0 $0 $400,000 CO-Construc Wastewater Fund Base $200,000 $200,000 $200,000 $200,000 $225,000 $1,000,000 $2,025,000 CB-Chargeba Wastewater Fund Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $0 $2,000 $2,000 $2,000 $2,250 $10,000 $18,250 $600,000 $204,000 $204,000 $204,000 $229,250 $1,020,000 $2,461,250 Category AT-Arts Wastewater Fund Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total SROG Line Assessment & Repair Project Number: UT00321 Council District: Pine Project Location: 99th Av; Northern Av to Olive Av Description: This project will fund a portion of an assessment and rehabilitation effort to be done to the 99th Avenue West Sub Regional 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 flow meters will be included in this project. Budget by Fiscal Year Category Funding Source CO-Construc Wastewater Fund AT-Arts Wastewater Fund Carryover / Base Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 $0 $169,104 $221,136 $496,472 $0 $0 $0 $1,691 $2,211 $4,965 $0 $0 $8,867 $0 $170,795 $223,347 $501,437 $0 $0 $895,579 360 FY 25-29 Total $886,712 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater Trunk Sewer Line Inspection Project Number: UT00322 Council District: All Project Location: Citywide Description: This project will perform an inspection and assessment of all sanitary sewer mains 15 inches and larger within the wastewater 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 Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 OT-Other Wastewater Fund Carryover $326,101 $0 $0 SY-Study Wastewater Fund Base Total Budget $600,000 $0 $0 $926,101 $0 $0 $600,000 Category FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $326,101 $600,000 $0 $0 $1,200,000 $0 $0 $1,526,101 Trunk Sewer Rehabilitation Project Number: UT00296 Council District: Various Project Location: Citywide Description: Project includes the rehabilitation of trunk sewer mains identified in the 2017 Trunk Sewer System Condition Assessment. Budget by Fiscal Year Funding Source Carryover / Base FY 2020 CO-Construc Wastewater Fund Category FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Carryover $1,184,166 $0 $0 $0 $0 $0 Wastewater Fund Base $250,000 $0 $0 $0 $0 $0 $250,000 CO-Construc Wastewater Fund Base $1,792,078 $0 $0 $0 $2,178,218 $0 $3,970,296 $0 $3,226,244 $0 $0 $0 $0 $0 $0 $21,782 $2,200,000 $0 $0 $21,782 $5,426,244 DS-Design AT-Arts Wastewater Fund Base Total Budget $1,184,166 Wastewater System Additional R & M Expense Project Number: UT00436 Council District: Various Project Location: Citywide Description: This project will provide for major repair, maintenance, and rehabilitation of our wastewater infrastructure. Budget by Fiscal Year Category Funding Source OT-Other Wastewater Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Base Total Budget $707,000 $707,000 $707,000 $707,000 $707,000 $707,000 $707,000 $707,000 $707,000 $707,000 $3,535,000 $3,535,000 $7,070,000 $7,070,000 361 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Wastewater West Agua Fria Wastewater Lines Project Number: UT00171 Council District: Mesquite Project Location: Vistancia Development Description: This project will provide additional wastewater collection capacity throughout the Vistancia community. The Vistancia Utilities 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 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 CO-Construc Wastewater Expansion Carryover $770,000 $0 $0 $0 $0 $0 $770,000 CO-Construc Wastewater Expansion Carryover $382,325 $0 $0 $0 $0 $0 $382,325 Base $271,203 $325,000 $0 $0 $0 $0 $596,203 $0 $3,250 $0 $0 $0 $0 $3,250 $1,423,528 $328,250 $0 $0 $0 $0 $1,751,778 Category Funding Source CO-Construc Wastewater Fund AT-Arts Wastewater Fund Base Total Budget 362 Total City of Peoria FY 2020 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 - $237,829,247 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 FY20 FY21 FY22 FY23 FY24 363 FY25 FY26 FY27 FY28 FY29 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Summary by Funding Source Fund Number and Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total 2050 - Water Fund $28,227,594 $15,274,965 $5,260,950 $14,401,547 $6,861,450 $34,926,262 $104,952,768 2161 - Water Expansion $674,346 $0 $0 $0 $0 $0 $674,346 2162 - Water Expansion $1,936,465 $0 $0 $45,000 $0 $0 $1,981,465 2163 - Water Expansion $1,043,500 $2,494,678 $14,045 $1,089,195 $2,243,375 $5,000 $6,889,793 2164 - Water Expansion $11,100,094 $1,043,147 $1,997,575 $333,030 $203,250 $10,332,937 $25,010,033 2165 - Water Expansion $0 $5,842 $2,355 $32,720 $0 $20,000 $60,917 2167 - Water Resource $0 $1,726,020 $509,176 $483,286 $457,395 $431,505 $3,607,382 2270 - WIFA Revenue Bonds $2,601,165 $0 $0 $0 $0 $0 $2,601,165 2271 - WIFA Revenue Bonds $50,717,624 $0 $0 $0 $0 $0 $50,717,624 $0 $0 $0 $0 $0 $31,694,078 $31,694,078 $534,000 $437,382 $523,097 $1,085,997 $375,000 $5,338,465 $8,293,941 2506 - Wastewater Expansion $0 $127,429 $24,603 $148,203 $0 $29,500 $329,735 2507 - Wastewater Expansion $0 $0 $0 $20,500 $0 $20,500 $41,000 2590 - Commercial Solid Waste $25,000 $0 $0 $240,000 $0 $0 $265,000 2600 - Residential Solid Waste $50,000 $0 $0 $500,000 $0 $0 $550,000 2700 - Stormwater Fund $0 $0 $0 $75,000 $0 $0 $75,000 4810 - Outside Sources $85,000 $0 $0 $0 $0 $0 $85,000 $96,994,788 $21,109,463 $8,331,801 $18,454,478 $10,140,470 $82,798,247 $237,829,247 2273 - Future WIFA Revenue Bonds 2400 - Wastewater Fund Total - Water 364 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 67th Ave. 16-in Waterline Pinnacle Pk. To Hatfield $0 $153,975 $0 $1,307,500 $0 $0 $1,461,475 75th Ave 16" Waterline Cholla St to Thunderbird Rd $0 $0 $0 $252,500 $2,500,000 $0 $2,752,500 75th Avenue and Grand PRV Upgrade $515,073 $0 $0 $0 $0 $0 $515,073 $0 $0 $0 $0 $0 $5,234,000 $5,234,000 $2,512,381 $0 $0 $0 $0 $0 $2,512,381 Butler Well Site Rehabilitation $748,596 $0 $0 $0 $0 $0 $748,596 CAP Pump Station Rehabilitation $3,301,103 $0 $0 $0 $0 $0 $3,301,103 Condition Assessment of Remote Sites $68,665 $0 $300,000 $0 $0 $0 $368,665 Desert Harbor-Arrowhead Shores Well Mixing $3,393,925 $0 $0 $0 $0 $0 $3,393,925 El Mirage Road Waterline Upsizing $0 $0 $0 $0 $1,717,000 $0 $1,717,000 Expansion of Reclaim System in Old Town Area $0 $2,078,026 $0 $0 $0 $0 $2,078,026 Fire Hydrant Infill and Replacement $60,000 $163,200 $163,200 $163,200 $163,200 $816,000 $1,528,800 Greenway WTP 8 MGD Expansion $0 $0 $0 $0 $0 $31,694,078 $31,694,078 $594,000 $358,000 $302,000 $102,000 $102,000 $642,000 $2,100,000 $0 $0 $351,600 $239,600 $0 $0 $591,200 $3,057,176 $0 $0 $0 $0 $0 $3,057,176 Jomax Waterline - Loop 303 to El Mirage Road $0 $0 $0 $0 $0 $2,001,500 $2,001,500 Lake Pleasant Parkway 16-inch Waterline $2,547,295 $0 $0 $0 $0 $0 $2,547,295 Lake Plsnt Pkwy 24-inch Waterline; Loop 303- LPWTP $0 $0 $0 $0 $0 $6,437,104 $6,437,104 LPH Mystic Water Oversizing $261,097 $70,629 $0 $95,483 $0 $0 $427,209 Miscellaneous Local Waterline Improvements $450,000 $257,500 $257,500 $257,500 $257,500 $1,287,500 $2,767,500 MOC Reservoir Site Improvements $427,822 $0 $0 $0 $0 $0 $427,822 New River Utility Co. Acquisition & Improvements $4,101,165 $0 $0 $0 $0 $0 $4,101,165 Patterson Reservoir - Existing Well Connection $437,194 $5,692,867 $0 $0 $0 $0 $6,130,061 $4,831,355 $0 $0 $0 $0 $0 $4,831,355 Agua Fria Booster Station - Phase II Agua Fria Booster/PRV Greenway WTP Equipment Upgrade and Replacement Integrated Water Utility Master Plan (IWUMP) Jomax Booster Station Upgrades Pyramid Peak Water Treatment Plant Upgrades 365 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $52,576,365 $1,669,125 $0 $0 $0 $0 $54,245,490 Quintero WTP Equipment Upgrade and Replacement $70,000 $150,000 $100,000 $50,000 $50,000 $250,000 $670,000 Reclaimed Water Master Plan Implementation $300,000 $0 $2,000,000 $5,700,000 $0 $0 $8,000,000 SCADA Equipment Replacement $455,000 $450,000 $450,000 $550,000 $550,000 $750,000 $3,205,000 Sports Complex/W115 Well Connection $0 $0 $0 $2,875,989 $0 $0 $2,875,989 Sweetwater Well Site Rehabilitation $0 $0 $0 $385,950 $2,243,375 $0 $2,629,325 Technology and Security Master Plan $300,000 $0 $0 $0 $0 $0 $300,000 $3,050,000 $0 $0 $0 $0 $0 $3,050,000 Utility Billing System $0 $0 $0 $2,810,000 $0 $0 $2,810,000 W108 Bailey Well Site Improvements $0 $500,439 $0 $0 $0 $0 $500,439 $175,000 $0 $0 $100,000 $0 $200,000 $475,000 $1,300,000 $813,000 $813,000 $813,000 $813,000 $4,065,000 $8,617,000 $857,249 $2,220,000 $0 $0 $0 $0 $3,077,249 $0 $0 $0 $0 $0 $14,605,000 $14,605,000 Water System Additional R & M Expense $883,750 $883,750 $883,750 $883,750 $883,750 $4,418,750 $8,837,500 Water/Wastewater Hydraulic Model Update $179,000 $0 $0 $0 $200,000 $0 $379,000 $0 $0 $0 $100,000 $0 $100,000 $200,000 Weedville Well Site Rehabilitation $1,030,000 $1,753,000 $0 $0 $0 $0 $2,783,000 Wellhead Water Quality Mitigation $3,459,123 $0 $0 $0 $0 $0 $3,459,123 Wells - New Construction $1,300,001 $230,840 $1,963,720 $0 $203,250 $3,669,810 $7,367,621 West Agua Fria Water Lines $1,286,787 $590,092 $237,855 $1,284,720 $0 $0 $3,399,454 Westland Rd. Reservoir and Booster Station $2,315,666 $0 $0 $0 $0 $0 $2,315,666 Westland Reservoir/Booster Station Phase II $0 $0 $0 $0 $0 $6,196,000 $6,196,000 White Mountain Apache Tribe Water Rights Purchase $0 $1,726,020 $509,176 $483,286 $457,395 $431,505 $3,607,382 $150,000 $1,349,000 $0 $0 $0 $0 $1,499,000 Pyramid Peak Water Treatment Plant Expansion Terramar Booster Pump Station Rehabilitation Water & Wastewater Rate Study Water Facility Reconditioning Water Line Assessment and Replacement Water Meter Replacement Program Water/Wastewater/Expansion Fee Update Zone 1/2 PRV Upgrades (91st and Cactus) Total - Water $96,994,788 $21,109,463 366 Total $8,331,801 $18,454,478 $10,140,470 $82,798,247 $237,829,247 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water 67th Ave. 16-in Waterline Pinnacle Pk. To Hatfield Project Number: UT00440 Council District: Mesquite Project Location: 67th Av; Pinnacle Peak Rd to Hatfield Rd Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility 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 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Water Fund Base $0 $150,000 $0 $0 $0 $0 $150,000 CO-Construc Water Fund Base $0 $0 $0 $1,250,000 $0 $0 $1,250,000 CB-Chargeba Water Fund Base $0 $2,475 $0 $45,000 $0 $0 $47,475 $0 $1,500 $0 $12,500 $0 $0 $14,000 $0 $153,975 $0 $1,307,500 $0 $0 $1,461,475 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $5,000 $5,000 $5,000 $20,000 $35,000 $0 $0 $5,000 $5,000 $5,000 $20,000 $35,000 AT-Arts Water Fund Base Total Budget Operating Impacts Total Operating Impacts Total 75th Ave 16" Waterline Cholla St to Thunderbird Rd Project Number: UT00400 Council District: Palo Verde Project Location: 75th Av; Cholla St to Thunderbird Rd Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, Water Services 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. Budget by Fiscal Year Category Funding Source DS-Design Water Fund CO-Construc Water Fund AT-Arts Water Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 Base $0 $0 $0 Base $0 $0 $0 $0 $0 $0 $0 $0 $0 Base Total Budget 367 FY 2024 FY 25-29 Total $250,000 $0 $0 $250,000 $0 $2,475,248 $0 $2,475,248 $2,500 $252,500 $24,752 $2,500,000 $0 $0 $27,252 $2,752,500 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water 75th Avenue and Grand PRV Upgrade Project Number: UT00408 Council District: Acacia Project Location: 75th Av & Grand Av Description: Project includes the abandonment and demolition of an existing pressure-reducing valve (PRV) station located at 75th Avenue and 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 Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 CO-Construc Water Fund Carryover $175,073 $0 $0 CO-Construc Water Fund Base Total Budget $340,000 $0 $0 $515,073 $0 $0 Category Funding Source FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $0 $340,000 $0 $0 $0 $515,073 $175,073 Agua Fria Booster Station - Phase II Project Number: UT00501 Council District: Mesquite Project Location: Agua Fria Booster Station Description: This project is the second phase of construction for a new water booster pump station located just west of Lake Pleasant Parkway along the Lone Mountain Parkway alignment. This second phase will include pre-design, design, utility coordination, permitting and construction for additional pump station capacity to meet further development demand. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $500,000 Water Expansion Base $0 $0 $0 $0 $0 $500,000 CO-Construc Water Expansion Base $0 $0 $0 $0 $0 $782,178 $782,178 CO-Construc Water Fund CB-Chargeba Water Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,861,386 $15,000 $3,861,386 $15,000 CB-Chargeba Water Fund Base $0 $0 $0 $0 $0 $24,000 $24,000 AT-Arts Water Expansion Base $0 $0 $0 $0 $0 $12,822 $12,822 AT-Arts Water Fund $0 $0 $0 $0 $0 $38,614 $38,614 $0 $0 $0 $0 $0 $5,234,000 $5,234,000 Base Total Budget 368 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Agua Fria Booster/PRV Project Number: UT00245 Council District: Mesquite Project Location: Lake Pleasant Pkwy and Lone Mountain Rd Description: This project provides for the project coordination, public involvement, pre-design studies, design, land acquisition, construction, 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 FY20 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 Category Funding Source CO-Construc Water Expansion Carryover / Base FY 2020 Carryover Total Budget $2,512,381 $0 $0 $0 $0 $0 $2,512,381 $2,512,381 $0 $0 $0 $0 $0 $2,512,381 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Non-Pers OPS $33,100 $33,100 $33,100 $33,100 $33,100 $165,500 $331,000 Total Operating Impacts $33,100 $33,100 $33,100 $33,100 $33,100 $165,500 $331,000 Butler Well Site Rehabilitation Project Number: UT00410 Council District: Pine Project Location: 103rd Av & Butler Dr Description: Project includes several site rehabilitation tasks to bring the site up to City standard. General site work includes grading, tree removal, wall painting, and landscaping. Concrete work includes new pad for the electrical lineup, the discharge box, and a few other minor items. Project will add an onsite retention basin with drywell for well startup waste. Budget by Fiscal Year Category Funding Source CO-Construc Water Fund Carryover / Base FY 2020 Carryover Total Budget $748,596 $0 $0 $0 $0 $0 $748,596 $748,596 $0 $0 $0 $0 $0 $748,596 FY 2021 369 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water CAP Pump Station Rehabilitation Project Number: UT00274 Council District: Mesquite Project Location: 163rd Av & Jomax Rd Description: This project provides for the project coordination, public involvement, pre-design studies, design, land acquisition, construction, 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 Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total CO-Construc Water Fund Carryover $400,773 $0 $0 $0 $0 $0 $400,773 CO-Construc Water Fund Base Total Budget $2,900,330 $3,301,103 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,900,330 $3,301,103 Condition Assessment of Remote Sites Project Number: UT00256 Council District: Various Project Location: Citywide Description: This project will assess the condition of all water wells and booster pump stations, wastewater lift stations and collection systems, and reuse water sites (excluding treatment plants). The information gathered will be used to assess the overall funding needs for Water Services sites. In addition, this information may be used to increase the accuracy of some master plan elements. Budget by Fiscal Year Category Funding Source OT-Other Water Fund SY-Study Wastewater Fund SY-Study Water Fund Carryover / Base FY 2020 Carryover $68,665 $0 Base Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $0 $150,000 Total $0 $0 $0 $68,665 $0 $0 $0 $150,000 $0 $0 $150,000 $0 $0 $0 $150,000 $68,665 $0 $300,000 $0 $0 $0 $368,665 370 City of Peoria FY 2020 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 Description: This project will recommission the waterline from the Desert Harbor Well to the Arrowhead Shores Reservoir in order to facilitate 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 and FY20 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 Funding Source Carryover / Base CO-Construc Water Expansion CO-Construc Water Expansion CO-Construc Water Fund Category CO-Construc Water Fund FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Carryover $344,347 $0 $0 $0 $0 $0 $344,347 Carryover Carryover $1,417,530 $982,048 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,417,530 $982,048 Base Total Budget $650,000 $0 $0 $0 $0 $0 $650,000 $3,393,925 $0 $0 $0 $0 $0 $3,393,925 El Mirage Road Waterline Upsizing Project Number: UT00430 Council District: Mesquite Project Location: El Mirage Rd - Lone Mntn to Westland Reservoir Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, and Watr Services 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 CO-Construc Water Fund AT-Arts Water Fund Carryover / Base Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $0 $0 $0 $0 $0 $0 $1,700,000 $17,000 $0 $0 $1,700,000 $17,000 $0 $0 $0 $0 $1,717,000 $0 $1,717,000 371 Total City of Peoria FY 2020 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 Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, 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 Carryover / Base DS-Design Water Expansion DS-Design Wastewater Expansion DS-Design DS-Design Water Fund Wastewater Fund DS-Design Water Expansion FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Base $0 Base $0 Base Base $0 $0 Total $10,702 $0 $0 $0 $0 $10,702 $1,784 $0 $0 $0 $0 $1,784 $3,567 $2,973 $0 $0 $0 $0 $0 $0 $0 $0 $3,567 $2,973 Base $0 $10,702 $0 $0 $0 $0 $10,702 CO-Construc Water Fund Base $0 $244,327 $0 $0 $0 $0 $244,327 CO-Construc Water Expansion Base $0 $710,308 $0 $0 $0 $0 $710,308 CO-Construc Water Expansion Base $0 $710,308 $0 $0 $0 $0 $710,308 CO-Construc Wastewater Fund Base $0 $203,605 $0 $0 $0 $0 $203,605 CO-Construc Wastewater Expansion CB-Chargeba Water Expansion Base Base $0 $0 $122,162 $13,565 $0 $0 $0 $0 $0 $0 $0 $0 $122,162 $13,565 CB-Chargeba Wastewater Expansion Base $0 $2,261 $0 $0 $0 $0 $2,261 CB-Chargeba Water Expansion Base $0 $13,565 $0 $0 $0 $0 $13,565 CB-Chargeba Wastewater Fund Base $0 $3,768 $0 $0 $0 $0 $3,768 CB-Chargeba Water Fund Base $0 $4,522 $0 $0 $0 $0 $4,522 AT-Arts Wastewater Fund Base $0 $2,036 $0 $0 $0 $0 $2,036 AT-Arts AT-Arts Water Fund Water Expansion Base Base $0 $0 $2,443 $7,103 $0 $0 $0 $0 $0 $0 $0 $0 $2,443 $7,103 AT-Arts Wastewater Expansion Base $0 $1,222 $0 $0 $0 $0 $1,222 AT-Arts Water Expansion $0 $7,103 $0 $0 $0 $0 $7,103 $0 $2,078,026 $0 $0 $0 $0 $2,078,026 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $0 $1,633 $1,633 $6,532 $9,798 $0 $0 $0 $1,633 $1,633 $6,532 $9,798 Base Total Budget Operating Impacts Total Operating Impacts 372 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Fire Hydrant Infill and Replacement Project Number: UT00204 Council District: Various Project Location: Citywide Description: This is an ongoing program to install new fire hydrants in areas of the city where fire hydrant spacing exceeds city infrastructure 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 2020 CO-Construc Water Fund Carryover $60,000 $0 $0 $0 $0 $0 $60,000 CO-Construc Water Fund Base $0 $161,584 $161,584 $161,584 $161,584 $807,920 $1,454,256 Category AT-Arts Funding Source Water Fund Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $1,616 $1,616 $1,616 $1,616 $8,080 $14,544 $60,000 $163,200 $163,200 $163,200 $163,200 $816,000 $1,528,800 Greenway WTP 8 MGD Expansion Project Number: UT00311 Council District: Palo Verde Project Location: Greenway Water Treatment Plant Description: This project provides for an 8 million gallons per day (MGD) expansion of the Greenway Water Treatment Plant from its current 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 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Future WIFA Revenue B Base $0 $0 $0 $0 $0 $3,521,584 $3,521,584 CO-Construc Future WIFA Revenue B Base $0 $0 $0 $0 $0 $27,710,176 $27,710,176 CB-Chargeba Future WIFA Revenue B Base $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $312,318 $312,318 $0 $0 $0 $0 $0 $31,694,078 $31,694,078 AT-Arts Future WIFA Revenue B Base Total Budget 373 City of Peoria FY 2020 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 Description: The Greenway Water Treatment Plant was constructed in 2001, and like any critical facility, requires equipment and component replacement and overhaul on a periodic basis to ensure continuous and reliable operation. Replacement, upgrade, and overhaul projects include replacement of chemical feed pumps, motors, VFDs, replacement of ozone generator and destruct unit components, mixers, influent screens, various analyzers, and miscellaneous building and site improvements. Budget by Fiscal Year Carryover / Base FY 2020 CO-Construc Water Fund Carryover $100,000 $0 $0 $0 $0 $0 $100,000 EQ-Equipmen Water Fund Base Total Budget $494,000 $358,000 $302,000 $102,000 $102,000 $642,000 $2,000,000 $594,000 $358,000 $302,000 $102,000 $102,000 $642,000 $2,100,000 Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Integrated Water Utility Master Plan (IWUMP) Project Number: UT00271 Council District: Various Project Location: Citywide Description: This project will update the 2015 Integrated Water Utilities Master Plan (IWUMP), which addresses the City's water, wastewater, and reuse systems, as well as the City's water portfolio. The IWUMP 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 2022 FY 2023 FY 2024 FY 25-29 SY-Study Wastewater Expansion Base $0 SY-Study Wastewater Fund Base $0 $0 $22,418 $17,038 $0 $0 $39,456 $0 $134,988 $92,258 $0 $0 $227,246 SY-Study Water Expansion Base $0 SY-Study Water Expansion Base $0 $0 $30,734 $20,674 $0 $0 $51,408 $0 $12,797 $8,521 $0 $0 SY-Study Water Fund Base $21,318 $0 $0 $119,452 $80,301 $0 $0 $199,753 CB-Chargeba Wastewater Expansion CB-Chargeba Wastewater Fund Base Base $0 $0 $0 $0 $2,185 $13,109 $1,665 $8,739 $0 $0 $0 $0 $3,850 $21,848 CB-Chargeba Water Expansion Base $0 $0 $3,121 $1,873 $0 $0 $4,994 CB-Chargeba Water Expansion Base $0 $0 $1,248 $832 $0 $0 $2,080 $0 $0 $11,548 $7,699 $0 $0 $19,247 $0 $0 $351,600 $239,600 $0 $0 $591,200 CB-Chargeba Water Fund Base Total Budget FY 2020 FY 2021 374 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Jomax Booster Station Upgrades Project Number: UT00285 Council District: Mesquite Project Location: Jomax Rd and Terramar Blvd Description: This project provides for the project coordination, public involvement, pre-design studies, design, land acquisition, construction, 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 and pump upgrades at the Sonoran Mountain Ranch Booster Station located at 75th Avenue and Jomax Road to further assist with proper delivery of the new water source. Budget by Fiscal Year Category Funding Source OT-Other Water Fund CO-Construc Water Expansion Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Carryover $1,946 $0 $0 Carryover $270,230 $0 $0 Total $0 $0 $0 $1,946 $0 $0 $0 $270,230 CO-Construc Outside Sources Base $85,000 $0 $0 $0 $0 $0 $85,000 CO-Construc Water Expansion Base $1,971,129 $0 $0 $0 $0 $0 $1,971,129 CO-Construc Water Fund Base Total Budget Operating Impacts $728,871 $0 $0 $0 $0 $0 $728,871 $3,057,176 $0 $0 $0 $0 $0 $3,057,176 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Non-Pers OPS $20,100 $20,100 $20,100 $20,100 $20,100 $80,400 $180,900 Total Operating Impacts $20,100 $20,100 $20,100 $20,100 $20,100 $80,400 $180,900 Total Jomax Waterline - Loop 303 to El Mirage Road Project Number: UT00503 Council District: Mesquite Project Location: Jomax Blvd and El Mirage Rd Description: This project will add a new ductile iron water distribution main along Jomax Boulevard between the Loop 303 and El Mirage Road. This new watermain will be needed to meet local growth demands not covered by developers. Budget by Fiscal Year Carryover / Base Category Funding Source DS-Design Water Fund Base $0 CO-Construc Water Fund Base $0 $0 $0 $0 CB-Chargeba Water Fund AT-Arts Water Fund Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $1,800,000 $1,800,000 $0 $0 $0 $0 $0 $0 $0 $0 $32,000 $19,500 $32,000 $19,500 $0 $0 $0 $0 $2,001,500 $2,001,500 375 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Lake Pleasant Parkway 16-inch Waterline Project Number: UT00439 Council District: Ironwood Project Location: 87th Av & Lake Pleasant Pkwy Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, and utility coordination for the installation of approx. 5,300 linear feet of new 16-inch 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 Carryover / Base Funding Source CO-Construc Water Expansion Base CO-Construc Water Fund Base Total Budget Operating Impacts Total Operating Impacts FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $247,525 $0 $0 $0 $0 $0 $247,525 $2,299,770 $0 $0 $0 $0 $0 $2,299,770 $2,547,295 $0 $0 $0 $0 $0 $2,547,295 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $2,980 $2,980 $2,980 $2,980 $2,980 $11,920 $26,820 $2,980 $2,980 $2,980 $2,980 $2,980 $11,920 $26,820 Total Lake Plsnt Pkwy 24-inch Waterline; Loop 303- LPWTP Project Number: UT00269 Council District: Mesquite Project Location: Lake Pleasant Pkwy; Loop 303 to LPWTP Description: This project is part of the infrastructure necessary to gain access to the Lake Pleasant Water Treatment Plant (LPWTP). This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of 24-inch waterline and appurtenances on Lake Pleasant Parkway from Loop 303 to a future take out structure south of LPWTP, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base OT-Other Water Expansion OT-Other Water Fund FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Base $0 $0 $0 $0 $0 $260,956 $260,956 Base $0 $0 $0 $0 $0 $554,984 $554,984 CO-Construc Water Expansion Base $0 $0 $0 $0 $0 $4,934,968 $4,934,968 CO-Construc Water Fund Base $0 $0 $0 $0 $0 $535,637 $535,637 CB-Chargeba Water Expansion Base $0 $0 $0 $0 $0 $82,853 $82,853 CB-Chargeba Water Fund AT-Arts Water Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $13,000 $49,350 $13,000 $49,350 AT-Arts Water Fund Base Total Budget $0 $0 $0 $0 $0 $5,356 $5,356 $0 $0 $0 $0 $0 $6,437,104 $6,437,104 376 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water LPH Mystic Water Oversizing Project Number: UT00445 Council District: Mesquite Project Location: Lake Pleasant Heights Development Description: This project provides for additional transmission capacity in the water system serving the Lake Pleasant Heights (LPH) 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 Funding Source Carryover / Base FY 2020 CO-Construc Water Expansion Carryover $261,097 $0 $0 $0 $0 $0 $261,097 CO-Construc Water Expansion Base $0 $69,930 $0 $94,538 $0 $0 $164,468 $0 $699 $0 $945 $0 $0 $1,644 $261,097 $70,629 $0 $95,483 $0 $0 $427,209 Category AT-Arts Water Expansion Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Miscellaneous Local Waterline Improvements Project Number: UT00203 Council District: Various Project Location: Citywide Description: This project provides funding to upgrade the city's existing water distribution system to ensure its continued operation and to 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 2020 CO-Construc Water Fund Carryover $100,000 $0 $0 $0 $0 $0 $100,000 CO-Construc Water Fund Base $350,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 $2,600,000 CB-Chargeba Water Fund Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 $0 $2,500 $2,500 $2,500 $2,500 $12,500 $22,500 $450,000 $257,500 $257,500 $257,500 $257,500 $1,287,500 $2,767,500 Category AT-Arts Funding Source Water Fund Base Total Budget FY 2021 377 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water MOC Reservoir Site Improvements Project Number: UT00434 Council District: Acacia Project Location: Municipal Operations Center Description: This project will provide for pre-design, design, permitting, utility coordination and construction of site improvements at the MOC Reservoir Site. These improvements will include the replacement of aging pumps and other associated equipment to bring the site to current City standards. Budget by Fiscal Year Category Funding Source DS-Design Water Fund Carryover / Base FY 2020 Base Total Budget $427,822 $0 $0 $0 $0 $0 $427,822 $427,822 $0 $0 $0 $0 $0 $427,822 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 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 Description: This project entails preliminary costs associated with the purchase of the New River Utility Company water system such as water 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 Carryover / Base FY 2020 CO-Construc WIFA Revenue Bonds Carryover $2,601,165 CO-Construc Water Fund Carryover $500,000 Base Total Budget $1,000,000 $4,101,165 $0 $0 Category OT-Other Funding Source Water Fund FY 2021 FY 2022 FY 2023 $0 $0 $0 $0 $0 $0 378 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $1,000,000 $4,101,165 $2,601,165 City of Peoria FY 2020 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 Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, and Water Services 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 Carryover / Base FY 2020 Water Fund Base $437,194 CO-Construc Water Fund CB-Chargeba Water Fund Base Base $0 $0 Category Funding Source DS-Design AT-Arts Water Fund Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $437,194 $5,588,140 $48,846 $0 $0 $0 $0 $0 $0 $0 $0 $5,588,140 $48,846 $0 $55,881 $0 $0 $0 $0 $55,881 $437,194 $5,692,867 $0 $0 $0 $0 $6,130,061 Pyramid Peak Water Treatment Plant - Upgrades Project Number: UT00037 Council District: Mesquite Project Location: Pyramid Peak Water Treatment Plant Description: This project is for capital costs associated with the Pyramid Peak Water Treatment Plant, including anticipated design and 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 Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 CO-Construc Water Fund Carryover $1,831,355 $0 $0 CO-Construc Water Fund Base Total Budget $3,000,000 $0 $0 $4,831,355 $0 $0 Category Funding Source 379 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $0 $3,000,000 $0 $0 $0 $4,831,355 $1,831,355 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Pyramid Peak Water Treatment Plant Expansion Project Number: UT00334 Council District: Mesquite Project Location: Pyramid Peak Water Treatment Plant Description: The project will provide for the design, permitting, construction, construction administration, and project management of an expansion of the City of Glendale Pyramid Peak Water Treatment Plant. The project includes addition of a new treatment train, chemical feed systems, solids disposal facilities, pumping equipment, distribution or transmission piping, SCADA, instrumentation, electrical, mechanical, and other ancillary equipment, structures, and appurtenances. Budget by Fiscal Year Carryover / Base Category Funding Source OT-Other WIFA Revenue Bonds OT-Other WIFA Revenue Bonds OT-Other Water Fund FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Carryover $25,000 $0 $0 Carryover $24,176,436 $0 $0 Total $0 $0 $0 $25,000 $0 $0 $0 $24,176,436 Carryover $300,000 $0 $0 $0 $0 $0 $300,000 CO-Construc WIFA Revenue Bonds Carryover $1,678,891 $0 $0 $0 $0 $0 $1,678,891 CO-Construc Water Expansion Carryover $1,558,741 $0 $0 $0 $0 $0 $1,558,741 Base Base Total Budget $24,837,297 $0 $0 $1,669,125 $0 $0 $0 $0 $0 $0 $0 $0 $24,837,297 $1,669,125 $52,576,365 $1,669,125 $0 $0 $0 $0 $54,245,490 OT-Other OT-Other WIFA Revenue Bonds Water Fund Quintero WTP Equipment Upgrade and Replacement Project Number: UT00418 Council District: Mesquite Project Location: Quintero Water Treatment Plant Description: The Quintero Water Treatment was constructed in 2005, and like any critical facility, requires equipment and component 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. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2020 FY 2021 OT-Other Water Fund Carryover $50,000 $0 $0 $0 $0 $0 $50,000 OT-Other Water Fund Base Total Budget $20,000 $150,000 $100,000 $50,000 $50,000 $250,000 $620,000 $70,000 $150,000 $100,000 $50,000 $50,000 $250,000 $670,000 380 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Reclaimed Water Master Plan Implementation Project Number: UT00505 Council District: Various Project Location: Citywide Description: This project provides for coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, administration, utility coordination, and all related sitework for the expansion of the reclaimed water system. A study will determine the actual projects to achieve the highest and best use of reclaimed water resources. Projects may include extension of the purple pipe system to serve additional customers, expansion of recharge capabilities within the city, connection of systems to increase operation efficiency, and improvements to ensure beneficial use of all reclaimed water produced. Budget by Fiscal Year Carryover / Base FY 2020 Water Fund Base $300,000 $0 CO-Construc Water Fund Base $0 $0 Category Funding Source SY-Study AT-Arts Water Fund Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $300,000 $1,980,198 $5,643,564 $0 $0 $7,623,762 $0 $0 $19,802 $56,436 $0 $0 $76,238 $300,000 $0 $2,000,000 $5,700,000 $0 $0 $8,000,000 SCADA Equipment Replacement Project Number: UT00266 Council District: Various Project Location: Citywide Description: This project will replace, upgrade and add supervisory control and data acquisition (SCADA) equipment and associated 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 Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total CO-Construc Wastewater Fund EQ-Equipmen Wastewater Fund Carryover Base $5,000 $225,000 $0 $225,000 $0 $225,000 $0 $275,000 $0 $275,000 $0 $375,000 $5,000 $1,600,000 Base Total Budget $225,000 $225,000 $225,000 $275,000 $275,000 $375,000 $1,600,000 $455,000 $450,000 $450,000 $550,000 $550,000 $750,000 $3,205,000 Category EQ-Equipmen Water Fund 381 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Sports Complex/W115 Well Connection Project Number: UT00327 Council District: Willow Project Location: Peoria Sports Complex Description: This project will design and construct a new 12-inch waterline primarily along 83rd Avenue between the Peoria Sports Complex 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 FY23 study will help further identify whether or not the project will need to include wellhead treatment. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total CO-Construc Water Expansion Base $0 $0 $0 $647,418 $0 $0 $647,418 CO-Construc Water Fund Base $0 $0 $0 $2,200,096 $0 $0 $2,200,096 AT-Arts AT-Arts Base Base $0 $0 $0 $0 $0 $0 $6,474 $22,001 $0 $0 $0 $0 $6,474 $22,001 $0 $0 $0 $2,875,989 $0 $0 $2,875,989 Water Expansion Water Fund Total Budget Sweetwater Well Site Rehabilitation Project Number: UT00442 Council District: Palo Verde Project Location: 12740 N. 91st Avenue Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration,utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, 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 Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total CO-Construc Water Expansion Base $0 $0 $0 $378,450 $2,217,484 $0 CB-Chargeba Water Expansion Base $0 $0 $0 $3,716 $3,716 $0 $7,432 $0 $0 $0 $0 $0 $0 $3,784 $385,950 $22,175 $2,243,375 $0 $0 $25,959 $2,629,325 AT-Arts Water Expansion Base Total Budget 382 $2,595,934 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Technology and Security Master Plan Project Number: UT00304 Council District: Various Project Location: Citywide Description: This project merges three previous master plans into a consolidated plan, linking planning efforts for Utilities technology, 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 Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 OT-Other OT-Other Wastewater Fund Water Expansion Carryover Carryover $75,000 $171,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $75,000 $171,000 OT-Other Water Expansion Carryover $13,500 $0 $0 $0 $0 $0 $13,500 OT-Other Water Expansion Carryover Total Budget $40,500 $0 $0 $0 $0 $0 $40,500 $300,000 $0 $0 $0 $0 $0 $300,000 Total Terramar Booster Pump Station Rehabilitation Project Number: UT00412 Council District: Mesquite Project Location: Jomax Rd and Terramar Blvd Description: This project includes the complete site rehabilitation of the Terramar Reservoir/Booster Station site including the evaluation and 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 Category Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total CO-Construc Water Fund Carryover $200,000 $0 $0 $0 $0 $0 $200,000 CO-Construc Water Fund Base Total Budget $2,850,000 $3,050,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,850,000 $3,050,000 383 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Utility Billing System Project Number: UT00160 Council District: All Project Location: Citywide Description: This project will replace the existing utility billing system with a new customer information system (CIS) for utility billing and 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 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total EQ-Equipmen Stormwater Fund Base $0 $0 $0 $75,000 $0 $0 $75,000 EQ-Equipmen Residential Solid Waste Base $0 $0 $0 $500,000 $0 $0 $500,000 EQ-Equipmen Commercial Solid Waste Base $0 $0 $0 $240,000 $0 $0 $240,000 EQ-Equipmen Wastewater Expansion Base $0 $0 $0 $100,000 $0 $0 $100,000 EQ-Equipmen Wastewater Fund Base $0 $0 $0 $660,000 $0 $0 $660,000 EQ-Equipmen Water Expansion EQ-Equipmen Water Expansion Base Base $0 $0 $0 $0 $0 $0 $190,000 $35,000 $0 $0 $0 $0 $190,000 $35,000 EQ-Equipmen Water Expansion EQ-Equipmen Water Fund Base Base Total Budget $0 $0 $0 $45,000 $0 $0 $45,000 $0 $0 $0 $965,000 $0 $0 $965,000 $0 $0 $0 $2,810,000 $0 $0 $2,810,000 W108 Bailey Well Site Improvements Project Number: UT00414 Council District: Palo Verde Project Location: Cactus Rd and 75th Av Description: This project, located near the southwest corner of 75th Avenue and Cactus Road, will fund well site improvements including a new wall and access gates, site grading, site lighting and new dry well to bring the site up to current city standards. Budget by Fiscal Year Carryover / Base Category Funding Source OT-Other Water Fund Base DS-Design Water Fund Base CO-Construc Water Fund CB-Chargeba Water Fund Base Base AT-Arts Water Fund Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $9,261 $0 $0 $0 $0 $9,261 $0 $35,112 $0 $0 $0 $0 $35,112 $0 $0 $427,924 $23,512 $0 $0 $0 $0 $0 $0 $0 $0 $427,924 $23,512 $0 $4,630 $0 $0 $0 $0 $4,630 $0 $500,439 $0 $0 $0 $0 $500,439 384 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Water & Wastewater Rate Study Project Number: UT00298 Council District: All Project Location: Citywide Description: This study will update the city’s water and wastewater rates. Rates will be reviewed to ensure that they cover the costs of system 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 Water Services 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 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total SY-Study Residential Solid Waste Base $50,000 $0 $0 $0 $0 $0 SY-Study Commercial Solid Waste Base $25,000 $0 $0 $0 $0 $0 $25,000 SY-Study Wastewater Fund Base $50,000 $0 $0 $50,000 $0 $100,000 $200,000 SY-Study Water Fund Base Total Budget $50,000 $50,000 $0 $0 $50,000 $0 $100,000 $200,000 $175,000 $0 $0 $100,000 $0 $200,000 $475,000 Water Facility Reconditioning Project Number: UT00206 Council District: Various Project Location: Citywide Description: This project will upgrade and recondition over 40 existing water distribution and production facilities. Water Services staff prioritizes 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 FY20: Vistancia 4/5West Tank. Budget by Fiscal Year Carryover / Base FY 2020 CO-Construc Water Fund Carryover $500,000 $0 $0 $0 $0 $0 $500,000 CO-Construc Water Fund Base $800,000 $800,000 $800,000 $800,000 $800,000 $4,000,000 $8,000,000 CB-Chargeba Water Fund Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 $0 $8,000 $8,000 $8,000 $8,000 $40,000 $72,000 $1,300,000 $813,000 $813,000 $813,000 $813,000 $4,065,000 $8,617,000 Category AT-Arts Funding Source Water Fund Base Total Budget FY 2021 385 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Water Line Assessment and Replacement Project Number: UT00335 Council District: Various Project Location: Citywide Description: This project will entail the identification, design, and replacement of small diameter water mains throughout the city to minimize main breaks, service outages, and property damage. Areas within one half of a mile in all directions of the 75th Avenue and Cactus Road intersection will be assessed and replaced. Budget by Fiscal Year Category Funding Source CO-Construc Water Fund Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Carryover $705,749 $0 $0 $0 $0 $0 Water Fund Base $151,500 $0 $0 $0 $0 $0 $151,500 CO-Construc Water Fund Base $0 $2,198,020 $0 $0 $0 $0 $2,198,020 SY-Study AT-Arts Water Fund Base Total Budget $705,749 $0 $21,980 $0 $0 $0 $0 $21,980 $857,249 $2,220,000 $0 $0 $0 $0 $3,077,249 Water Meter Replacement Program Project Number: UT00326 Council District: All Project Location: Citywide Description: The city’s inventory of over 55,000 water meters includes approximately 6,000 meters that were not replaced during the first phase of this project. To ensure that the city’s water billing data meets accuracy standards going forward, the most costeffective 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 EQ-Equipmen Wastewater Fund EQ-Equipmen Water Fund Carryover / Base Base Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $4,863,465 $4,863,465 $0 $0 $0 $0 $0 $9,741,535 $9,741,535 $0 $0 $0 $0 $0 $14,605,000 $14,605,000 Water System Additional R & M Expense Project Number: UT00438 Council District: Various Project Location: Citywide Description: This project will provide for major repair, maintenance, assessment and rehabilitation of our water infrastructure. Budget by Fiscal Year Category Funding Source OT-Other Water Fund Carryover / Base FY 2020 Base Total Budget $883,750 $883,750 $883,750 $883,750 $883,750 $4,418,750 $8,837,500 $883,750 $883,750 $883,750 $883,750 $883,750 $4,418,750 $8,837,500 FY 2021 386 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Water/Wastewater Hydraulic Model Update Project Number: UT00428 Council District: Various Project Location: Citywide Description: This project provides a study to evaluate the City's existing computer models used to assist in operation and planning of the City's 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 Funding Source Carryover / Base FY 2020 OT-Other Wastewater Fund Carryover $179,000 SY-Study Wastewater Fund Base $0 SY-Study Water Fund $0 $179,000 Category Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $179,000 $0 $0 $0 $100,000 $0 $100,000 $0 $0 $0 $100,000 $0 $100,000 $0 $0 $0 $200,000 $0 $379,000 Water/Wastewater/Expansion Fee Update Project Number: UT00070 Council District: All Project Location: Citywide Description: This study will update water and wastewater expansion fees. These fees are required to be updated every two years to ensure that they accurately recover the cost of constructing infrastructure required by new development. The project will be coordinated with the Finance Department. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total SY-Study Wastewater Expansion SY-Study Wastewater Expansion Base $0 $0 $0 $20,500 $0 $20,500 $41,000 Base $0 $0 $0 $29,500 $0 $29,500 SY-Study $59,000 Water Expansion Base $0 $0 $0 $20,000 $0 $20,000 $40,000 SY-Study Water Expansion Base $0 $0 $0 $25,000 $0 $25,000 $50,000 SY-Study Water Expansion $0 $0 $0 $5,000 $0 $5,000 $10,000 $0 $0 $0 $100,000 $0 $100,000 $200,000 Base Total Budget 387 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Weedville Well Site Rehabilitation Project Number: UT00441 Council District: Palo Verde Project Location: 14017 N. 73rd Avenue Description: This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, 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 Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 CO-Construc Water Expansion Carryover $850,000 $0 $0 DS-Design Water Expansion CO-Construc Water Expansion Base Base $180,000 $0 $0 $1,700,000 $0 $0 CB-Chargeba Water Expansion Base $0 $36,000 $0 $17,000 $1,030,000 $1,753,000 Category AT-Arts Water Expansion Base Total Budget FY 2024 FY 25-29 Total $0 $0 $0 $850,000 $0 $0 $0 $0 $0 $0 $180,000 $1,700,000 $0 $0 $0 $0 $36,000 $0 $0 $0 $0 $17,000 $0 $0 $0 $0 $2,783,000 Wellhead Water Quality Mitigation Project Number: UT00272 Council District: Various Project Location: Citywide Description: This project will provide for arsenic treatment at various well sites in Utility project UT00312, UT00327, UT00328, and 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 Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 CO-Construc Water Expansion Carryover $478,435 $0 $0 $0 $0 $0 $478,435 CO-Construc Water Expansion CO-Construc Water Fund Carryover Carryover Total Budget $674,346 $2,306,342 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $674,346 $2,306,342 $3,459,123 $0 $0 $0 $0 $0 $3,459,123 Category 388 Total City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Wells - New Construction Project Number: UT00117 Council District: Various Project Location: Citywide Description: The City currently uses surface water as its primary water supply. However, it is still necessary to drill and equip new wells to 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, predesign studies, design, land acquisition, construction, materials testing, construction administration, and utility coordination for the installation and equipping of 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. Budget by Fiscal Year Funding Source Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 LA-Land Water Expansion CO-Construc Water Expansion Carryover Carryover $50,000 $1,050,001 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $1,050,001 $200,000 Category Total SY-Study Water Expansion Base $0 $0 $0 $0 $200,000 $0 LA-Land Water Expansion Base $20,000 $0 $0 $0 $0 $80,000 $100,000 EQ-Equipmen Water Expansion Base $0 $0 $0 $0 $0 $2,200,000 $2,200,000 DS-Design Water Expansion Base $0 $220,000 $0 $0 $0 $220,000 $440,000 CO-Construc Water Expansion Base $180,000 $0 $1,900,000 $0 $0 $1,100,000 $3,180,000 $0 $0 $8,640 $2,200 $44,720 $19,000 $0 $0 $3,250 $0 $56,610 $13,200 $113,220 $34,400 $1,300,001 $230,840 $1,963,720 $0 $203,250 $3,669,810 $7,367,621 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $33,100 $33,100 $231,700 $297,900 $0 $0 $0 $33,100 $33,100 $231,700 $297,900 CB-Chargeba Water Expansion AT-Arts Water Expansion Base Base Total Budget Operating Impacts Total Operating Impacts West Agua Fria Water Lines Project Number: UT00170 Council District: Mesquite Project Location: Vistancia Development Description: This project provides for additional transmission capacity in the water system throughout the Vistancia community. The Vistancia 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 Funding Source Carryover / Base FY 2020 CO-Construc Water Expansion Carryover $975,987 $0 $0 $0 $0 $0 $975,987 Base $310,800 $584,250 $235,500 $1,272,000 $0 $0 $2,402,550 Category CO-Construc Water Fund AT-Arts Water Expansion Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $5,842 $2,355 $12,720 $0 $0 $20,917 $1,286,787 $590,092 $237,855 $1,284,720 $0 $0 $3,399,454 389 City of Peoria FY 2020 Annual Program Budget Capital Improvement Program Water Westland Rd. Reservoir and Booster Station Project Number: UT00336 Council District: Mesquite Project Location: Westland Rd & CAP Canal Description: The Westland Rd. Reservoir/Booster facility will serve as a regional storage and booster facility for a large geographical area 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 FY20 funding is included to account for unexpected cost increases on the project. Budget by Fiscal Year Category Carryover / Base FY 2020 Carryover $1,487,656 Carryover Total Budget $828,010 $2,315,666 $0 Funding Source CO-Construc Water Expansion CO-Construc Water Fund FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0 $828,010 $0 $0 $0 $2,315,666 $1,487,656 Westland Reservoir/Booster Station - Phase II Project Number: UT00502 Council District: Mesquite Project Location: Westland Reservoir Description: This project will provide for pre-design, design, permitting, utility coordination and construction of a new 3.5 million gallon reservoir and additional booster pump capacity at the existing Westland Reservoir site. These additions will help to meet further growth demands north of the CAP canal and west of the Agua Fria River. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total Water Fund Base $0 $0 $0 $0 $0 $600,000 $600,000 CO-Construc Water Fund Base $0 $0 $0 $0 $0 $5,450,000 $5,450,000 CB-Chargeba Water Fund Base $0 $0 $0 $0 $0 $85,500 $85,500 $0 $0 $0 $0 $0 $60,500 $60,500 $0 $0 $0 $0 $0 $6,196,000 $6,196,000 AT-Arts Water Fund Base Total Budget White Mountain Apache Tribe Water Rights Purchase Project Number: UT00234 Council District: All Project Location: CAP Canal Description: This project addresses a potential future shortage of renewable water resources as identified in the Integrated Water Utilities Master Plan. This project will purchase an additional 1,289 acre-feet of White Mountain Apache Tribe water. Budget by Fiscal Year Category Funding Source OT-Other Water Resource Carryover / Base FY 2020 Base Total Budget $0 $1,726,020 $509,176 $483,286 $457,395 $431,505 $3,607,382 $0 $1,726,020 $509,176 $483,286 $457,395 $431,505 $3,607,382 FY 2021 390 FY 2022 FY 2023 FY 2024 FY 25-29 Total City of Peoria FY 2020 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 Av and Cactus Rd Description: Project includes the abandonment and demolition of two existing pressure reducing valve (PRV) stations located on the southwest 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 Carryover / Base FY 2020 CO-Construc Water Fund Carryover $150,000 CO-Construc Water Fund Base $0 CB-Chargeba Water Fund Base $0 $0 Category AT-Arts Funding Source Water Fund Base Total Budget Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Total $0 $0 $0 $0 $0 $150,000 $1,300,000 $0 $0 $0 $0 $1,300,000 $36,000 $0 $0 $0 $0 $36,000 $13,000 $0 $0 $0 $0 $13,000 $150,000 $1,349,000 $0 $0 $0 $0 $1,499,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 25-29 Personal OPS $1,800 $1,800 $1,800 $1,800 $1,800 $7,200 Non-Pers OPS $2,400 $2,400 $2,400 $2,400 $2,400 $9,600 $21,600 Total Operating Impacts $4,200 $4,200 $4,200 $4,200 $4,200 $16,800 $37,800 391 Total $16,200 392 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. 393 Schedule 1 - All Funds Summary FUND NAME 1 General Fund 2 Half Cent Sales Tax Fund 3 Other Reserve Funds ESTIMATED BALANCE 7/1/19 PROJECTED REVENUES TRANSFERS IN TOTAL SOURCES $67,632,192 $23,722,859 $6,483,138 $150,630,937 $22,145,000 $90,000 $8,416,827 $1,250,000 $226,679,956 $45,867,859 $7,823,138 $97,838,189 $172,865,937 $9,666,827 $280,370,953 $11,749,977 $7,510 $898 $25,625,684 $32,864,320 $800,573 $17 $72,369 $3,229,664 $428,117 $16,189,765 $1,065,538 $94,947 $13,465,800 $11,434,463 $501,627 $809,000 $17,400 $544,821 $5,116,470 $637,541 $2,065,538 $3,750,000 - $30,005,280 $1,073,048 $95,845 $39,091,484 $44,298,783 $501,627 $5,359,573 $17,417 $617,190 $8,346,134 $1,065,658 Total Special Revenue Funds $74,779,129 $49,877,372 $5,815,538 $130,472,039 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 $33,982,353 $9,882,128 $15,421,231 $17,978,039 $9,390,800 $6,259,054 $6,569,483 $1,641,866 $1,497,525 $929,304 $424,131 $965,056 $53,673,906 $1,504,889 $7,463,052 $59,192,327 $24,733,805 $292,238 $2,258,489 $11,840,346 $2,483,455 $1,783,892 $5,000 $3,135,000 $351,985 $110,000 $2,578,268 $2,000,000 - $87,656,259 $11,497,017 $22,884,283 $59,192,327 $45,290,112 $9,683,038 $8,517,543 $18,409,829 $4,125,321 $3,281,417 $934,304 $5,559,131 $1,317,041 $104,940,970 $168,718,384 $4,688,268 $278,347,622 $159,850 $9,472,412 $15,252,172 $18,859 $1,104,281 $1,714,487 $106,148 $5,952,582 $2,686,277 $25,414,736 $6,858,440 $9,418,000 $785,149 - $1,238,952 $750,000 $1,298,336 $862,098 $418,000 $6,112,432 $13,397,641 $41,416,908 $6,877,299 $11,820,617 $3,361,734 $524,148 $27,828,209 $51,115,184 $4,567,386 $83,510,779 $674 - $300 - $21,000 - $21,974 - $21,000 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 41 General Obligation Bonds 42 MDA Bonds 43 HURF Bonds 44 Capital Projects - Streets/Economic Development 45 Improvement Districts 46 Facility Projects 47 Outside Source Fund Total Capital Projects Funds 48 General Obligation Bonds 49 Other Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total $674 $300 $27,204,666 $15,877,676 $10,373,133 $7,417,090 $213,000 $171,000 - $34,621,756 $16,090,676 $10,544,133 $21,974 $53,455,475 $7,801,090 - $61,256,565 $16,416,225 $8,185,930 - $18,207,602 $185,592 - $7,585,554 - $34,623,827 $15,957,076 - $24,602,155 $18,393,194 $7,585,554 $50,580,903 $383,444,801 $468,771,461 $32,344,573 $884,560,835 394 Schedule 1 - All Funds Summary TOTAL USES ESTIMATED BALANCE 6/30/20 $3,658,842 $13,741,662 - $198,198,016 $37,455,048 $6,492,061 $28,481,940 $8,412,811 $1,331,077 $224,744,621 $17,400,504 $242,145,125 $38,225,828 $22,893,945 $25,826,055 $23,427,901 $501,627 $5,352,291 $17,400 $600,897 $6,628,235 $637,541 $108,490 $1,065,538 $94,947 $8,262,978 $225,112 - $23,002,435 $1,065,538 $94,947 $34,089,033 $23,427,901 $501,627 $5,352,291 $17,400 $600,897 $6,853,347 $637,541 $7,002,845 $7,510 $898 $5,002,451 $20,870,882 $7,282 $17 $16,293 $1,492,787 $428,117 $7,550,000 $85,885,892 $9,757,065 $95,642,957 $34,829,082 $3,000,000 $250,000 $300,000 $1,500,000 $250,000 $500,000 $250,000 $50,000 $125,000 $69,016,574 $1,827,619 $17,635,558 $59,192,327 $37,784,552 $219,500 $2,214,076 $12,792,862 $2,683,535 $1,153,500 $925,270 $5,557,764 $353,000 $2,940,458 $699,825 $353,025 $343,696 - $71,957,032 $1,827,619 $18,335,383 $59,192,327 $38,137,577 $219,500 $2,214,076 $13,136,558 $2,683,535 $1,153,500 $925,270 $5,557,764 $353,000 $15,699,227 $9,669,398 $4,548,900 $7,152,535 $9,463,538 $6,303,467 $5,273,271 $1,441,786 $2,127,917 $9,034 $1,367 $964,041 $6,225,000 $211,356,137 $4,337,004 $215,693,141 $62,654,481 $50,000 $125,000 $1,500,000 $25,000 $75,000 $50,000 - $5,946,318 $6,374,112 $26,979,105 $6,848,883 $10,744,059 $2,844,688 $418,000 $100,000 $750,000 - $6,046,318 $6,374,112 $26,979,105 $6,848,883 $11,494,059 $2,844,688 $418,000 $66,114 $7,023,529 $14,437,803 $28,416 $326,558 $517,046 $106,148 $1,825,000 $60,155,165 $850,000 $61,005,165 $22,505,614 $21,000 - $974 - OPERATIONS CAPITAL PROJECTS LONG-TERM TOTAL TRANSFERS DEBT OUT CONTINGENCY EXPENDITURE $163,911,657 $3,036,426 - $7,627,517 $2,576,960 $5,742,061 - $23,000,000 $18,100,000 $750,000 $194,539,174 $23,713,386 $6,492,061 $166,948,083 $15,946,538 - $41,850,000 $10,964,572 $177,202 $4,100,000 $501,627 $4,902,291 $17,400 $600,897 $2,294,666 $637,541 $11,429,373 $23,048,853 $18,752,901 $908,569 - - $500,000 $2,600,000 $575,000 $450,000 $3,425,000 - $24,196,196 $54,139,696 - $27,560,577 $1,577,619 $333,800 $11,842,495 $219,500 $12,140,885 $2,408,535 $1,103,500 $925,270 $5,557,764 $228,000 $30,580,435 $17,001,758 $59,192,327 $17,557,485 $1,964,076 $151,977 $25,000 - $7,875,562 $6,884,572 - $63,897,945 $126,473,058 $14,760,134 $5,896,318 $6,249,112 $25,479,105 $6,823,883 $10,669,059 $1,067,453 $418,000 $1,727,235 - - $56,602,930 $1,727,235 - $21,000 - - - $21,000 - - $5,175 - $33,330,833 $15,600,898 $9,236,400 - $5,175 $58,168,131 $19,959,062 $8,259,817 - $45,000 - - - $21,000 - - - $21,000 - $21,000 $974 $400,000 $300,000 $33,736,008 $15,600,898 $9,536,400 - $33,736,008 $15,600,898 $9,536,400 $885,748 $489,778 $1,007,733 $700,000 $58,873,306 - $58,873,306 $2,383,259 $500,000 $200,000 - $20,459,062 $8,504,817 - - $20,459,062 $8,504,817 - $14,164,765 $7,452,259 - $45,000 - $28,218,879 $700,000 $28,963,879 - $28,963,879 $21,617,024 $311,716,329 $256,454,658 $42,979,013 $58,850,000 $670,000,000 $32,344,573 $702,344,573 $182,216,262 395 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget $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 $30,202 $5,677,199 $22,952 $63,413 $0 $8,134,757 $1,146,912 $1,803,668 $313 $906,571 $1,950,737 $0 $24,925,101 $699,572 $2,700,158 $43 $453,353 $62,554 $187,736 $948,359 $2,524,295 $5,969 $36,868 $3,290,277 $1,657,286 $87,768 $57,316,062 $32,000 $5,600,000 $15,000 $55,000 $0 $8,500,000 $1,175,000 $1,800,000 $0 $925,000 $2,000,000 $0 $25,800,000 $750,000 $2,675,000 $0 $400,000 $75,000 $300,000 $1,200,000 $4,175,767 $0 $45,000 $3,350,000 $1,700,000 $25,000 $60,597,767 $25,000 $4,500,000 $5,000 $55,000 $0 $8,788,000 $1,202,000 $1,841,000 $0 $1,050,000 $2,046,000 $0 $26,500,000 $758,000 $2,700,000 $0 $450,000 $75,000 $150,000 $1,000,000 $4,514,821 $0 $30,000 $3,386,400 $1,700,000 $0 $60,776,221 $14,760,029 $18,549,406 $234,909 $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 $0 $137,340 $15,631,512 $20,949,613 $262,372 $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 $0 $186,470 $15,894,140 $20,334,388 $284,189 $0 $14,000 $8,026 $39,855 $6,799,997 $0 $87,266 $521,388 $39,421 $60,273 $1,170,508 $214,953 $150,676 $420,551 $174,663 $7,050 $69,280 $134,360 $16,500,000 $20,388,469 $241,507 $0 $0 $0 $0 $6,900,000 $0 $110,000 $485,699 $62,039 $50,000 $1,100,000 $200,000 $181,004 $417,822 $230,000 $10,000 $90,000 $167,114 $17,236,000 $22,524,686 $166,239 $0 $0 $0 $0 $6,998,500 $0 $110,000 $484,418 $56,130 $22,045 $952,115 $192,283 $196,488 $453,565 $157,611 $2,500 $60,000 $156,348 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 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 Plans/Spec Doc Fees Landscape Fees Eng Plan Check-Grd/Drng 396 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 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 $6,788 397 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 Actual $0 $28,260 $17,775 $66,360 $72,260 $131,300 $36,336 $10,436 $36,710 $63,203 $14,000 $84,710 $292,893 $150,500 $101,863 $35,751 $2,600 $2,845,502 $4,560 $36,980 $25,713 $7,335 $11,820 $1,130 $307,897 $373,220 $160,739 $24,751 $398,566 $6,348 $331,428 $1,265 $3,608 $2,372,812 $470,481 $125,281 $0 $840,061 $881 $18,215 $126,429 $269,266 $329,758 $81,031 $68,106 $201,470 $71,834 $702,645 $42 $13,865 $14,826 $8,031 FY 2019 Estimate FY 2020 Budget $0 $25,352 $31,690 $73,380 $74,719 $135,424 $50,000 $12,000 $60,000 $60,000 $15,000 $75,000 $325,000 $120,000 $80,000 $30,000 $500 $2,100,000 $3,000 $50,000 $17,000 $11,337 $14,014 $0 $300,000 $375,000 $160,000 $15,000 $350,000 $7,000 $318,937 $0 $7,697 $2,420,986 $405,722 $187,530 $0 $809,549 $0 $46,232 $140,571 $271,891 $437,609 $90,209 $80,234 $319,000 $103,217 $718,012 $0 $74,500 $11,000 $6,500 $0 $23,484 $29,354 $69,007 $69,729 $126,994 $23,484 $5,000 $17,045 $46,409 $23,484 $59,705 $227,832 $51,494 $75,000 $30,000 $500 $4,872,916 $3,000 $5,000 $17,000 $10,681 $12,044 $0 $200,000 $350,000 $140,000 $15,000 $350,000 $7,000 $453,397 $0 $6,259 $2,291,090 $509,135 $196,849 $0 $933,578 $0 $46,591 $122,606 $402,796 $446,948 $60,171 $52,271 $395,000 $86,388 $883,879 $0 $96,593 $12,000 $7,000 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 Lien Filing Fees In Kind Revenues Ticket Sales-Other 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 Paloma Park Ramada Rentals Rio Vista Field Permits/Rental Pioneer Park Field Permits/Rental Paloma Park Field Permit/Rental Rio Vista Concessions Rent Pioneer Park Concessions Rent Paloma Park Concession Rent Rio Vista Rec Center Rentals Rent Rev-Swim Pool FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget $1,629 $5,835 $13,773 $438,736 $43,302 $954 $3,500 $0 $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 $0 $97,471 $126,804 $0 $27,610 $23,364 $0 $159,424 $15,276 $446 $10,069 $20,710 $439,299 $47,435 $1,739 $3,000 $0 $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 $0 $89,521 $135,927 $0 $26,743 $24,963 $0 $155,872 $13,604 $1,735 $7,488 $8,538 $229,647 $47,347 $1,385 $4,800 $4,069 $15,165,568 $1,627,017 $120,000 $489,203 $3,154,257 $226,123 $5 $1,052,503 $65,710 $88,689 $59,509 $215,796 $39,504 $38,841 $600 $74,502 $4,000 $635,529 $496,044 $662 $50,700 $111,262 $424 $0 $0 $53,019 $17,013 $14,285 $46,672 $49,506 $70,310 $182,878 $39,757 $55,786 $42,599 $0 $152,795 $193,450 $0 $25,062 $32,211 $0 $139,502 $18,131 $0 $5,000 $0 $59,000 $40,000 $0 $11,600 $0 $15,788,868 $1,624,000 $60,000 $470,000 $2,649,696 $231,300 $0 $1,000,000 $60,000 $85,000 $50,000 $120,000 $28,000 $20,000 $1,000 $0 $0 $650,000 $450,000 $1,500 $30,000 $100,000 $1,000 $0 $0 $90,000 $20,000 $20,000 $45,000 $47,000 $45,000 $158,995 $40,000 $65,000 $48,000 $0 $140,000 $175,000 $0 $25,000 $25,000 $0 $165,000 $15,239 $0 $2,000 $0 $0 $40,000 $0 $0 $0 $15,553,913 $1,649,000 $60,000 $511,041 $2,767,886 $236,400 $0 $766,400 $50,000 $75,000 $50,000 $1,000 $54,414 $63,153 $1,000 $0 $0 $658,000 $455,000 $1,500 $30,000 $69,000 $1,000 $0 $0 $60,000 $15,000 $20,000 $45,000 $47,000 $45,000 $165,355 $20,000 $65,000 $48,000 $40,000 $155,404 $183,034 $125,000 $20,000 $20,000 $20,000 $238,262 $14,313 398 Schedule 2 - All Funds Revenue Fund Category FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget Rent Rev-Comm Center $38,521 Rent Revenue - Salty Senoritas $32,258 Rent Revenue - Alter Group $164,788 Rent-AZ Broadway Theater(KLOS) $64,381 Rent Revenue - Arts Ctr Ticket Surchrg $16,052 Interest Income $268,623 Realized Gains/Losses-Invest $12 Misc Police Revenues $167,403 Reimb Revenue-General $86,577 State Fire Reimbursement $439,868 Reimbursement-Jury Duty $535 Reimbursement for O/T $1,400 Reimb-Comm Svcs $37,468 Reimbursement-Recording Fees $0 Reimb Rev-Empl Overpymt $0 Repymt Zone Revenues $31,997 Contributions - General $0 Contributions-Library $200 Cash Over/Short ($2,457) Cash Over/Short-Comm Svcs $65 Misc A/R Penalties ($1,764) Sale of Land $23,776 Auction Proceeds $13,787 Other Revenue $29,449 Other Revenue-CD Dept. $750 Southwest Gas Capital Funds $0 Subtotal - Revenues $73,403,225 $42,537 $35,191 $154,717 $64,446 $13,230 $479,954 $0 $167,101 $298,712 $352,266 $132 $6,056 $36,630 $0 $31 $181,373 $0 $0 ($788) $0 $1,154 $0 $11,643 $51,746 $0 $0 $81,330,575 $39,333 $17,595 $172,776 $53,363 $20,587 $836,872 $0 $265,439 $42,849 $682,800 $123 $4,815 $18,814 $54 $0 $0 $1,500 $0 $1,434 ($80) $6,008 $0 $5,386 $2,169,558 $0 $0 $87,319,492 $52,000 $0 $170,000 $50,000 $0 $850,000 $0 $140,000 $130,000 $90,000 $0 $7,500 $500 $0 $0 $0 $0 $0 $0 $0 $5,000 $0 $5,000 $75,000 $0 $0 $84,388,664 $52,000 $0 $150,000 $40,000 $0 $855,000 $0 $100,000 $30,000 $100,000 $0 $7,500 $500 $0 $0 $0 $0 $0 $0 $0 $5,000 $0 $5,000 $15,000 $0 $420,000 $89,854,716 Total - General Fund $124,197,846 $135,037,655 $144,635,555 $144,986,431 $150,630,937 $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 $16,823 $3,153,612 $9,707 $36,167 $0 $2,254,841 $637,032 $1,005,065 $156 $116,987 $1,055,720 $0 $14,499,020 $199,644 $1,460,974 $22 $256,267 $36,742 $120,247 $569,715 $16,000 $2,800,000 $7,500 $27,500 $0 $2,125,000 $587,500 $900,000 $0 $102,700 $1,000,000 $0 $12,900,000 $187,500 $1,337,500 $0 $200,000 $37,500 $150,000 $600,000 $12,500 $1,450,000 $2,500 $27,500 $0 $2,197,000 $601,000 $921,000 $0 $117,000 $1,023,000 $0 $13,264,000 $190,000 $1,352,000 $0 $225,000 $37,500 $75,000 $500,000 Account Description FY 2016 Actual 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 $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 $205,638 399 Schedule 2 - All Funds Revenue Fund Category FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget Subtotal - Revenues $19,750,909 $21,022,730 $25,428,740 $22,978,700 $21,995,000 Subtotal - Revenues $74,207 $43,122 $0 $13,275 $130,604 $110,801 $34,116 $0 $11,656 $156,573 $107,863 $20,119 $102 $3,500 $131,585 $150,000 $10,000 $0 $0 $160,000 $150,000 $0 $0 $0 $150,000 Total - Half-Cent Sales Tax Fund $19,881,513 $21,179,303 $25,560,325 $23,138,700 $22,145,000 $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 $10,095 $1,892,394 $5,825 $21,703 $0 $1,352,135 $382,265 $603,109 $94 $140,305 $633,506 $0 $8,885,451 $119,719 $876,584 $13 $153,778 $0 $72,114 $341,870 $15,490,962 $9,600 $1,680,000 $4,500 $16,500 $0 $1,275,000 $352,500 $540,000 $0 $123,000 $600,000 $0 $7,740,000 $112,500 $802,500 $0 $120,000 $22,500 $90,000 $360,000 $13,848,600 $7,500 $870,000 $1,500 $16,500 $0 $1,318,000 $361,000 $552,500 $0 $140,000 $613,800 $0 $7,958,000 $113,500 $811,000 $0 $135,000 $22,500 $45,000 $300,000 $13,265,800 Subtotal - Revenues $187,458 $0 $187,458 $291,167 $0 $291,167 $336,231 $136,456 $472,686 $450,000 $0 $450,000 $200,000 $0 $200,000 Total - Transportation Sales Tax Fund $12,172,028 $13,051,213 $15,963,648 $14,298,600 $13,465,800 Interdepartmental Svc Chg Interest Income Reimb Revenue-General Subtotal - Revenues $8,436,680 $11,251 $31,624 $8,479,555 $9,072,676 $12,995 $11,708 $9,097,379 $9,418,275 $20,532 $14,567 $9,453,375 $9,389,018 $30,000 $4,139 $9,423,157 $9,398,000 $20,000 $0 $9,418,000 Total - Information Technology Fund $8,479,555 $9,097,379 $9,453,375 $9,423,157 $9,418,000 $0 $3,600 $0 $0 $0 Account Description Revenues Interest Income Reimb Revenue-General Auction Proceeds Other Revenue 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 400 Schedule 2 - All Funds Revenue Fund Category Account Description Interest Income Other Revenue FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget Subtotal - Revenues $37,752 $0 $37,752 $51,797 $702,484 $757,881 $64,486 $0 $64,486 $80,000 $0 $80,000 $80,000 $0 $80,000 Total - Economic Development Reserve Fund $37,752 $757,881 $64,486 $80,000 $80,000 Interdepartmental Svc Chg Interest Income Auction Proceeds Subtotal - Revenues $651,359 $10,502 $6,186 $668,047 $717,525 $14,563 $306 $732,394 $753,831 $19,694 $20,480 $794,005 $750,010 $35,000 $8,821 $793,831 $765,149 $20,000 $0 $785,149 Total - Information Technology Reserve Fund $668,047 $732,394 $794,005 $793,831 $785,149 Recycling Program Revenue Interdepartmental Svc Chg Interest Income Auction Proceeds Subtotal - Revenues $0 $5,859,798 $2,744 $0 $5,862,542 $746 $5,972,345 $3,043 $833 $5,976,967 $0 $6,307,548 $4,312 $1,505 $6,313,365 $0 $6,105,740 $4,000 $0 $6,109,740 $0 $6,855,940 $2,500 $0 $6,858,440 Total - Facilities Fund $5,862,542 $5,976,967 $6,313,365 $6,109,740 $6,858,440 Recycling Program Revenue Interdepartmental Svc Chg Interest Income Reimb Revenue-General Subtotal - Revenues $2,199 $4,476,555 $1,030 $705 $4,480,490 $1,062 $4,650,079 $2,765 $858 $4,654,764 $0 $5,269,581 $4,295 $338 $5,274,214 $0 $5,350,282 $5,900 $0 $5,356,182 $0 $5,950,282 $2,300 $0 $5,952,582 Total - Fleet Maintenance Fund $4,480,490 $4,654,764 $5,274,214 $5,356,182 $5,952,582 $1,967,601 $58,488 $1,100 $6,005 $4,431 $11,140 $163 $17,964 $11,612 $26,103 ($12,113) ($218) $2,092,277 $2,289,925 $74,505 $0 $0 $0 $0 $0 $0 $0 $0 $0 $192,113 $2,556,543 $2,238,831 $104,984 $0 $0 $0 $0 $0 $0 $0 $0 $0 $79,203 $2,423,018 $2,293,918 $152,564 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $2,471,482 $2,553,277 $98,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $35,000 $2,686,277 Information Technology Reserve Fund Revenues Facilities Fund Revenues Fleet Maintenance Fund Revenues Fleet Reserve Fund Revenues Interdepartmental Svc Chg Interest Income Reimb Revenue-General Gain on Disposal of F/A Gain on Disp of FA-Genl Govt Gain on Disp of FA-Rec Gain on Disp of FA-Police Gain on Disp of FA-Fire Gain on Disp of FA-Devl Svc Gain on Disp of FA-Streets Gain on Disp of FA-Pub Wrks Auction Proceeds Subtotal - Revenues 401 Schedule 2 - All Funds Revenue Fund Category FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget $2,092,277 $2,556,543 $2,423,018 $2,471,482 $2,686,277 Subtotal - Revenues $14,548,665 $251,244 $14,799,909 $15,534,907 $244,402 $15,779,309 $16,511,044 $121,276 $16,632,320 $16,559,075 $228,207 $16,787,282 $17,903,602 $244,000 $18,147,602 $145,606 $0 $145,606 $199,103 $0 $199,103 $304,749 $0 $304,749 $262,195 $207,174 $469,369 $110,000 $135,592 $245,592 Subtotal - Revenues $0 $0 $28,975,000 $0 $0 $14,945,515 $15,978,412 $45,912,069 $17,256,651 $18,393,194 $55,394 $0 $55,394 $147,689 $1,000,000 $1,147,689 $108,385 $25,238 $133,622 $90,661 $0 $90,661 $0 $5,800,131 $5,800,131 $30,325,000 $0 Subtotal - Bond Proceeds $30,325,000 $0 $1,066,079 $1,066,079 $0 $6,523,217 $6,523,217 $33,245,581 $748,960 $33,994,541 $10,044,267 $50,765,019 $60,809,286 $30,380,394 $2,213,768 $6,656,839 $34,085,202 $66,609,417 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 Subtotal - Revenues $1,500 $22,111 $14,171 $915,860 $638,779 $737,223 $123,143 $2,605 $11,611 $2,467,004 $1,439 $22,405 $10,325 $878,983 $614,053 $607,290 $123,212 $3,440 $17,270 $2,278,417 $1,248 $19,455 $4,365 $848,302 $570,487 $501,690 $99,257 ($150) $21,290 $2,065,943 $1,500 $21,400 $0 $976,000 $551,100 $517,900 $87,600 $0 $29,732 $2,185,232 $1,400 $21,125 $0 $1,052,329 $662,245 $560,324 $156,300 $0 $29,732 $2,483,455 Total - Commercial Sanitation Fund $2,467,004 $2,278,417 $2,065,943 $2,185,232 $2,483,455 $41,961 $383,202 $28,875 $146,463 $6,577,785 $40,549 $300,519 $16,250 $144,725 $6,641,968 $34,859 $138,035 $24,450 $135,419 $6,394,549 $39,200 $4,000 $58,900 $147,900 $10,273,000 $45,000 $0 $40,374 $147,900 $11,384,972 Account Description Total - Fleet Reserve Fund Debt Service Fund Revenues Property Tax SRP In-lieu Tax Revenues Interest Income Reimb Revenue-General Bond Proceeds Proceeds of Refunding Bonds Total - Debt Service Fund Bond Fund Revenues Interest Income Reimb Revenue-General Subtotal - Revenues Bond Proceeds Bond Proceeds Loan Proceeds Total - Bond Fund 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 402 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget Residential Recycling Fees Multi-Family Resid Recycling Allocated Interdept Svc Chrgs Interest Income Reimb Revenue-General Subtotal - Revenues $2,181,862 $43,786 $127,000 $51,550 $0 $9,582,484 $2,267,978 $50,811 $117,000 $73,486 $0 $9,653,286 $2,473,069 $50,016 $111,000 $83,823 $106 $9,445,326 $0 $40,000 $108,250 $110,000 $100 $10,781,350 $0 $0 $112,000 $110,000 $100 $11,840,346 Total - Residential Sanitation Fund $9,582,484 $9,653,286 $9,445,326 $10,781,350 $11,840,346 Interdepartmental Svc Chg Interest Income Gain on Disposal of F/A Auction Proceeds Subtotal - Revenues $989,293 $18,558 $103,045 $0 $1,110,896 $1,181,571 $21,918 $0 $0 $1,203,489 $1,205,847 $26,178 $0 $15,510 $1,247,535 $1,318,776 $36,000 $0 $78,800 $1,433,576 $1,647,892 $36,000 $0 $100,000 $1,783,892 Total - Sanitation Equipment Reserve Fund $1,110,896 $1,203,489 $1,247,535 $1,433,576 $1,783,892 $52,093 $99 $18,000 $736,010 $204,246 $126,420 $0 $31,400 $11,831 $285,572 $999 $0 $91,887 $56,150 $63,581 $35,205 $230,222 $133,071 $129,992 $50,006 $281,743 $857,868 $32,615 $269,267 $0 $7,376 $93,459 $1,978 $28,702 $520 $8,712 $44,621 $0 $18,000 $710,058 $187,782 $140,980 $10,000 $34,680 $12,672 $328,666 $5,572 $0 $99,334 $84,272 $60,958 $32,258 $226,014 $123,692 $129,459 $112,973 $331,506 $866,927 $107,454 $252,599 $0 $12,461 $184,930 $0 $0 $743 $1,792 $31,235 $0 $12,500 $660,676 $0 $13,750 $0 $0 $49 $261,405 $0 $16,618 $103,004 $57,358 $84,092 $41,829 $373,149 $0 $0 $46,934 $270,013 $803,770 $54,287 $220,609 $23,043 $27,813 $51,357 $0 $0 $0 $0 $35,000 $1,472 $26,000 $690,000 $190,000 $60,000 $10,000 $25,000 $10,000 $320,000 $1,000 $50,000 $119,339 $45,000 $50,000 $35,000 $265,000 $120,000 $120,000 $50,000 $265,000 $800,000 $100,000 $250,000 $0 $47,000 $0 $0 $0 $0 $0 $15,000 $0 $0 $660,000 $170,000 $50,000 $10,000 $25,000 $0 $280,000 $5,000 $50,000 $119,485 $60,000 $90,000 $35,000 $300,000 $95,000 $95,000 $45,000 $270,000 $800,000 $60,000 $220,000 $0 $32,500 $0 $0 $0 $0 $0 Sanitation Equipment Reserve Fund Revenues Sports Complex Fund Revenues 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 Adv Sales - Pylon Signs 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 Rent Rev-Parking/Non Sp Tr Interest Income Reimb Revenue-General Reimb-Comm Svcs Gain on Disposal of F/A Auction Proceeds Other Revenue 403 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget Subtotal - Revenues $3,839,022 $4,120,403 $3,153,489 $3,684,811 $3,486,985 Total - Sports Complex Fund $3,839,022 $4,120,403 $3,153,489 $3,684,811 $3,486,985 $3,593,400 $3,647,062 $4,383,747 $4,012,500 $4,056,000 Highway User Revenue Recycling Program 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 Subtotal - Revenues $9,982,220 $429 ($6,248) $6,680 $16,711 $295,000 $34,187 $99,748 $0 $0 $10,428,727 $10,015,436 $1,901 ($13,543) $0 $21,089 $295,000 $63,787 $181,400 $648 $0 $10,565,718 $10,705,087 $0 $0 $29,060 $219,132 $295,000 $6,930 $250,570 $0 $312 $11,506,091 $11,447,701 $0 $0 $25,000 $85,000 $0 $1,000 $340,000 $27 $0 $11,898,728 $11,668,765 $0 $0 $5,000 $10,000 $100,000 $0 $350,000 $0 $0 $12,133,765 Total - Streets Fund $14,022,127 $14,212,780 $15,889,838 $15,911,228 $16,189,765 Subtotal - Revenues $0 $686,318 $356,488 $34,592 $18,057 $5,712 $37,308 $0 $1,138,475 $0 $680,130 $117,720 $27,255 $18,272 $7,913 $0 $0 $851,290 $0 $465,308 $132,335 $26,208 $4,100 $24,213 $0 $500 $652,663 $380,268 $511,970 $0 $25,000 $10,000 $60,000 $240,600 $0 $1,227,838 $0 $566,000 $0 $25,000 $8,000 $10,000 $200,000 $0 $809,000 Total - Transit Fund $1,138,475 $851,290 $652,663 $1,227,838 $809,000 Utility Late Fee Charges $72,118 Wastewater Fees $19,578,155 EPA Mandate Fee $900,278 Recycling Program Revenue $0 Interdepartmental Svc Chg $85,886 Allocated Interdept Svc Chrgs $746,208 Interest Income $89,468 Reimb Revenue-General $44,286 Reimbursement-Jury Duty $0 Donations of Capital Assets $4,139,991 Gain on Disposal of F/A $42,587 Auction Proceeds $0 Subtotal - Revenues $25,698,978 $72,453 $20,243,471 $922,824 $2,426 $106,733 $749,385 $152,063 $91,523 $24 $0 $0 $0 $22,340,902 $63,070 $19,483,528 $879,273 $0 $113,161 $707,252 $239,776 $12,187 $0 $0 $0 $7,571 $21,505,817 $69,300 $22,373,000 $979,500 $0 $120,626 $759,875 $374,000 $7,900 $0 $0 $0 $10,000 $24,694,201 $72,000 $22,906,788 $981,288 $0 $118,238 $543,729 $374,000 $20,000 $0 $0 $0 $10,000 $25,026,043 Streets Fund Revenues Sales Tax-Utilities Revenues Transit Fund Revenues Intergovtl Participation Grant Revenue Grant Revenue - Federal Transit Collections Advertising-Bus Shelters Interest Income Reimb Revenue-General Contributions - General Wastewater Fund Revenues 404 Schedule 2 - All Funds Revenue Fund Category FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget Total - Wastewater Fund $25,698,978 $22,340,902 $21,505,817 $24,694,201 $25,026,043 Non-Potable Water Fees Reclaimed Water Fees Water Fees Utility Late Fee Charges New Service Fee-Water Water Meter Charges Disconnect/Reconnect Fees Damaged Property Fees Utility Delinquent Letter Fee Utilities Tampering Fees Field Trip Svc Fee-Utilities ADWR Water Resource Fee Quintero WTP Fees Recycling Program Revenue Fees for General Services Lien Filing Fees Interdepartmental Svc Chg Allocated Interdept Svc Chrgs Interest Income Reimb Revenue-General Reimbursement-Jury Duty Donations of Capital Assets Gain on Disposal of F/A Auction Proceeds Other Revenue Subtotal - Revenues $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 $234,691 $751,272 $39,099,033 $92,356 $513,720 $370,437 $199,019 $16,002 $48,553 $6,960 $12,960 $0 $256,800 $6,898 $22,368 $970 $103,057 $12,235 $440,624 $1,621,455 $0 $0 $0 $13,129 $0 $43,822,538 $253,900 $817,100 $46,021,700 $108,800 $526,300 $341,500 $239,000 $44,600 $52,700 $7,800 $17,400 $0 $256,800 $2,600 $26,100 $800 $119,996 $17,670 $650,400 $242,500 $0 $0 $0 $9,800 $0 $49,757,466 $280,503 $837,421 $46,741,684 $103,973 $574,457 $661,090 $216,173 $16,669 $53,251 $7,241 $14,149 $0 $256,800 $0 $25,000 $1,500 $127,289 $47,340 $650,400 $3,352,655 $0 $0 $0 $15,000 $0 $53,982,595 Total - Water Fund $45,510,706 $41,830,683 $43,822,538 $49,757,466 $53,982,595 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 $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 $1,324,583 $0 $0 $852,915 $678,750 $6,571,238 $0 $0 $3,539,789 $1,133,298 $1,361,338 $718,926 $16,180,837 $1,018,860 $0 $0 $708,865 $585,090 $6,552,988 $0 $0 $3,467,500 $1,075,700 $1,161,300 $1,062,072 $15,632,375 $1,483,674 $0 $0 $1,032,116 $860,137 $7,770,719 $0 $0 $5,309,160 $1,888,092 $2,148,489 $668,617 $21,161,004 Total - Impact Fees Fund $15,000,857 $16,376,855 $16,180,837 $15,632,375 $21,161,004 Account Description Water Fund Revenues Impact Fees Fund Revenues 405 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget Improvement District Fund Revenues Interest Income Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Revenues $3,847 $289,236 $92,713 $0 $0 $385,797 $14,682 $2,036,876 $117,039 $17,354 $50 $2,186,001 $14,078 $0 $0 $0 $0 $14,078 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Improvement District Fund $385,797 $2,186,001 $14,078 $0 $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-Damage to City Prop. Reimbursement-Claims Other Revenue Subtotal - Revenues $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 $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 $252,867 $70,965 $83 $20,194,398 $2,504,633 $254,321 $359,559 $13,881 $2,638,375 $156,604 $12,584,741 $588,788 $2,018,528 $306,664 $400 $457,421 $105,892 $0 $21,989,807 $2,700,000 $300,000 $367,000 $20,000 $2,632,064 $175,000 $13,900,000 $632,000 $2,025,361 $400,000 $0 $101,925 $25,000 $0 $23,278,350 $2,906,594 $250,000 $367,000 $20,000 $2,598,437 $175,000 $15,806,984 $632,000 $2,343,721 $290,000 $0 $0 $25,000 $0 $25,414,736 Total - Insurance Reserve Fund $19,508,311 $20,194,398 $21,989,807 $23,278,350 $25,414,736 Intergovtl Participation Grant Revenue Grant Revenue - Federal Grant Revenue-Comm Devl Program Income Federal Grants Seizure Revenue Interest Income Reimb Revenue-General Auction Proceeds Subtotal - Revenues $0 $500,208 $2,254,257 $0 $388,873 $437,359 $1,402 $212,000 $0 $3,794,100 $0 $369,374 $2,353,819 $0 $228,058 $284,961 $2,611 $212,000 $3,779 $3,454,602 $0 $689,397 $974,807 $6,000 $175,744 $630,731 $3,372 $212,000 $0 $2,692,052 $0 $763,406 $1,717,017 $0 $0 $409,651 $7,783 $0 $0 $2,897,857 $3,000,000 $740,362 $2,203,689 $0 $0 $223,547 $5,761 $0 $0 $6,173,359 Total - Grant Fund $3,794,100 $3,454,602 $2,692,052 $2,897,857 $6,173,359 Subtotal - Revenues $677,272 $129,260 $806,533 $698,960 $132,607 $831,567 $804,195 $115,963 $920,158 $793,155 $105,299 $898,454 $1,065,538 $94,947 $1,160,485 Insurance Reserve Fund Revenues Grant Fund Revenues Other Fund Revenues Street Light ID Tax Maintenance ID Tax 406 Schedule 2 - All Funds Revenue Fund Category FY 2016 Actual Account Description FY 2017 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Budget Revenues State Ins Dept Rebate Intergovtl ParticGrant Revenue - Federal Muni Court Allocation (FTG) Utility Late Fee Charges Storm Water Fee Interdepartmental Svc Chg Court Fines and Forfeitures JCEF Revenue Court Enhancement Fee Interest Income Misc Police Revenues Reimb Revenue-General Reimbursement for O/T Contributions - General Contributions-Comm. Svcs. Donations of Capital Assets Commissions Auction Proceeds Other Revenue Subtotal - Revenues $391 $0 $0 $8,892 $970 $882,081 $250,329 $0 $18,108 $128,406 $162,675 $0 $10,698,516 $0 $10,450 $52,080 $1,948,714 $408 $0 $3,088 $14,165,109 $378 $0 $0 $10,923 $1,019 $895,434 $358,194 $0 $15,663 $122,257 $312,351 $0 $1,635,411 $0 $65,125 $0 $0 $2,554 $3,158 $4,131 $3,426,598 $383 $0 $0 $7,115 $704 $852,894 $425,560 ($101) $17,548 $69,894 $327,790 $2,000 $3,216,344 $0 $2,887 $0 $0 $0 $0 $3,588 $4,926,607 $100 $944,000 ($132,387) $5,000 $900 $932,600 $400,000 $0 $10,000 $110,000 $470,084 $0 $16,733,476 $50 $1,678 $0 $0 $0 $0 $1,447 $19,476,948 $100 $0 $0 $5,000 $1,100 $1,187,100 $450,000 $0 $10,000 $105,000 $295,200 $0 $171,500 $0 $10,000 $0 $0 $0 $0 $0 $2,235,000 Total - Other Fund $14,971,641 $4,258,165 $5,846,765 $20,375,402 $3,395,485 $380,228,355 $354,197,551 $407,557,587 $429,859,661 $468,771,461 Total - All Funds Revenue 407 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget Sub-total: $2,226,945 $246,372 $841,552 $3,314,868 $2,162,116 $247,136 $887,393 $3,296,646 $2,216,505 $245,838 $882,493 $3,344,837 $2,204,883 $237,028 $927,158 $3,369,069 $2,245,887 $237,028 $924,357 $3,407,272 $2,283,838 $242,913 $977,977 $3,504,728 Sub-total: $834,690 $834,690 $1,107,573 $1,107,573 $913,512 $913,512 $1,162,564 $1,162,564 $1,009,604 $1,009,604 $968,293 $968,293 $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 $2,604,927 $767,583 $1,023,640 $1,283,341 $615,451 $1,052,104 $7,347,046 $2,761,788 $732,286 $1,162,392 $1,435,951 $723,399 $1,174,904 $7,990,720 $2,761,788 $726,123 $1,100,392 $1,461,746 $721,569 $1,174,144 $7,945,762 $3,036,370 $901,228 $1,043,545 $1,572,503 $636,951 $1,196,193 $8,386,790 $404,044 $1,167,895 $1,571,938 $442,429 $1,193,389 $1,635,817 $507,995 $1,239,407 $1,747,402 $474,994 $1,089,044 $1,564,038 $476,843 $978,250 $1,455,093 $0 $1,810,082 $1,810,082 Sub-total: $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 $315,639 $1,691,138 $1,031,394 $847,911 $599,213 $458,204 $4,943,500 $334,035 $1,947,804 $1,229,939 $809,571 $840,711 $507,299 $5,669,359 $333,735 $1,767,991 $1,229,939 $984,358 $840,711 $507,299 $5,664,033 $343,186 $1,667,611 $1,327,183 $945,965 $876,967 $537,633 $5,698,545 Sub-total: $2,745,673 $598,835 $1,506,362 $0 $4,850,871 $2,866,096 $398,382 $1,552,684 $0 $4,817,161 $2,778,599 $592,723 $1,514,077 $0 $4,885,399 $3,231,117 $637,172 $1,722,638 $0 $5,590,927 $2,211,207 $637,172 $1,722,638 $923,560 $5,494,577 $2,362,561 $722,490 $1,708,287 $882,069 $5,675,407 $547,548 $1,145,726 $675,742 $725,659 $867,881 $188,585 $22,024,279 $201,726 Sub-total: $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 $1,063,236 $1,116,982 $998,106 $800,570 $480,028 $197,768 $25,062,286 $1,781,717 $31,500,694 $1,304,013 $1,115,553 $876,803 $1,518,499 $435,843 $245,969 $26,986,078 $3,919,840 $36,402,598 $1,313,213 $1,116,153 $876,983 $1,518,919 $495,780 $245,969 $27,079,549 $4,949,800 $37,596,366 $1,457,897 $1,176,289 $901,350 $923,650 $516,843 $254,222 $27,779,924 $5,287,995 $38,298,170 $1,973,103 $313,120 $2,286,223 $2,218,465 $198,419 $2,416,884 $2,311,285 $396,414 $2,707,699 $3,511,978 $0 $3,511,978 $3,526,283 $0 $3,526,283 $3,737,998 $0 $3,737,998 General & Other General Fund City Attorney Civil Victims' Assistance Prg Criminal City Clerk City Clerk 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 Economic Development Services Sub-total: Finance Finance Admin Financial Services Tax Audit & Collections Management and Budget Materials Management Inventory Control Finance Utilities Customer Service Revenue Administration Meter Services Utility Billing Fire-Medical Fire Admin Fire Prevention Fire Support Services Emergency Medical Services Fire Training Emergency Management Fire Operations Ambulance Operations Human Resources Human Resources Training Sub-total: 408 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget $2,178,478 $432,609 $179,950 $0 $2,791,037 $2,507,883 $423,473 $216,324 $0 $3,147,680 $2,533,686 $458,681 $211,818 $0 $3,204,185 $2,524,944 $528,438 $72,139 $766,578 $3,892,099 $2,518,341 $528,438 $0 $816,620 $3,863,399 $2,741,754 $557,310 $0 $616,857 $3,915,921 Sub-total: $602,376 $602,376 $622,873 $622,873 $669,181 $669,181 $797,530 $797,530 $795,128 $795,128 $813,602 $813,602 Sub-total: $1,799,848 $1,799,848 $1,826,013 $1,826,013 $1,928,747 $1,928,747 $2,125,190 $2,125,190 $2,125,190 $2,125,190 $2,236,090 $2,236,090 $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 $59,354 $491,159 $1,827,910 $957,953 $1,540,741 $1,712,877 $402,875 $353,397 $728,575 $184,020 $181,336 $1,163,811 $234,571 $976,183 $10,814,762 $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 $126,238 $384,642 $1,002,326 $807,618 $978,549 $1,870,041 $421,243 $490,637 $841,768 $204,676 $181,523 $1,245,504 $305,321 $966,031 $9,826,117 $130,471 $519,235 $1,186,100 $1,214,182 $821,710 $2,004,945 $423,253 $459,505 $853,648 $209,129 $187,680 $1,506,140 $309,441 $1,017,371 $10,842,810 Sub-total: $2,802,720 $2,669,525 $5,472,245 $928,175 $1,424,403 $2,352,578 $1,033,647 $2,275,332 $3,308,979 $1,418,733 $7,169,918 $8,588,651 $1,763,452 $3,829,951 $5,593,403 $1,368,517 $7,603,317 $8,971,834 Sub-total: $1,068,534 $338,367 $1,406,901 $1,049,986 $334,810 $1,384,796 $1,021,827 $341,781 $1,363,608 $1,103,658 $482,012 $1,585,670 $1,060,315 $465,941 $1,526,256 $1,177,010 $609,386 $1,786,396 $0 $1,256,092 $31,752 $219,235 $51,350 $682,870 $348,734 $878,816 $1,538,530 $1,047,410 $0 $2,540,841 $1,736,420 $1,772,240 $0 $1,203,471 $32,720 $220,401 $39,926 $666,743 $375,694 $855,810 $1,490,199 $1,011,167 $0 $2,628,994 $1,705,340 $1,683,448 $427,249 $1,194,177 $23,296 $226,591 $46,489 $719,906 $557,337 $1,481,568 $1,511,559 $1,155,385 $0 $2,761,120 $1,757,100 $1,970,768 $1,239,047 $1,195,677 $23,296 $226,591 $46,489 $719,906 $476,881 $958,026 $1,511,559 $1,221,046 $0 $2,756,350 $1,761,238 $1,870,652 $1,495,112 $1,421,104 $22,447 $174,155 $43,022 $699,561 $491,859 $981,209 $1,642,491 $1,266,574 $1,187,204 $2,899,980 $1,875,022 $2,201,990 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 Neighborhood & Human Services Arts Commission Peoria Center for Performing Arts Neighborhood Services Community Assistance NHS 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: Non-Departmental Non-Departmental Gen Fund Capital Projects Office of Communications Public Information Office Peoria Channel 11 Parks, Recreation and Community Facilities PRCF Administration 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 Paloma Community Park Main Library Branch Library Parks North $0 $1,094,834 $29,047 $241,931 $39,185 $600,921 $397,362 $856,475 $1,429,480 $947,840 $0 $2,489,661 $1,727,551 $1,669,252 409 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget $1,490,151 $0 $1,534,173 $0 $0 $15,128,615 $1,740,489 $0 $1,492,938 $277,896 $11,590 $15,436,826 $1,682,996 $0 $1,653,523 $430,213 $0 $17,599,277 $1,682,996 $485,969 $1,703,123 $394,219 $944 $18,274,009 $1,803,387 $721,197 $1,892,572 $440,214 $0 $21,259,100 $472,727 $967,038 $1,439,765 $497,389 $1,081,930 $1,579,319 $509,682 $981,382 $1,491,063 $487,946 $1,477,586 $1,965,532 $481,615 $1,340,870 $1,822,485 $497,968 $1,593,990 $2,091,958 $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 Sub-total: $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 $2,658,982 $4,824,235 $12,272,752 $9,927,174 $5,573,462 $4,558,913 $1,318,756 $3,010,752 $630,306 $44,775,333 $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 $3,031,554 $5,906,430 $14,014,823 $10,122,818 $6,318,087 $4,639,451 $1,456,281 $3,472,288 $643,017 $49,604,749 $2,759,150 $5,845,751 $15,245,963 $9,670,292 $6,859,807 $4,633,762 $1,435,125 $3,734,483 $677,250 $50,861,583 $638,072 $638,072 $620,966 $620,966 $651,393 $651,393 $651,393 $651,393 $679,867 $679,867 Parks, Recreation and Community Facilities Parks South $1,563,891 Park Rangers $0 Contracted Landscape Maintenance $1,401,940 Trails Maintenance $0 101 Pylon Signs $0 Sub-total: $14,489,371 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: $605,884 $605,884 General Fund Total: $128,061,002 $133,763,282 $141,003,738 $161,680,852 $160,181,119 $171,539,174 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax Half Cent Sales Tax Fund Total: $3,380,512 $8,476,129 $3,675,946 $6,019,119 $7,146,543 $5,613,386 $3,380,512 $8,476,129 $3,675,946 $6,019,119 $7,146,543 $5,613,386 $2,029,478 $833,400 $360,180 $3,179,226 $95,536 $2,989,851 $210,590 $266,925 $851,459 $1,342,509 $279,011 $2,752,210 $2,240,068 $1,100,325 $1,211,639 $4,521,735 $374,547 $5,742,061 Other Reserve Funds Economic Development Services Economic Development Non-Departmental Muni Off Complex Reserve Other Reserve Funds Total: General & Other Total: $133,681,581 $143,339,737 $145,891,323 $172,221,706 $167,702,209 $182,894,621 Special Revenue Funds Attorney Grants City Attorney St Anti-Racketeering-Cao $13,951 $708 $3,468 $18,275 $18,275 $17,400 $10,097 $0 $0 $0 $0 $0 Police Victims' Rights Imp Grant 410 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget Police $24,048 $708 $3,468 $18,275 $18,275 $17,400 $0 $9,475 $0 $0 $18,430 $0 $420,957 $474,821 $461,104 $639,895 $597,415 $637,541 $420,957 $484,295 $461,104 $639,895 $615,845 $637,541 Streets Dev Zone 1 Streets Zone 3 Dev Fee Intersection Zone 3 Dev Fee Street Impact Fees - Zone 1 - Post 1Instersection Impact Fees - Zone 2 Neighbrhd Park Dev Zone 2 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 $0 $0 $2,462,475 $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 $57,153 $1,319,481 $0 $774 $5,420,907 $330,181 $401,558 $0 $0 $775,557 $0 $0 $0 $0 $663,438 $2,089,071 $48,783 $0 $610 $39,335 $2,014 $179,255 $668,965 $0 $1,221 $1,659,009 $0 $19,201 $25,291 $8,200 $0 $852,404 $11,458 $7,290 $0 $6,454,906 $5,500,000 $1,058,300 $0 $262,000 $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 $0 $0 $5,500,000 $969,709 $0 $256,000 $1,252,299 $755,000 $0 $0 $0 $0 $79,813 $0 $0 $0 $0 $0 $0 $0 $0 $728,106 $7,494,357 $5,970,000 $0 $683,350 $0 $33,353 $0 $1,396,912 $0 $105,000 $325,582 $0 $0 $0 $125,800 $0 $1,360,000 $0 $1,753,272 $2,877,169 Development Fee Funds Total: $4,735,069 $13,938,113 $6,275,545 $22,042,259 $8,812,821 $22,852,901 $194,083 $100,865 $180,469 $349,993 $166,830 $501,627 $194,083 $100,865 $180,469 $349,993 $166,830 $501,627 $83,102 $83,364 $75,221 $0 $0 $0 $2,814 $3,000 $2,975 $3,000 $3,000 $3,000 Attorney Grants Total: Community Service Grants Community Services Library Svc & Technology Grant Neighborhood & Human Services Adult Day Prg Grant Community Service Grants Total: Development Fee Funds Non-Departmental Home and Housing Grants Neighborhood & Human Services Home Grant Home and Housing Grants Total: Other Grants Community Services Prop 302 Grant Program Human Resources Employee Event Fund 411 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget Human Resources Employee Wellness Prg $8,488 $12,808 $9,072 $5,000 $5,000 $0 $41,156 $186,246 $0 $200,773 $0 $230,698 $0 $177,254 $0 $172,244 $0 $231,951 $44,985 $518,465 $387,004 $90,614 $647,579 $22,895 $1,309,193 $485,254 $108,268 $1,588,128 $1,660,664 $0 $821,072 $757,436 $1,610 $1,484,814 $1,483,470 $0 $23,000 $0 $0 $0 $0 $0 $231,215 $519,690 $0 $0 $0 $0 $9,010 $8,269 $33,767 $0 $8,681 $0 $1,535,486 $1,588,993 $2,254,448 $3,434,046 $1,769,043 $3,203,235 $32,049 $4,900 $20,731 $0 $73,926 $0 $0 $0 $120,848 $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 $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 $1,140 $547,268 $79,992 $47,749 $108,541 $212,000 $1,126 $63,840 $62,823 $158,392 $0 $0 $0 $19,225 $100,714 $2,642 $2,813 $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 $0 $89,420 $301,956 $62,384 $99,904 $0 $4,187 $297,867 $23,009 $222,985 $16,753 $0 $3,411 $61,900 $16,773 $12,333 $1,678 $0 $258,023 $5,000 $0 $101,795 $0 $5,987 $118,312 $17,274 $34,939 $16,753 $0 $21,014 $0 $10,300 $1,500 $10,000 Public Safety Grants Total: $1,290,369 $661,707 $1,482,192 $771,007 $1,335,408 $600,897 Municipal Court Jud Coll Enh Fund-Local Municipal Court Enhancement Fd Neighborhood & Human Services Percent For The Arts Comm Dev Block Grant Neighborhood Stabilization Grant III Non-City Entity Comm Facilities Districts Public Works CMAQ-91/Olive Intersec Improv Water Services BOR Water SMART R14AP00071 Other Grants Total: Public Safety Grants Fire-Medical Homeland Security Grant Citizen Donations-Fire Police Streets Development and Engineering 412 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget $1,272,471 $1,250,130 $1,291,422 $1,419,507 $1,414,807 $1,408,505 $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 $916,292 $1,065,862 $2,875,039 $2,936,074 $838,241 $8,826,106 $948,123 $1,131,099 $2,941,940 $3,248,089 $856,209 $17,162,373 $948,123 $1,131,099 $2,941,840 $3,247,689 $855,609 $13,251,149 $989,952 $1,162,265 $3,206,941 $3,295,729 $901,180 $11,429,373 Streets Total: $12,636,364 $13,961,898 $18,749,037 $27,707,340 $23,790,316 $22,393,945 $1,241,802 $1,054,333 $2,253,140 $5,015,753 $5,126,621 $4,902,291 $1,241,802 $1,054,333 $2,253,140 $5,015,753 $5,126,621 $4,902,291 Transportation Sales Tax $8,288,098 $7,478,949 $7,325,058 $33,399,637 $12,890,234 $23,226,055 Transportation Sales Tax Fund Total: $8,288,098 $7,478,949 $7,325,058 $33,399,637 $12,890,234 $23,226,055 Special Revenue Funds Total: $30,366,275 $39,269,861 $38,984,461 $93,378,205 $54,525,393 $78,335,892 $1,851,021 $412,736 $1,885,553 $439,175 $1,639,608 $560,056 $1,816,714 $635,652 $1,814,130 $635,652 $1,799,000 $634,535 $2,263,757 $2,324,729 $2,199,664 $2,452,366 $2,449,782 $2,433,535 $623,735 $5,969,767 $2,184,651 $414,964 $566,437 $6,779,688 $2,267,596 $382,972 $818,569 $7,207,454 $2,324,437 $432,916 $691,056 $7,513,019 $2,647,476 $524,556 $690,436 $7,512,719 $2,647,476 $524,556 $711,132 $8,085,127 $2,912,097 $584,506 $9,193,117 $9,996,693 $10,783,376 $11,376,107 $11,375,187 $12,292,862 $475,265 $775,002 $819,069 $835,000 $4,035,000 $925,270 $475,265 $775,002 $819,069 $835,000 $4,035,000 $925,270 Development and Engineering Traffic Engineering Public Works Streets Admin Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Streets Oper Capital Projects Transit Public Works Transit Division Transit Total: Transportation Sales Tax Fund Non-Departmental Enterprise Funds Commercial Solid Waste Public Works Commercial Front Load Commercial Roll-Off Commercial Solid Waste Total: Residential Solid Waste Public Works Solid Waste Admin Residential Collection Residential Recycling Solid Waste Environmental Residential Solid Waste Total: Solid Waste Expansion Public Works Solid Waste Expansion Solid Waste Expansion Total: Solid Waste Reserves 413 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget $2,085,753 $1,496,932 $1,522,964 $1,713,154 $1,713,154 $1,103,500 $0 $0 $7,580 $0 $0 $0 $2,085,753 $1,496,932 $1,530,544 $1,713,154 $1,713,154 $1,103,500 Public Works Solid Waste Eqt Reserve Water Services Ww Expansion (Unz) Solid Waste Reserves Total: Sports Complex Equipment Reserves Parks, Recreation and Community Facilities Sports Complex Capital Reserve Sports Complex Improvement Reserv Sports Complex GA Surcharge Complex Eqt Reserve $27,142 $0 $50,462 $125,092 $109,952 $0 $27,471 $116,644 $703 $13,943 $73,652 $88,330 $0 $100,000 $100,000 $200,750 $0 $200,933 $161,472 $266,079 $0 $100,000 $100,000 $28,000 Sports Complex Equipment Reserves Total: $202,696 $254,067 $176,627 $400,750 $628,484 $228,000 Sports Complex Operations/Maintenance Parks, Recreation and Community Facilities Complex Operations/Maint Spring Training Soccer Club $4,246,978 $813,654 $5,305 $4,614,505 $598,417 $65,093 $4,419,797 $597,618 $0 $4,855,053 $730,742 $0 $4,852,028 $730,742 $0 $4,827,022 $730,742 $0 Sports Complex Operations/Maintenance Total: $5,065,937 $5,278,015 $5,017,416 $5,585,795 $5,582,770 $5,557,764 $1,746,501 $1,910,434 $925,645 $1,255,507 $5,013,409 $5,481,640 $7,370,747 $1,640,703 $2,001,901 $907,088 $1,206,453 $5,198,436 $1,974,775 $6,157,541 $1,617,746 $2,117,205 $818,440 $1,201,180 $5,176,481 $4,317,537 $6,239,306 $1,605,430 $2,181,494 $1,033,853 $1,394,474 $5,130,950 $11,568,124 $6,954,955 $1,605,030 $2,181,494 $1,033,853 $1,394,474 $5,130,950 $4,533,000 $6,954,955 $1,623,096 $2,214,821 $1,046,899 $1,434,060 $5,523,619 $17,557,485 $6,884,572 Wastewater Total: $23,703,882 $19,086,898 $21,487,895 $29,869,280 $22,833,756 $36,284,552 Wastewater Water Services 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 Water Services Wastewater Impact Fees - East of Ag Wastewater Impact Fees - West of Ag Wastewater Impact Fees - Post 1-1-20 $621 $1,387 $632,402 $209,361 $1,922 $39,942 $70,992 $15,392 $527,476 $257,219 $1,370,958 $1,931,646 $414,826 $194,119 $421,932 $0 $1,178,850 $785,226 Wastewater Expansion Total: $634,410 $251,225 $613,860 $3,559,823 $1,030,877 $1,964,076 $462,813 $4,219 $29,543 $0 $41,362 $0 $96,000 $0 $96,000 $0 $219,500 $0 Wastewater Replacement & Reserves Water Services Ww Eqt Reserve Ww Reserve-Bonds 414 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget $467,032 $29,543 $41,362 $96,000 $96,000 $219,500 $1,744,008 $1,835,227 $2,879,374 $368,557 $4,319,846 $2,342,206 $353,240 $0 $0 $1,138,536 $5,560,140 $1,238,809 $6,498,315 $5,258,331 $1,738,057 $1,800,715 $2,939,159 $353,555 $4,473,421 $1,936,606 $335,277 $0 $0 $1,160,738 $6,230,557 $1,266,305 $8,075,827 $5,865,751 $1,366,551 $1,843,489 $2,810,682 $429,169 $4,746,840 $2,355,649 $353,620 $0 $0 $1,051,775 $7,484,324 $1,278,806 $6,680,462 $6,022,614 $1,678,310 $2,342,411 $3,227,007 $475,358 $4,582,765 $2,523,911 $467,919 $0 $0 $1,257,578 $8,339,652 $1,465,788 $21,394,632 $9,193,992 $1,677,910 $2,342,411 $3,227,007 $475,358 $4,582,765 $2,523,911 $467,919 $0 $0 $1,257,578 $8,339,652 $1,465,788 $11,431,326 $9,194,220 $1,280,366 $1,116,853 $3,188,511 $423,672 $4,486,251 $2,936,098 $477,689 $637,787 $2,119,611 $526,160 $9,031,087 $1,336,492 $30,580,435 $7,875,562 Water Total: $33,536,588 $36,175,968 $36,423,981 $56,949,323 $46,985,845 $66,016,574 $0 $0 $0 $0 $0 $5,800,131 $0 $11,046,752 $25,000 $851,744 $1,430,948 $545,555 $3,115,525 $26,644,085 $25,152 $52,357 $50,765,019 $2,627,177 Water Bonds Total: $11,046,752 $876,744 $1,976,503 $29,759,610 $77,509 $59,192,327 Wastewater Replacement & Reserves Total: Water Water Services Water Services-Water/Ww Admin Water Services-Operations Admin Greenway Potbl Wtr Trt Plant Quintero Treatment Plant Production Svcs Distribution Services Blue Staking Sustainability & Conservation Planning & Operations Environmental Resources Water Supply Drinking Water Environmental Wtr Oper Capital Projects Water Debt Service Water Bonds Non-Departmental WIFA 2019 Loan (Pinnacle Pk) Water Services WIFA Loan 2017 (Pyramid Peak) WIFA Bonds New River Purchase Water Expansion Water Services Wtr Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Water Resource Fees - Post 8-1-2014 $1,422,854 $1,951 $1,867 $53,560 $0 $868,548 $10,892 $190,394 $1,511,153 $830,427 $121,846 $220,394 $5,776 $505,035 $340,565 $2,731,724 $6,372,076 $1,815,677 $10,001,415 $1,940,681 $2,065,551 $2,827,527 $951,441 $1,748,546 $300,000 $687,680 $2,050,815 $1,367,007 $12,896,256 $333,800 Water Expansion Total: $1,480,231 $3,411,414 $1,193,617 $22,861,573 $7,893,065 $17,335,558 $976,611 $1,072,256 $847,374 $1,035,972 $1,035,972 $1,189,619 $0 $4,005 $286,766 $0 $0 $284,161 $0 $0 $32,759 $0 $0 $178,000 $0 $0 $178,000 $110,000 $0 $278,000 Water Replacement & Reserves Public Works Storm Drain - NPDES Water Services Water Services-Operations Admin Water Reserve-Bonds Wtr Eqt Reserve 415 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget Water Replacement & Reserves Total: $1,267,382 $1,356,417 $880,133 $1,213,972 $1,213,972 $1,577,619 Enterprise Funds Total: $91,422,803 $81,313,648 $83,144,046 $166,672,753 $105,915,401 $205,131,137 $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 $404,299 $1,595,894 $735,224 $1,022,937 $667,433 $1,448,866 $461,498 $1,763,025 $886,174 $1,010,299 $630,005 $1,498,636 $461,498 $1,761,646 $889,337 $1,010,299 $670,005 $1,456,452 $464,120 $2,021,871 $895,791 $995,766 $796,738 $1,649,597 $6,057,101 $5,830,171 $5,874,653 $6,249,637 $6,249,237 $6,823,883 $4,286,915 $4,534,497 $5,051,152 $5,212,372 $5,212,372 $5,896,318 $4,286,915 $4,534,497 $5,051,152 $5,212,372 $5,212,372 $5,896,318 $1,589,848 $1,225,998 $3,284,384 $149,348 $1,099,635 $231,282 $2,153,104 $834,500 $2,433,999 $159,500 $5,384,612 $864,500 $2,815,846 $3,433,732 $1,330,916 $2,987,604 $2,593,499 $6,249,112 $8,233,840 $859,048 $8,783,777 $958,273 $8,065,230 $829,989 $9,402,411 $1,020,308 $9,481,796 $1,078,308 $9,678,879 $990,180 $9,092,887 $9,742,050 $8,895,219 $10,422,719 $10,560,104 $10,669,059 IT Projects $381,281 $327,448 $186,066 $898,634 $793,214 $418,000 Information Technology Projects Total: $381,281 $327,448 $186,066 $898,634 $793,214 $418,000 Res For System Comp Eqt Res For Personal Comp Eqt $1,083,455 $332,376 $766,016 $790,785 $462,657 $337,189 $819,700 $409,502 $919,893 $394,447 $2,301,235 $493,453 Information Technology Reserve Total: $1,415,831 $1,556,800 $799,846 $1,229,202 $1,314,340 $2,794,688 Internal Service Funds Facilities Maintenance Public Works Facilities Admin Daytime Facility 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 Information Technology Reserve Information Technology Insurance Reserve City Attorney 416 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget $1,665,780 $199,596 $2,030,297 $168,928 $1,911,045 $201,724 $2,391,744 $221,366 $2,391,744 $221,366 $2,383,038 $211,169 Workers Compensation Self-Insuranc $1,172,392 Employee Benefits - Health $13,531,263 Employee Benefits - Dental/Vision $1,052,343 $1,582,088 $14,340,600 $998,295 $1,790,942 $16,996,098 $1,135,251 $1,991,000 $17,185,729 $1,157,081 $2,009,500 $18,530,226 $1,157,081 $2,284,750 $19,365,148 $1,235,000 Insurance Reserve Total: $17,621,374 $19,120,208 $22,035,061 $22,946,920 $24,309,917 $25,479,105 Internal Service Funds Total: $41,671,235 $44,544,905 $44,172,914 $49,947,088 $51,032,683 $58,330,165 $20,400 $20,400 $20,400 $21,000 $21,000 $21,000 Fireman's Pension Total: $20,400 $20,400 $20,400 $21,000 $21,000 $21,000 Trust & Agency Funds Total: $20,400 $20,400 $20,400 $21,000 $21,000 $21,000 City Attorney Insurance Prem/Deduct 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 $165,091 $2,787,562 $41,695 $3,887,287 $233,145 $2,344,919 $165,421 $16,321,323 $0 $4,113,941 $696,691 $14,904,207 Projects - Streets/Economic Development Total: $2,952,654 $3,928,983 $2,578,064 $16,486,744 $4,113,941 $15,600,898 $0 $0 $0 $0 $0 $7,417,090 $531,256 $633,295 $3,930,101 $133,409 $0 $0 $0 $6,881,617 $2,069,664 $0 $0 $0 $4,267,723 $4,024,400 $0 $0 $0 $8,335,694 $37,842,125 $0 $0 $0 $467,845 $1,943,893 $6,439,284 $0 $0 $0 $0 $25,918,918 $5,228,060 $8,951,281 $8,292,123 $46,177,819 $8,851,022 $33,336,008 MDA Bonds 2012 - Sports Complex Proposed MDA Bonds Energy Efficiency Project Loan $1,062 $0 $0 $0 $0 $0 $0 $0 $3,467,644 $0 $25,000,000 $942,962 $0 $0 $1,832,181 $0 $0 $0 MDA Bonds Total: $1,062 $0 $3,467,644 $25,942,962 $1,832,181 $0 General Obligation Bonds Non-Departmental GO Bonds 2010 GO Bonds 2012 GO Bonds 2015 Proposed GO Bonds Proposed GO Bonds General Obligation Bonds Total: MDA Bonds Non-Departmental 417 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Budget FY 2019 Estimate FY 2020 Budget $139,353 $1,392,273 $2,061,114 $16,848,530 $7,031,472 $9,236,400 Outside Source Fund Total: $139,353 $1,392,273 $2,061,114 $16,848,530 $7,031,472 $9,236,400 Capital Projects Funds Total: $8,321,129 $14,272,537 $16,398,945 $105,456,055 $21,828,616 $58,173,306 $14,630,051 $18,063,977 $16,608,719 $17,059,516 $16,338,251 $19,959,062 General Obligation Bonds Total: $14,630,051 $18,063,977 $16,608,719 $17,059,516 $16,338,251 $19,959,062 $476,638 $476,550 $2,220,825 $0 $0 $0 $476,638 $476,550 $2,220,825 $0 $0 $0 $7,601,030 $0 $0 $7,586,708 $0 $0 $4,403,542 $156,549 $0 $3,884,551 $3,864,832 $494,294 $3,165,676 $3,865,332 $494,294 $3,906,126 $3,968,703 $429,988 $7,601,030 $7,586,708 $4,560,091 $8,243,677 $7,525,302 $8,304,817 Debt Service Funds Total: $22,707,719 $26,127,235 $23,389,635 $25,303,193 $23,863,553 $28,263,879 Outside Source Fund Non-Departmental Capital Prj-Outside Sources 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: $328,191,142 $348,888,323 $352,001,724 $613,000,000 $424,888,856 $611,150,000 418 Schedule 4 - Transfers Transfers From Fund Transfers To General Fund Sports Complex Streets / Transit Funds Wastewater Op Fund General - - - - Percent for the Arts - - - - - - Half Cent Sales Tax $7,961,880 Water $240,000 Water Resource Fees - Post 8-1-2014 Wastewater $2,000,000 $120,000 $2,578,268 Information Tech. Funds MDA Debt Loans $278,190 $225,200 - $1,061,243 - - - - - - - - $29,125 Other Funds Total Transferred $1,134,452 $2,021,000 $3,658,842 $225,112 - - $225,112 $2,718,539 - - $13,741,662 - $2,940,458 $12,190 - Fleet Reserve $110,000 $699,825 - - $699,825 $203,900 - - $353,025 Residential Solid Waste - - - - $343,696 - - - $343,696 Fleet Services - - - - $100,000 - - - $100,000 Information Technology - - - - $750,000 - - - $750,000 Highway User - - - - $3,990 - - $108,490 Transportation Sales Tax - - $4,750,000 - - - - $8,262,978 Street Light Districts - - $1,065,538 - - - - - $1,065,538 - - - - - $94,947 Maintenance Imprvmnt Districts $94,947 $8,416,827 $2,000,000 $5,815,538 $2,578,268 419 $2,578,434 $104,500 $3,512,978 $7,585,554 $1,348,952 $2,021,000 $32,344,573 City of Peoria Schedule 5 - Tax Levy and Tax Rate Information DESCRIPTION BUDGET FY 2016 BUDGET FY 2017 BUDGET FY 2018 PROJECTED FY 2019 PROJECTED FY 2020 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $670,000,000 $258,891,798 $411,108,202 $943,442,911 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $1,556,834,972 $5,760,312 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 $1,178,158,150 $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 $1,556,834,972 $17,903,602 $4,514,821 $22,418,424 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 $2,126,575 $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 $4,289,080 $225,741 $17,008,422 $895,180 $21,297,502 $1,120,921 $22,418,424 $0.1900 $1.2500 $1.4400 $0.1900 $1.2500 $1.4400 $0.1900 $1.2500 $1.4400 $0.2900 $1.1500 $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 07/01/19 Principal Payments FY20 Proposed Debt FY20 Estimated Debt outstanding FY20 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/19 Principal Payments FY20 Proposed Debt FY20 Estimated Debt outstanding FY20 Remaining limitation available Truth in Taxation Calculation $1,556,834,972 $311,366,994 $113,945,273 ($13,046,079) $35,396,691 Previous year's primary levy Current net assessed valuation(AV) $4,175,767 $1,511,836,194 $136,295,885 $175,071,110 $1,556,834,972 $93,410,098 $1,814,727 ($1,220,000) 4,040,382 $4,635,109 $88,774,989 420 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 $0.2762 $1,511,836,194 $4,175,767 $0.2900 $0.2762 $44,998,778 $124,287 $208,633 Schedule 6 - Personnel Summary By Department Department Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 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 Development and Engineering 65.00 65.00 67.25 -0.50 66.75 0.25 67.00 Economic Development Services 8.00 8.00 7.00 0.00 7.00 0.00 7.00 Finance and Budget 40.00 43.00 41.00 -1.00 40.00 0.00 40.00 Finance Utilities 39.00 37.00 38.00 0.00 38.00 0.00 38.00 Fire-Medical 194.50 194.50 212.00 0.00 212.00 8.00 220.00 Human Resources 19.00 20.00 20.50 0.00 20.50 1.00 21.50 Information Technology 42.00 42.00 42.00 0.00 42.00 1.00 43.00 Leadership and Management 18.00 18.00 18.00 1.00 19.00 0.00 19.00 Municipal Court 20.90 20.90 20.90 0.00 20.90 0.00 20.90 Neighborhood & Human Services 64.75 63.75 52.63 -9.38 43.25 1.00 44.25 Office of Communications 9.00 9.00 9.00 0.00 9.00 1.00 10.00 Parks, Recreation and Community Faciliti 102.22 102.95 112.57 9.48 122.05 8.00 130.05 Planning and Community Development 10.00 10.00 12.00 1.00 13.00 0.00 13.00 Police 278.00 285.00 303.00 0.00 303.00 1.00 304.00 Public Works 157.50 160.50 165.50 0.00 165.50 3.75 169.25 Water Services 91.00 91.00 95.00 0.00 95.00 3.00 98.00 1,191.87 1,203.60 1,249.35 0.60 1,249.95 28.00 1,277.95 City Totals: Footnote: This schedule includes all Full-time positions and only Part-time positions that receive benefits. 421 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 4.00 1.00 1.00 1.00 0.00 2.00 3.00 2.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 3.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 1.00 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 1.00 1.00 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 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 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 Sr. Assistant City Attorney Law Office Administrator Full 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: 422 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 9.00 1.00 3.00 1.00 0.50 0.50 3.00 2.00 1.00 1.00 1.00 0.50 1.00 0.00 9.00 1.00 3.00 1.00 0.50 0.50 3.00 3.00 1.00 1.00 1.00 0.50 0.00 0.00 9.00 1.00 3.00 1.00 0.50 0.50 3.00 2.00 2.00 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 -0.50 9.00 1.00 3.00 1.00 0.50 0.50 3.00 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 0.00 9.00 1.00 3.00 1.00 0.50 0.50 3.00 2.00 2.00 1.00 1.00 0.00 0.00 0.00 24.50 24.50 24.50 -0.50 24.00 0.00 24.00 1.00 0.00 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 1.00 1.00 0.00 0.00 3.00 0.00 -1.00 -1.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 0.00 4.00 4.00 4.00 1.00 5.00 0.00 5.00 0.00 0.50 1.00 0.50 0.00 0.00 1.00 1.00 0.50 0.50 1.00 2.00 0.00 1.00 0.50 1.00 0.50 0.00 1.00 1.00 1.00 0.50 0.50 1.00 0.00 0.00 1.00 0.50 2.00 0.50 1.00 1.00 1.00 1.00 0.00 0.50 0.00 0.00 0.50 1.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.50 0.00 0.00 -0.50 2.00 0.50 1.00 0.50 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.50 1.00 0.50 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 8.00 8.00 9.00 -1.00 8.00 0.00 8.00 0.00 1.00 3.75 1.00 2.00 0.00 0.00 0.75 1.00 1.00 1.00 3.75 1.00 1.00 0.00 0.00 0.75 1.00 1.00 1.00 3.75 1.00 2.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 -1.00 1.00 1.00 3.75 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 2.00 1.00 1.00 0.00 0.00 9.50 9.50 9.75 1.00 10.75 0.25 11.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 5.00 5.00 5.00 -1.00 4.00 0.00 4.00 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 Plans Examiner I Full Plans Examiner II Full Full Plans Review Supervisor Residential Field Inspection Supervisor Full Administrative Assistant II - Classified Full Development Technician II Full Full Management Assistant 1000 - 0750 Engineering Admin Business Services Manager Development & Engineering Director Management Assistant Engineering Director Engineering Technician II Real Estate Coordinator Full Full Full Full Full Full 1000 - 0810 Development Engineering Civil Engineer Deputy Engineering Director Development Plan Reviewer Development Services Supervisor Development Technician I Engineering Supervisor Engineering Technician II Plans Review Coordinator Administrative Assistant II - Classified Civil Engineer Development Project Specialist Engineering Project Coordinator Management Assistant Full Full Full Full Full Full Full Full Full Part Full Full Full 1000 - 0812 Capital Engineering CIP Project Manager I CIP Project Manager II Civil Engineer Deputy Engineering Director Engineering Supervisor Engineering Technician II Real Estate Coordinator Engineering Supervisor Management Assistant Full Full Full Full Full Full Full Part Full 1000 - 0813 Design and Construction Architect Architectural Services Manager CIP Project Manager I CIP Project Manager II Management Assistant Full Full Full Full Full 423 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 1.00 5.00 2.00 1.00 5.00 2.00 1.00 6.00 2.00 0.00 0.00 0.00 1.00 6.00 2.00 0.00 0.00 0.00 1.00 6.00 2.00 8.00 8.00 9.00 0.00 9.00 0.00 9.00 2.00 1.00 0.00 0.00 2.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 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 2.00 1.00 1.00 1.00 1.00 0.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 65.00 65.00 67.25 -0.50 66.75 0.25 67.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 -1.00 -1.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 3.00 -3.00 0.00 0.00 0.00 2.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 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 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 5.00 5.00 4.00 3.00 7.00 0.00 7.00 8.00 8.00 7.00 0.00 7.00 0.00 7.00 0.00 1.00 1.00 1.00 1.00 1.00 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 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 3.00 2.00 2.00 0.00 2.00 0.00 2.00 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 Intelligent Transportation System Engin Full Intelligent Transportation Systems (ITS) Full Full Transportation Planning Engineer Full Engineering Technician II 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 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 Economic Development Assistant Full Economic Development Operations Sp Full Economic Development Services Direct Full Full Business Real Estate Coordinator Economic Development Project Manag Full Economic Development Services Totals: Finance and Budget General Fund 1000 - 0400 Finance Admin Chief Finance Officer Finance & Accounting Asst Deputy Director Finance & Budget Finance Director Full Full Full Full 424 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 1.00 0.00 1.00 2.00 1.00 0.00 2.00 1.00 4.00 1.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 2.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 3.00 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 -1.00 -1.00 1.00 1.00 1.00 2.00 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 2.00 1.00 3.00 0.00 0.00 0.00 15.00 15.00 15.00 -2.00 13.00 0.00 13.00 0.00 3.00 1.00 2.00 1.00 2.00 3.00 1.00 2.00 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 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 2.00 0.00 7.00 9.00 7.00 0.00 7.00 0.00 7.00 1.00 1.00 0.00 1.00 2.00 0.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 2.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 5.00 6.00 5.00 1.00 6.00 0.00 6.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 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 7.00 0.00 7.00 0.00 7.00 1.00 0.00 2.00 1.00 1.00 1.00 3.00 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 0.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 4.00 5.00 5.00 0.00 5.00 0.00 5.00 40.00 43.00 41.00 -1.00 40.00 0.00 40.00 19.00 3.00 1.00 17.00 3.00 1.00 17.00 3.00 2.00 -5.00 -1.00 -1.00 12.00 2.00 1.00 0.00 0.00 0.00 12.00 2.00 1.00 23.00 21.00 22.00 -7.00 15.00 0.00 15.00 1000 - 0410 Financial Services Accountant Accounting Specialist Accounting Supervisor Accounting Technician II Accounting Technician III Deputy Finance Director Payroll Specialist Payroll Supervisor Sr Accountant Business Systems Supervisor Finance Coordinator Finance Manager 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 Deputy Finance Director Management & Budget Assistant Sr Budget Analyst Management & Budget Director Full Full Full Full Full Full 1000 - 0440 Materials Management Administrative Assistant II - Classified Buyer I Contract Administrator Contract Officer Materials Manager Purchasing Supervisor Buyer II 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 and Budget Totals: Finance Utilities General Fund 1000 - 0450 Customer Service Customer Services Rep II Lead Customer Services Rep Utility Services Supervisor Full Full Full 425 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 1.00 2.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 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 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 1.00 1.00 5.00 1.00 1.00 0.00 0.00 0.00 5.00 1.00 1.00 0.00 0.00 0.00 7.00 7.00 0.00 7.00 39.00 37.00 38.00 0.00 38.00 0.00 38.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 3.00 7.00 8.00 0.00 8.00 0.00 8.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 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 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 8.00 8.00 0.00 8.00 0.00 8.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 5.00 4.00 4.00 0.00 4.00 0.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 4.00 3.00 3.00 0.00 3.00 0.00 3.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 0.00 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 1000 - 0480 Utility Billing Customer Services Rep II Lead Customer Services Rep Utility Services Supervisor 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 Fire Engineer - PIO Management Analyst Management Assistant Public Information Officer Full 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 Management Assistant Full Full Full Full 1000 - 1230 Emergency Medical Services Administrative Assistant I Deputy Fire Chief EMS Coordinator Public Information Officer Full Full Full Full 1000 - 1240 Fire Training Fire Captain Deputy Fire Chief Full Full 426 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 0.00 0.50 0.00 0.50 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.50 0.50 1.00 0.00 1.00 0.00 1.00 1.00 6.00 5.00 33.00 32.00 78.00 1.00 6.00 5.00 33.00 32.00 78.00 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 78.00 155.00 155.00 155.00 0.00 155.00 0.00 155.00 0.00 1.00 14.00 1.00 0.00 0.00 1.00 14.00 1.00 0.00 1.00 1.00 28.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 28.00 1.00 1.00 0.00 0.00 7.00 1.00 0.00 1.00 1.00 35.00 2.00 1.00 16.00 16.00 32.00 0.00 32.00 8.00 40.00 194.50 194.50 212.00 0.00 212.00 8.00 220.00 0.00 0.00 1.00 0.00 2.00 1.00 2.00 1.00 2.00 0.00 4.00 0.00 1.00 0.00 1.00 0.00 0.50 0.50 1.00 1.00 1.00 0.00 1.00 0.00 2.00 1.00 3.00 1.00 2.00 0.50 4.00 0.00 1.00 1.00 0.00 0.00 0.50 0.00 1.00 0.00 1.00 0.00 1.00 0.00 2.00 1.00 3.00 1.00 3.00 0.50 4.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 -1.00 0.00 -1.00 1.00 0.00 0.00 0.00 -1.00 0.00 0.00 -1.00 0.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 2.00 0.50 3.00 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 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 2.00 0.50 3.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 18.00 19.00 20.50 0.00 20.50 1.00 21.50 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 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 19.00 20.00 20.50 0.00 20.50 1.00 21.50 1000 - 1250 Emergency Management Emergency Management Coordinator Full Emergency Management & Safety Coor Full 1000 - 1260 Fire Operations Deputy Fire Chief Fire Battalion Chief Fire Battalion Support Officer Fire Captain Fire Engineer Firefighter Full Full Full Full Full Full 1000 - 1270 Ambulance Operations 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 Deputy Human Resources Director Executive Assistant Full Full HR Safety & Training Coordinator Full Human Resources Analyst Human Resources Assistant Full Human Resources Consultant Full Full Human Resources Director Full Human Resources Manager Part Human Resources Safety Specialist Full Human Resources Specialist Human Resources Supervisor Full Human Resources Technician Full Full Safety Administrator Full Business Analyst Full Dept Training & Compliance Spc Emergency Management & Safety Coor Full Human Resources Safety Coordinator Part Full Sr Human Resources Analyst Sr Human Resources Consultant Full 1000 - 0080 Training Human Resources Manager Full Organizational Development Coordinat Full Human Resources Totals: 427 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 7.00 2.00 1.00 0.00 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 0.00 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 6.00 2.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 2.00 1.00 0.00 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 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 6.00 2.00 1.00 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 40.00 40.00 40.00 0.00 40.00 1.00 41.00 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 42.00 42.00 42.00 0.00 42.00 1.00 43.00 0.00 1.00 1.00 3.00 1.00 3.00 0.00 0.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 0.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 1.00 3.00 1.00 3.00 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 0.00 0.00 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 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 15.00 15.00 14.00 1.00 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 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Information Technology Information Technology Fund 3300 - 3750 IT Operations Application Systems Analyst Application Systems Supervisor Applications/GIS Manager Customer Services Rep II 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 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 Internal Controls Program 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 Full 1000 - 0025 Governmental Affairs Intergovernmental Affairs Coordinator Intergovernmental Affairs Director Full Full 1000 - 0026 Office of Sustainability Economic Efficiency & Sustainability M Full 428 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 2.00 0.00 2.00 0.00 2.00 18.00 18.00 18.00 1.00 19.00 0.00 19.00 1.00 2.00 8.00 4.00 1.00 4.00 1.00 2.00 8.00 4.00 1.00 4.00 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 0.00 0.50 0.00 0.00 0.50 0.45 0.50 0.00 0.00 0.00 0.00 0.45 0.50 0.00 0.00 0.00 0.00 0.45 0.50 0.00 0.50 0.50 0.95 0.00 0.95 0.00 0.95 1.00 1.00 0.55 0.00 0.55 0.00 0.55 1.00 1.00 0.55 0.00 0.55 0.00 0.55 1.00 7.00 0.00 0.00 1.00 4.00 1.00 1.00 5.00 1.00 1.00 7.00 0.00 0.00 1.00 4.00 1.00 1.00 5.00 1.00 1.00 6.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 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 1.00 6.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 21.00 21.00 9.00 1.00 10.00 0.00 10.00 0.00 0.00 0.75 0.00 0.00 1.00 1.00 1.00 0.80 0.53 0.00 0.80 0.75 1.00 1.00 1.00 0.00 0.00 0.00 0.53 0.63 0.80 0.75 1.00 1.00 1.00 0.00 0.00 0.00 0.53 0.12 0.00 0.00 0.00 0.00 -0.50 0.00 0.00 0.00 -0.53 0.75 0.80 0.75 1.00 1.00 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 0.75 0.80 0.75 1.00 1.00 0.50 0.00 0.00 0.00 0.00 5.08 5.08 5.71 -0.91 4.80 0.00 4.80 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: Neighborhood & Human 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 1000 - 0550 Neighborhood Services Administrative Assistant II - Classified Code Compliance Officer Lead Code Compliance Officer Neighborhood Imp. Specialist Police Services Manager Animal Control Officer Lead Animal Control Officer Park Ranger Supervisor Police Services Officer Public Education Specialist Full Full Full Full Full Full Full Full Full Full 1000 - 0570 Community Assistance 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 Programs Coordinator Full Human Services Coordinator Full Human Services Specialist Neighborhood & Revital. Manager Full Full Neighborhood Imp. Specialist 429 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 0.00 0.00 0.00 1.00 2.75 0.50 0.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 3.75 0.50 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 1.75 0.75 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.75 -0.75 -1.00 -1.00 0.00 -1.00 -1.00 -1.00 0.00 -1.00 -1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 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 13.25 13.25 12.50 -9.50 3.00 1.00 4.00 1.60 0.60 0.60 1.50 2.60 0.60 0.60 0.00 2.60 0.60 0.60 0.00 -0.30 -0.30 -0.20 0.00 2.30 0.30 0.40 0.00 0.00 0.00 0.00 0.00 2.30 0.30 0.40 0.00 4.30 3.80 3.80 -0.80 3.00 0.00 3.00 0.00 2.00 0.00 0.00 0.10 1.00 1.00 1.00 0.00 0.00 0.10 0.00 1.00 1.00 0.00 0.00 0.10 0.00 0.00 0.00 0.05 0.30 -0.10 0.00 1.00 1.00 0.05 0.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.05 0.30 0.00 0.00 3.10 2.10 2.10 0.25 2.35 0.00 2.35 0.30 0.00 0.00 0.30 0.00 0.00 0.30 0.00 0.00 0.15 0.05 0.05 0.45 0.05 0.05 0.00 0.00 0.00 0.45 0.05 0.05 0.30 0.30 0.30 0.25 0.55 0.00 0.55 0.50 0.00 0.20 0.50 0.50 0.00 0.20 0.00 0.50 0.00 0.20 0.00 0.40 0.30 -0.05 0.00 0.90 0.30 0.15 0.00 0.00 0.00 0.00 0.00 0.90 0.30 0.15 0.00 1.20 0.70 0.70 0.65 1.35 0.00 1.35 0.85 0.20 0.85 0.20 0.85 0.20 0.00 0.00 0.85 0.20 0.00 0.00 0.85 0.20 1.05 1.05 1.05 0.00 1.05 0.00 1.05 0.40 0.30 0.40 0.30 0.40 0.30 0.00 0.00 0.40 0.30 0.00 0.00 0.40 0.30 0.70 0.70 0.70 0.00 0.70 0.00 0.70 1.00 1.00 0.40 1.00 1.00 0.40 1.00 1.00 0.40 0.00 0.00 -0.40 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 2.40 2.40 2.40 -0.40 2.00 0.00 2.00 1000 - 1400 NHS Administration Deputy Director of Neighborhood & Hu Full Full Management Assistant Neighborhood & Human Services Direc Full Full Recreation Manager Administrative Assistant II - Classified Full Administrative Assistant II - Classified Part Full Business Services Manager Full Business Systems Supervisor Full Community Services Director Full Customer Service Rep I - Classified Full Customer Services Rep I - Classified Customer Services Rep II Full Executive Assistant Full Full Lead Customer Services Rep Full Management Analyst Full Recreation Programmer Sr Management Analyst Full 1000 - 1420 Am/Pm Program Recreation Coordinator Recreation Superintendent Recreation Supervisor Recreation Programmer Full Full Full Full 1000 - 1430 Little Learners Program Recreation Programmer Recreation Specialist I Recreation Superintendent Recreation Supervisor Recreation Coordinator Recreation Specialist II Full Full Full Full Full Full 1000 - 1440 Summer Recreation Program Recreation Coordinator Recreation Superintendent Recreation Supervisor Full Full Full 1000 - 1450 Summer Camp Program Recreation Coordinator Recreation Superintendent Recreation Supervisor Recreation Programmer Full Full Full Full 1000 - 1490 Active Adult Program Recreation Coordinator Recreation Superintendent Full Full 1000 - 1500 Adaptive Recreation Program Recreation Coordinator Recreation Superintendent Full Full 1000 - 1510 Special Events Program Recreation Coordinator Recreation Supervisor Recreation Superintendent Full Full Full 430 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 0.50 0.00 0.20 0.50 0.00 0.20 0.50 0.00 0.20 -0.15 0.30 -0.10 0.35 0.30 0.10 0.00 0.00 0.00 0.35 0.30 0.10 0.70 0.70 0.70 0.05 0.75 0.00 0.75 1.00 1.60 0.40 1.00 1.60 0.40 1.00 1.60 0.40 0.00 0.00 0.00 1.00 1.60 0.40 0.00 0.00 0.00 1.00 1.60 0.40 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 0.25 0.00 0.20 0.47 0.20 0.25 0.00 0.00 0.47 0.20 0.25 0.00 0.00 0.47 0.00 0.00 0.50 0.00 -0.47 0.20 0.25 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.20 0.25 0.50 0.00 0.00 0.92 0.92 0.92 0.03 0.95 0.00 0.95 0.15 4.00 2.00 0.10 0.15 4.00 2.00 0.10 1.15 4.00 2.00 0.10 0.00 0.00 0.00 0.00 1.15 4.00 2.00 0.10 0.00 0.00 0.00 0.00 1.15 4.00 2.00 0.10 6.25 6.25 7.25 0.00 7.25 0.00 7.25 64.75 63.75 52.63 -9.38 43.25 1.00 44.25 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 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 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 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 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 6.00 6.00 0.00 6.00 1.00 7.00 0.00 2.00 3.00 0.00 3.00 0.00 0.00 0.00 3.00 0.00 0.00 0.00 3.00 0.00 2.00 3.00 3.00 0.00 3.00 0.00 3.00 9.00 9.00 9.00 0.00 9.00 1.00 10.00 1000 - 1520 Teen Program Recreation Coordinator Recreation Superintendent Recreation Supervisor Full Full Full 1000 - 1530 Community Center Administrative Assistant II - Classified Recreation Coordinator Recreation Superintendent Full Full Full Percent for the Arts Fund 1111 - 0120 Percent For The Arts Arts Coordinator Arts & Culture Coordinator Full Full Community Development Block Grant Fund 7110 - 7160 Comm Dev Block Grant Community Assistance Manager Full Housing & Development Grants Coordi Full Full Neighborhood Programs Coordinator Full Neighborhood & Revital. Manager Full Neighborhood Imp. Specialist Adult Day Program Fund 7180 - 7250 Adult Day Prg Grant Recreation Coordinator Recreation Specialist I Recreation Specialist II Recreation Superintendent Full Full Full Full Neighborhood & Human Services Totals: Office of Communications General Fund 1000 - 0040 Public Information Office Digital Media Manager Full Graphics Designer Full Full Marketing Communications Manager Full Marketing/Communications Analyst Full Multi-Media Marketing Specialist Office of Communications Director Full Full Web Content Administrator Administrative Assistant II - Classified Full Communications & Marketing Manager Full Full Management Assistant Public Information Director Full Full Public Information Officer Full Web Administrator Full Web Designer/Developer Webmaster Full 1000 - 0041 Peoria Channel 11 Digital Media Specialist Full Video Production & Operations Speciali Full Office of Communications Totals: 431 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.75 0.75 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 -1.00 1.75 0.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 1.00 2.00 1.00 0.00 0.00 0.00 3.00 9.50 12.50 0.00 12.50 1.00 1.00 0.75 0.34 0.00 1.00 1.00 0.75 0.34 0.00 1.00 1.00 1.00 0.34 0.00 0.00 0.00 1.00 -0.14 0.40 1.00 1.00 2.00 0.20 0.40 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.20 0.40 3.09 3.09 3.34 1.26 4.60 0.00 4.60 0.25 0.25 0.00 0.00 0.00 0.00 0.00 0.25 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.42 0.45 0.00 0.42 0.45 0.00 0.42 0.45 0.02 -0.02 -0.45 0.02 0.40 0.00 0.00 0.00 0.00 0.02 0.40 0.00 0.87 0.87 0.87 -0.45 0.42 0.00 0.42 0.00 0.10 0.10 0.00 0.10 0.10 0.00 0.10 0.10 0.02 0.05 -0.10 0.02 0.15 0.00 0.00 0.00 0.00 0.02 0.15 0.00 0.20 0.20 0.20 -0.03 0.17 0.00 0.17 1.20 0.33 0.00 0.75 1.70 0.33 0.00 0.75 1.70 0.33 0.00 0.75 -0.70 -0.03 1.00 -0.75 1.00 0.30 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.30 1.00 0.00 2.28 2.78 2.78 -0.48 2.30 0.00 2.30 0.00 0.80 0.33 0.25 0.00 1.30 0.33 0.25 0.00 1.30 0.33 0.25 0.11 -0.30 -0.20 -0.25 0.11 1.00 0.13 0.00 0.00 0.00 0.00 0.00 0.11 1.00 0.13 0.00 1.38 1.88 1.88 -0.64 1.24 0.00 1.24 Parks, Recreation and Community Facil General Fund 1000 - 1390 PRCF Administration Administrative Assistant II - Classified Full Administrative Assistant II - Classified Part Full Business Services Manager Business Systems Supervisor Full Full Customer Service Rep I - Classified Full Customer Services Rep I - Classified Full Customer Services Rep II Executive Assistant Full Full Lead Customer Services Rep Full Management Analyst Parks, Recreation and Community Facil Full Parks, Recreation and Community Fac Full 1000 - 1410 Swimming Pools Aquatics Maintenance Coordinator Aquatics Maintenance Worker I Recreation Coordinator Recreation Superintendent Recreation Supervisor Full Full Full Full Full 1000 - 1460 Outdoor Recreation Program Recreation Coordinator Full 1000 - 1470 Special Interest Classes - Youth Library & Cultural Svcs Manager Recreation Coordinator Recreation Supervisor Full Part Full 1000 - 1471 Special Interest Classes - Adult Library & Cultural Svcs Manager Recreation Coordinator Recreation Supervisor Full Part Full 1000 - 1480 Sports Programs - Youth Recreation Coordinator Recreation Superintendent Recreation Supervisor Recreation Programmer Full Full Full Full 1000 - 1481 Sports Programs - Adult Neighborhood & Comm Parks Manager Full Full Recreation Coordinator Full Recreation Superintendent Recreation Programmer Full 432 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 0.50 0.00 0.50 1.00 1.00 0.00 0.50 0.00 0.00 0.00 0.00 0.25 0.25 1.00 0.50 0.25 0.50 0.00 0.00 0.00 1.50 1.00 0.00 0.00 1.00 0.00 0.25 0.00 0.50 0.25 0.50 1.00 0.00 0.00 1.50 0.00 5.00 1.00 1.00 0.00 0.25 0.00 0.00 -0.13 -0.25 0.00 1.00 0.13 -0.50 0.00 -5.00 -1.00 -1.00 0.00 -0.25 0.00 0.50 0.12 0.25 1.00 1.00 0.13 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 0.50 0.12 0.25 1.00 1.00 0.13 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 5.00 11.00 -7.00 4.00 0.00 4.00 3.00 2.00 0.00 1.75 0.00 1.00 0.45 0.50 3.00 2.00 0.00 1.05 1.00 1.00 0.45 0.50 3.00 2.00 0.00 1.05 1.00 1.00 0.45 0.50 0.00 0.00 1.00 0.45 0.00 -0.50 0.15 -0.50 3.00 2.00 1.00 1.50 1.00 0.50 0.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 1.00 1.50 1.00 0.50 0.60 0.00 8.70 9.00 9.00 0.60 9.60 0.00 9.60 1.00 0.00 0.00 2.00 0.00 1.00 0.25 0.25 1.00 0.25 0.00 2.00 0.00 1.00 0.00 0.25 1.00 0.25 0.00 1.00 0.00 1.00 0.00 0.25 -0.50 -0.14 0.25 1.00 0.13 0.00 0.00 -0.25 0.50 0.11 0.25 2.00 0.13 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.11 0.25 2.00 0.13 1.00 0.00 0.00 4.50 4.50 3.50 0.49 3.99 0.00 3.99 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 0.11 0.00 0.00 0.00 0.00 0.13 0.00 0.11 0.00 0.00 0.00 0.00 0.13 1.00 0.00 1.00 2.00 1.00 1.00 0.00 1.00 0.11 1.00 2.00 1.00 1.00 0.13 0.00 0.00 0.00 0.24 0.24 6.00 6.24 3.00 1.50 2.00 0.00 1.35 1.35 2.00 0.00 1.00 3.00 1.00 1.00 1.00 5.00 1.25 1.00 1.00 1.50 1.50 2.00 0.00 1.00 3.00 0.00 0.00 0.00 4.00 2.25 1.00 1.00 1.50 1.50 2.00 0.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.52 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 4.00 2.25 1.00 0.48 1.50 1.50 2.00 0.50 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 0.00 4.00 2.25 1.00 0.48 1.50 1.50 2.00 0.50 1.00 3.00 0.00 0.00 0.00 18.20 17.25 17.25 -0.02 17.23 0.00 17.23 1000 - 1531 Rio Vista Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Parks & Sports Equip. Mechanic Full Full Parks & Sports Fac Crew Leader Full Parks & Sports Fac Worker III Full Recreation Superintendent Sports Facilities Maint Coor Full Full Management Analyst Full Park Ranger Full Park Ranger Supervisor Full Parks & Sports Fac Worker I Parks Manager Full Full Recreation Coordinator 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 Recreation Coordinator Full Full Full Part Full Full Full Part 1000 - 1533 Pioneer Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Parks & Sports Equip. Mechanic Full Full Parks & Sports Fac Crew Leader Full Recreation Superintendent Full Sports Facilities Maint Coor Parks Manager Full Full Recreation Coordinator 1000 - 1534 Paloma Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Full Parks & Sports Equip. Mechanic Full Parks & Sports Fac Worker I Parks Maintenance Coordinator Full Full Parks Superintendent Full Recreation Superintendent 1000 - 1540 Main Library Librarian Librarian Librarian II Library & Cultural Svcs Manager Library Assistant I Library Assistant II Library Assistant III Library Services Administrator Library Services Coordinator Library Specialist Library Assistant III Library Manager Library Technology Specialist Full Part Full Full Part Part Full Full Full Full Part Full Full 433 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 2.00 1.25 1.00 0.00 3.00 1.00 0.00 1.00 2.00 1.00 0.00 2.00 1.50 1.00 0.00 3.13 1.00 0.00 1.00 2.00 1.00 0.00 2.00 1.50 1.00 0.00 3.00 1.00 0.00 1.00 2.00 0.00 1.00 0.00 0.00 0.00 0.48 0.00 0.00 0.50 0.00 0.00 0.00 -1.00 2.00 1.50 1.00 0.48 3.00 1.00 0.50 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 0.00 2.00 1.50 1.00 0.48 3.00 1.00 0.50 1.00 2.00 0.00 0.00 12.25 12.63 12.50 -0.02 12.48 0.00 12.48 0.00 0.50 1.00 0.00 2.00 1.00 6.00 1.00 0.00 0.00 0.25 1.50 0.25 0.00 0.50 1.00 0.25 2.00 1.00 5.00 1.00 1.00 0.00 0.00 0.50 0.25 0.35 0.50 1.00 0.25 2.00 1.00 5.00 1.00 1.00 0.00 0.00 0.50 0.25 0.00 0.00 0.00 -0.14 0.00 1.00 -1.00 0.50 -0.50 0.11 0.00 -0.50 -0.25 0.35 0.50 1.00 0.11 2.00 2.00 4.00 1.50 0.50 0.11 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 0.35 0.50 1.00 0.11 2.00 2.00 4.00 1.50 0.50 0.11 0.00 0.00 0.00 13.50 12.50 12.85 -0.78 12.07 0.00 12.07 0.00 0.50 1.00 0.00 2.00 0.00 7.00 1.00 0.00 0.00 0.25 0.50 0.25 0.00 0.50 1.00 0.25 2.00 0.00 6.00 1.00 0.00 0.00 0.00 0.50 0.25 0.40 0.50 1.00 0.25 2.00 0.00 6.00 1.00 0.00 0.00 0.00 0.50 0.25 0.00 0.00 0.00 -0.14 0.00 1.00 -1.00 -0.50 0.50 0.11 0.00 -0.50 -0.25 0.40 0.50 1.00 0.11 2.00 1.00 5.00 0.50 0.50 0.11 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 0.40 0.50 1.00 0.11 2.00 1.00 5.00 0.50 0.50 0.11 0.00 0.00 0.00 12.50 11.50 11.90 -0.78 11.12 0.00 11.12 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.11 5.00 1.00 0.13 0.11 5.00 1.00 0.13 0.00 2.00 0.00 0.00 0.11 7.00 1.00 0.13 0.00 0.00 0.00 6.24 6.24 2.00 8.24 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.11 0.50 1.00 0.11 0.50 0.00 0.00 0.00 1.00 0.11 0.50 1.00 0.00 1.00 0.61 1.61 0.00 1.61 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 1.00 0.00 1.00 2.00 0.00 0.00 0.00 0.11 0.00 0.00 0.50 0.13 0.00 0.11 1.00 2.00 0.50 0.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.11 1.00 2.00 0.50 0.13 0.00 0.00 3.00 3.00 0.74 3.74 0.00 3.74 1000 - 1550 Branch Library Librarian Librarian Librarian II Library & Cultural Svcs Manager Library Assistant I Library Assistant III Library Services Administrator Library Services Coordinator Library Specialist Librarian III Library Systems Supervisor Full Part Full Full Part Full 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 Parks & Sports Fac Worker III Full Parks Maintenance Coordinator Full Full Parks Supervisor Full Recreation Superintendent Full Parks Manager Parks Superintendent Full Full Recreation Coordinator 1000 - 1570 Parks South Administrative Assistant II - Classified Part Graffiti Abatement Technician Full Full Irrigation Technician Neighborhood & Comm Parks Manager Full Parks & Sports Fac Worker I Full Full Parks & Sports Fac Worker II Full Parks & Sports Fac Worker III Parks Maintenance Coordinator Full Full Parks Supervisor Recreation Superintendent Full Full Parks Manager Full Parks Superintendent Full Recreation Coordinator 1000 - 1590 Park Rangers Neighborhood & Comm Parks Manager Full Full Park Ranger Park Ranger Supervisor Full Full Recreation Superintendent 1000 - 1600 Contracted Landscape Maintenance Landscape Coordinator Full Neighborhood & Comm Parks Manager Full Full Parks Superintendent 1000 - 1610 Trails Maintenance Neighborhood & Comm Parks Manager Full Full Parks & Sports Fac Worker I Full Parks & Sports Fac Worker III Parks Superintendent Full Full Recreation Superintendent Full Landscape Coordinator 434 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 1.00 1.00 0.00 0.00 1.00 0.50 0.50 3.00 0.00 0.00 1.00 1.00 2.00 1.00 0.50 0.00 1.00 1.00 0.00 3.00 1.00 1.00 1.00 0.00 0.00 1.00 0.50 0.50 3.00 1.00 0.00 1.00 1.00 2.00 1.00 0.50 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 0.00 1.00 1.00 0.50 0.50 3.00 1.00 0.00 1.00 1.00 2.00 1.00 0.50 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.50 0.00 0.00 0.00 1.00 0.00 0.00 -1.00 0.00 0.50 0.00 0.00 -1.00 0.00 -1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 0.50 3.00 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 18.50 18.50 18.50 0.00 18.50 0.00 18.50 102.22 102.95 112.57 9.48 122.05 8.00 130.05 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 0.00 2.00 1.00 0.00 1.00 3.00 0.00 2.00 1.00 0.00 1.00 3.00 0.00 3.00 1.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 3.00 7.00 7.00 9.00 1.00 10.00 0.00 10.00 10.00 10.00 12.00 1.00 13.00 0.00 13.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 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 -1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 13.00 12.00 12.00 -1.00 11.00 0.00 11.00 Sports Complex Fund 2000 - 2000 Complex Operations/Maint Administrative Assistant I - Classified Full Administrative Assistant II - Classified Full Community Facility Maintenance Super Full Deputy Director of Parks, Recreation a Full Facilities Technician II Full Full Irrigation Technician Full Parks & Sports Equip. Mechanic Full Parks & Sports Fac Worker II Full Parks & Sports Fac Worker III Recreation Manager Full Full Sales & Sponsorship Coordinator Sports Complex Operations Coordinato Full Full Sports Complex Superintendent Sports Complex Ticket Ops Coordinato Full Sports Facilities Maint Coor Full Full Sports Facilities Maint Coordinator Full Sports Facilities Superintendent Full Building Automation Technician Deputy Director of Community Services Full Parks & Sports Fac Crew Leader Full Full Sports Facilities Manager ks, Recreation and Community Facilities Totals: Planning and Community Development General Fund 1000 - 0600 Community Dev Administration Development Administration Coordinato Full Executive Assistant Full Full Planning & Comm Dev Director 1000 - 0610 Planning Development Plan Reviewer Planner Planning Manager Planning Specialist Principal Planner Sr Planner Full Full Full Full Full Full Planning and Community Development Totals: 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 Full Full Full Full Full Full Full Full Full Full 435 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 1.00 2.00 3.00 1.00 1.00 20.00 4.00 1.00 0.00 1.00 0.00 1.00 2.00 3.00 1.00 1.00 23.00 4.00 1.00 0.00 1.00 0.00 1.00 2.00 3.00 1.00 1.00 23.00 4.00 2.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 -1.00 1.00 0.00 -1.00 1.00 2.00 3.00 1.00 1.00 22.00 4.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 1.00 1.00 22.00 4.00 1.00 1.00 1.00 0.00 34.00 37.00 39.00 -2.00 37.00 0.00 37.00 1.00 0.00 0.00 0.00 0.00 1.00 3.00 62.00 6.00 7.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 3.00 54.00 6.00 11.00 0.00 0.00 0.00 0.00 1.00 4.00 1.00 1.00 2.00 1.00 3.00 57.00 6.00 14.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 2.00 1.00 1.00 2.00 1.00 -2.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 3.00 59.00 7.00 15.00 2.00 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 0.00 0.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 3.00 60.00 7.00 15.00 2.00 1.00 0.00 0.00 81.00 78.00 92.00 4.00 96.00 1.00 97.00 1.00 0.00 1.00 3.00 45.00 6.00 1.00 1.00 1.00 1.00 3.00 49.00 6.00 0.00 1.00 1.00 1.00 3.00 49.00 6.00 0.00 0.00 0.00 0.00 0.00 -3.00 -1.00 0.00 1.00 1.00 1.00 3.00 46.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 46.00 5.00 0.00 57.00 61.00 61.00 -4.00 57.00 0.00 57.00 1.00 1.00 23.00 6.00 1.00 1.00 1.00 28.00 6.00 1.00 1.00 1.00 28.00 6.00 1.00 0.00 0.00 2.00 1.00 0.00 1.00 1.00 30.00 7.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 30.00 7.00 1.00 32.00 37.00 37.00 3.00 40.00 0.00 40.00 3.00 1.00 7.00 1.00 3.00 3.00 1.00 7.00 1.00 0.00 3.00 1.00 8.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 8.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 8.00 1.00 0.00 15.00 12.00 13.00 0.00 13.00 0.00 13.00 0.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 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 5.00 7.00 7.00 0.00 7.00 0.00 7.00 1000 - 1010 Criminal Investigation Administrative Assistant II - Classified Civilian Investigator Crime Scene Technician Police Investigative Officer Police Lieutenant Police Officer Police Sergeant Police Services Officer Police Support Assistant Victim Assistance Coordinator Lead Police Services Officer Full Full Full Full Full Full Full Full Full Full Full 1000 - 1020 Patrol Services - South Administrative Assistant II - Classified Full Full Animal Control Officer Crime Analyst Full Full Lead Animal Control Officer Full Lead Police Services Officer Full Police Commander Police Lieutenant Full Full Police Officer Full Police Sergeant Full Police Services Officer Full Police Services Supervisor Public Education Specialist Full Crime Prevention Education Coordinato Full Full Police Analyst 1000 - 1021 Patrol Services - North Administrative Assistant II - Classified Crime Analyst Police Commander Police Lieutenant Police Officer Police Sergeant Police Analyst 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 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 Full Police Lieutenant Full Full Police Officer Full Police Sergeant Police Training and Recruitment Superv Full Administrative Assistant II Full 436 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 26.00 6.00 1.00 1.00 26.00 6.00 1.00 1.00 27.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 27.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 27.00 6.00 1.00 1.00 34.00 34.00 35.00 0.00 35.00 0.00 35.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 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 7.00 6.00 6.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 278.00 285.00 303.00 0.00 303.00 1.00 304.00 0.00 1.00 0.00 1.00 0.50 1.00 0.00 1.00 0.00 1.00 0.00 1.00 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 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 3.50 3.00 3.00 0.00 3.00 0.00 3.00 4.00 1.00 0.10 0.50 4.00 1.00 0.10 0.50 4.00 1.00 0.10 0.50 0.00 0.00 0.00 -0.50 4.00 1.00 0.10 0.00 0.00 0.00 0.00 0.00 4.00 1.00 0.10 0.00 5.60 5.60 5.60 -0.50 5.10 0.00 5.10 2.00 0.10 0.25 2.00 0.10 0.25 2.00 0.10 0.25 0.00 0.00 -0.25 2.00 0.10 0.00 0.00 0.00 0.00 2.00 0.10 0.00 2.35 2.35 2.35 -0.25 2.10 0.00 2.10 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 19.00 3.00 1.80 1.00 1.50 22.00 3.00 1.80 1.00 1.50 23.00 3.00 1.80 1.00 1.50 2.25 0.00 0.00 0.00 -1.50 25.25 3.00 1.80 1.00 0.00 1.75 0.00 0.00 0.00 0.00 27.00 3.00 1.80 1.00 0.00 26.30 29.30 30.30 0.75 31.05 1.75 32.80 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 Lead Equipment Operator Solid Waste Supervisor Equipment Operator Full Full Full Part 2590 - 2730 Commercial Roll-Off Equipment Operator Solid Waste Supervisor Equipment Operator Full Full Part 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 Lead Equipment Operator Solid Waste Supervisor Solid Waste Worker Equipment Operator Full Full Full Full Part 437 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 10.00 1.00 0.00 1.00 10.00 1.00 0.00 1.00 11.00 1.00 0.00 1.00 0.00 0.00 1.00 -1.00 11.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 11.00 1.00 1.00 0.00 12.00 12.00 13.00 0.00 13.00 0.00 13.00 1.00 0.00 2.00 1.00 2.00 0.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 0.00 1.00 0.00 1.00 3.00 0.00 3.00 3.00 3.00 0.00 3.00 1.00 4.00 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 1.00 1.00 1.00 8.00 1.00 1.00 1.00 1.00 0.00 0.00 -1.00 0.00 0.00 1.00 0.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 7.00 1.00 1.00 2.00 1.00 11.50 12.00 14.00 0.00 14.00 0.00 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 5.00 0.75 1.00 3.00 1.00 5.00 1.00 1.00 3.00 1.00 5.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 5.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 5.00 1.00 1.00 3.00 1.00 10.75 11.00 11.00 0.00 11.00 0.00 11.00 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 0.75 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 10.75 10.75 0.00 10.75 0.00 10.75 0.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 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 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 5.00 5.00 4.00 0.00 4.00 0.00 4.00 2600 - 2770 Residential Recycling Equipment Operator Lead Equipment Operator Public Works Superintendent Solid Waste Supervisor Full 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 Daytime Facility Services Custodian Custodian Facilities Maintenance Supervisor Facilities Technician I Lead Custodian Full Part Full Full Full 3250 - 3661 Nighttime Facilities Services Custodian Custodian Facilities Maintenance Supervisor Facilities Operations Tech Facilities Technician I Facilities Technician II Lead Custodian Part Full Full Full Full Full Full 3250 - 3690 Facilities Operating Projects City Security Systems Coordinator Construction Superintendent Public Works Project Coordinator City Security Coordinator Civil Engineer Full Full Full Full Full 438 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 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 0.00 3.00 1.00 1.00 0.80 0.00 3.00 1.00 1.00 0.80 0.00 3.00 0.00 0.00 0.00 1.00 -1.00 1.00 1.00 0.80 1.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.80 1.00 2.00 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 0.00 0.00 1.00 1.00 3.00 1.00 0.00 0.00 1.00 1.00 3.00 1.00 0.00 0.00 1.00 1.00 3.00 0.00 1.00 3.00 0.00 -1.00 -3.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 0.00 0.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 4.00 3.00 0.00 1.00 2.00 5.00 1.00 4.00 3.00 0.00 1.00 2.00 5.00 1.00 4.00 3.00 1.00 1.00 2.00 5.00 0.00 0.00 -1.00 0.00 0.00 1.00 0.00 0.00 4.00 2.00 1.00 1.00 3.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 2.00 1.00 1.00 3.00 5.00 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 1.00 0.00 4.00 1.00 4.00 4.00 4.00 0.00 4.00 1.00 5.00 2.00 0.00 1.50 2.00 1.00 1.00 2.00 0.00 1.50 2.00 1.00 1.00 2.00 1.00 1.50 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.50 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.50 3.00 1.00 1.00 7.50 7.50 9.50 0.00 9.50 0.00 9.50 157.50 160.50 165.50 0.00 165.50 3.75 169.25 3250 - 3700 Technical Operations Facilities Operations Tech Full Facilities Technical Operations Supervi Full Facilities Technician II Full Lead Facilities Systems Operations Tec Full Streets Fund 7000 - 7000 Streets Admin Administrative Assistant II - Classified Management Assistant Public Works Operations Manager Public Works Superintendent Street Maintenance Supervisor 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 Assistant Traffic Signal Technician Specialist Transportation Technician I Traffic Signal Technician I Traffic Signal Technician III Full Full 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 Transportation Technician II Full Full Full Full Full Full Full 7000 - 7040 Sweeper Operations Equipment Operator Lead Equipment Operator Full Full Transit Fund 7150 - 7200 Transit Division Transit Dispatcher Transit Manager Transit Operator I Transit Operator I Transit Operator II Transit Supervisor Full Full Part Full Full Full Public Works Totals: 439 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -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 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 5.00 5.00 6.00 -2.00 4.00 0.00 4.00 1.00 1.00 0.00 3.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 4.00 1.00 0.00 0.00 0.00 -1.00 0.00 0.00 -1.00 -1.00 -4.00 -1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.00 8.00 10.00 -8.00 2.00 0.00 2.00 1.00 2.00 5.60 1.00 1.00 2.00 5.60 1.00 1.00 2.00 5.60 1.00 0.00 0.00 0.00 0.00 1.00 2.00 5.60 1.00 0.00 0.00 0.00 0.00 1.00 2.00 5.60 1.00 9.60 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 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 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 1.00 0.00 1.00 1.00 0.55 1.00 1.00 4.00 5.00 12.55 12.55 12.55 0.00 12.55 1.00 13.55 2.00 2.00 3.00 0.00 3.00 0.00 3.00 2.00 2.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 2.00 2.00 0.00 2.00 Water Services Water Utility Fund 2050 - 2050 Utilities-Water/Ww Admin Business Systems Analyst Deputy Director of Utilities Sr Management Analyst Utilities Director Administrative Assistant II - Classified Dep Director PW - Utilities Dept Training & Compliance Spc Economic Efficiency & Sustainability M Planning & Operations Mgr. Full Full Full Full Full Full Full Full Full 2050 - 2055 Utilities Operations Admin Administrative Assistant II - Classified Full Full Utilities Operations Manager Full Civil Engineer Instrument Control Tech II Full Lead Instrument Control Tech Full Lead SCADA Instrumentation Control S Full Full Management Assistant Full SCADA Instrument Control Spclst Full SCADA Supervisor 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 Full Full Full Full 2050 - 2061 Quintero Treatment Plant Utility Plant Operator II Full 2050 - 2070 Production Svcs Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Operator I Utility System Operator II Full Full Full Full Full 2050 - 2080 Distribution Services Administrative Assistant II - Classified Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Op Apprentice Utility System Operator I Utility System Operator II Full Full Full Full Full Full Full 2050 - 2090 Blue Staking Utility Locator II Full 2050 - 2105 Sustainability & Conservation Economic Efficiency & Sustainability M Full Environmental Conservation Ast Full 440 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 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 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 0.00 0.00 0.00 11.00 11.00 1.00 12.00 1.00 0.00 0.50 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.50 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.50 1.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 -1.00 0.00 0.00 -1.00 -1.00 1.00 1.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 0.00 0.00 0.00 0.00 0.00 5.50 5.50 4.50 -2.00 2.50 0.00 2.50 0.00 1.00 0.00 1.00 0.00 0.25 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 0.00 0.25 1.00 0.00 1.00 0.00 1.00 1.00 2.00 1.00 0.00 0.25 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 -1.00 0.00 -1.00 0.00 1.00 1.00 2.00 1.00 1.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 0.25 0.00 0.00 0.00 0.00 7.25 7.25 7.25 -1.00 6.25 0.00 6.25 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 2.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 2.00 1.00 4.00 4.00 4.00 0.00 4.00 1.00 5.00 1.00 0.25 1.00 2.00 5.00 1.00 1.00 0.25 1.00 2.00 6.00 0.00 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 3.00 0.00 0.25 1.00 1.00 0.00 1.00 0.00 0.00 -1.00 3.00 1.00 0.25 1.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 0.25 1.00 0.00 5.25 5.25 5.25 0.00 5.25 0.00 5.25 1.00 0.00 2.00 1.00 0.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 0.00 1.00 1.00 2.00 3.00 3.00 4.00 0.00 4.00 0.00 4.00 2050 - 2115 Planning & Operations Civil Engineer Full Lead SCADA Instrumentation Control S Full Full Management Analyst Full Management Assistant Full Planning & Operations Mgr. Full SCADA Instrument Control Spclst SCADA Supervisor Full Full Utility Mechanic II Full Water Policy Administrator 2050 - 2120 Environmental Administration Administrative Assistant II - Classified Business Systems Analyst Environmental Resources Manager Environmental Conservation Ast Environmental Resources Supv Environmental Technician I Management Analyst Water Policy Administrator Full Full Full Full Full Full Full Full 2050 - 2135 Drinking Water Environmental Cross Connection Inspector Full Full Cross Connection Specialist Environmental Chemist Full Full Environmental Compliance Inspector Environmental Compliance Supervisor Full Full Environmental Resources Manager Full Business Systems Analyst Cross Connection Assistant Full Environmental Quality Compliance Coo Full Full Laboratory Technician Wastewater Utility Fund 2400 - 2470 Beardsley Water Reclamation Facility Lead Utility Plant Operator Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Full Full Full Full 2400 - 2480 Wastewater Collection/Prevention Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Operator I Utility System Operator II Utility System Op Apprentice Full Full Full Full Full Full 2400 - 2490 Wastewater Environmental Environmental Compliance Inspector Full Environmental Compliance Supervisor Full Full Environmental Resources Manager Lead Environmental Compliance Inspec Full Environmental Quality Compliance Coo Full 2400 - 2495 Jomax Water Reclamation Facility Lead Utility Plant Operator Utility Plant Operator I Utility Plant Operator II Full Full Full 441 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2017 Budget FY 2018 Budget FY 2019 Base Change Revised FY 2019 Change in Position Budget FY 2020 1.00 2.00 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 10.00 10.00 10.00 0.00 10.00 0.00 10.00 Water Services Totals: 91.00 91.00 95.00 0.00 95.00 3.00 98.00 City Totals: 1,191.87 1,203.60 1,249.35 0.60 1,249.95 28.00 1,277.95 Full Part 1,170.50 21.37 1,182.50 21.10 1,226.50 22.85 3.25 -2.65 1,229.75 20.20 28.00 0.00 1,257.75 20.20 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. 442 Schedule 8 - Debt Service ORIGINAL ISSUE OUTSTANDING 7/1/2019 PRINCIPAL INTEREST ISSUANCE COSTS CONTRACT PAYMENTS TOTAL REQUIREMENTS $18,365,000 $29,170,000 $14,715,000 $13,690,000 $30,325,000 $66,425,000 $895,000 $8,955,000 $11,075,000 $5,900,000 $27,325,000 $61,610,000 $895,000 $1,200,000 $665,000 $1,420,000 $1,220,000 $6,050,000 $17,900 $375,076 $351,137 $134,050 $890,382 $2,467,494 $0 $0 $0 $0 $0 $0 $400 $400 $400 $400 $400 $500 $913,300 $1,575,476 $1,016,537 $1,554,450 $2,110,782 $8,517,994 $172,690,000 $115,760,000 $11,450,000 $4,236,039 $0 $2,500 $15,688,539 $39,437,073 $39,437,073 $3,137,523 $900,000 $230,000 $3,000 $4,270,523 $212,127,073 $155,197,073 $14,587,523 $5,136,039 $230,000 $5,500 $19,959,062 MUNICIPAL DEVELOPMENT AUTHORITY Existing Debt: MDA Series 2011 GRIC Water Rights MDA Series 2012 $7,920,000 $35,510,000 $4,750,000 $27,320,000 $520,000 $1,560,000 $179,825 $922,426 $0 $0 $2,750 $2,750 $702,575 $2,485,176 Sub-Total Existing MDA Debt $43,430,000 $32,070,000 $2,080,000 $1,102,251 $0 $5,500 $3,187,751 $25,000,000 $25,000,000 $0 $565,875 $150,000 $2,500 $718,375 $68,430,000 $57,070,000 $2,080,000 $1,668,126 $150,000 $8,000 $3,906,126 $3,220,000 $25,755,000 $5,199,304 $2,945,000 $22,740,000 $5,199,304 $395,000 $3,065,000 $171,060 $55,225 $447,978 $212,928 $0 $0 $0 $2,750 $2,750 $1,000 $452,975 $3,515,728 $384,988 $34,174,304 $30,884,304 $3,631,060 $716,131 $0 $6,500 $4,353,691 WATER & SEWER REVENUE BONDS Existing Debt: 2000 Water & Sewer Bonds (WIFA)-Phase III $1,964,789 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 1 $27,183,342 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 2 $42,741,541 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 $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 $49,013,733 Sub-total Existing Water & Sewer Revenue Debt $200,159,625 $522,738 $13,911,774 $23,520,626 $5,198,103 $432,388 $4,750,917 $2,119,762 $2,681,611 $460,819 $12,298,565 $2,710,000 $5,195,000 $45,104,414 $118,906,717 $123,210 $1,560,918 $2,287,447 $443,503 $38,034 $390,421 $197,727 $219,813 $35,702 $594,549 $1,315,000 $2,155,000 $2,072,020 $11,433,344 $18,169 $402,343 $737,543 $173,177 $14,371 $91,114 $40,418 $84,146 $14,308 $287,671 $82,100 $164,700 $1,216,079 $3,326,139 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $277 $276 $0 $0 $98 $0 $0 $0 $0 $0 $0 $0 $0 $651 $141,656 $1,963,537 $3,024,990 $616,680 $52,503 $481,535 $238,145 $303,959 $50,010 $882,220 $1,397,100 $2,319,700 $3,288,099 $14,760,134 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Water & Sewer Revenue Bonds $200,159,625 $118,906,717 $11,433,344 $3,326,139 $0 $651 $14,760,134 GRAND TOTALS $514,891,002 $362,058,094 $31,731,927 $10,846,435 $380,000 $20,651 $42,979,013 GENERAL OBLIGATION BONDS Existing Debt: GO Series 2007B Refunding 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 Direct Purchase Debt Proposed Debt: Proposed Water Revenue Bonds Proposed Wastewater Revenue Bonds 443 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2020 Comment Adult Day Program Grant Fund Neighborhood & Human Services Adult Day Prg Grant 542502 $38,820 FY20 Supp: Vehicle Replacement - Trucks and Vans Total - Neighborhood & Human Services $38,820 Total - Adult Day Program Grant Fund $38,820 Fleet Reserve Fund Public Works Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542501 542501 542501 542501 542501 542501 542501 542501 542501 $60,000 $64,000 $48,952 $60,000 $33,500 $33,500 $96,000 $26,060 $369,000 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 Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542501 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542504 542504 542504 542505 $33,500 $60,000 $60,000 $60,000 $60,000 $60,000 $620,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $866,000 $60,000 $28,500 $60,000 $36,000 $34,000 $55,000 $60,000 $650,000 $32,000 $593,200 $32,000 $350,000 Fleet Reserve Fleet Reserve 542505 542505 Fleet Reserve 542505 $167,400 $180,000 FY20 Supp: Ambulance Service Phase III (One Ambulance) - Other Vehicles - Ambulance (1) $76,000 Carryover Veh# 1439 Mower Repl 444 Replaces Veh #1717 Chevrolet Caprice FY20 Supp: Street Crimes Unit Vehicles (2) - Automobiles (2) FY20 Supp: Police Officer - Automobile w/veh radio & upfit cost Replaces Veh #1718 Chevrolet Caprice Replaces Veh #1402 Dodge Charger Replaces Veh #1294 Ford Five Hundred Estimated carryover for vehicles not purchased in prior year. FY20 Supp: Patrol Vehicles (6) - Automobiles w/ veh radio and upfit costs (6) Replaces Veh #1553 Chevrolet Colorado Replaces Veh #1851 Chevrolet Tahoe Replaces Veh #1845 Chevrolet Tahoe Replaces Veh #1781 Chevrolet Tahoe Replaces Veh #1715 Chevrolet Tahoe Replaces Veh #1847 Chevrolet Tahoe Carryover Veh# 1464 Amer LaFrance Eagle Pump Repl Replaces Veh #1774 Chevrolet Tahoe FY20 Supp: Replacement K9 With Vehicle - Trucks and Vans Replaces Veh #1782 Chevrolet Tahoe Replaces Veh #1850 Chevrolet Tahoe Replaces Veh #1828 Ford Expedition XLT Replaces Veh #1848 Chevrolet Tahoe Replaces Veh #1773 Chevrolet Tahoe FY20 Supp: The Meadows Neighborhood Park - Trucks and Vans Replaces Veh #1780 Chevrolet Tahoe Replaces Veh #984 Ford F250 FY20 Supp: Building Inspector I (Contract) - Trucks and Vans Replaces Veh #1375 Ford F450 Replaces Veh #1708 Chevrolet Tahoe Replaces Veh #1671 Spartan GA41G-2142 Replaces Veh #1650 BMW R12RTP Replaces Veh #1649 BMW R12RTP FY20 Supp: Fire-Rescue Boat - Other Vehicles - Fire-Rescue Boat and Trailer Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2020 Total - Public Works $5,384,612 Total - Fleet Reserve Fund $5,384,612 Comment General Fund Finance Utilities Meter Services 543008 Total - Finance Utilities Fire-Medical Ambulance Operations 542005 Total - Fire-Medical Police Pd Communications 542002 $368,114 Meters for regular replacement program. $368,114 $30,000 FY20 Supp: Ambulance Service Phase III (One Ambulance) Medical Equipment - Cots with Load Plates/Warr. $30,000 $334,102 FY20 Supp: Communications Console Refresh - Office Equipment Total - Police $334,102 Total - General Fund $732,216 541003 $5,175 Total - Non-Departmental $5,175 Total - GO Bonds 2019 Fund $5,175 GO Bonds 2019 Fund Non-Departmental Proposed GO Bonds Highway User Fund Development and Engineering Traffic Engineering 542006 $85,000 Total - Development and Engineering $85,000 Total - Highway User Fund $85,000 IT Reserve Fund Information Technology Res For System Comp Eqt 542008 Res For System Comp Eqt Res For System Comp Eqt Res For System Comp Eqt Res For Personal Comp Eqt 542008 542008 542008 542008 Res For Personal Comp Eqt Res For Personal Comp Eqt 543007 543007 Res For Personal Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt 543007 543007 543007 $44,000 FY20 Supp: Library Firewall Replacement - Library Firewall Replacement $200,000 FY20 Server Replacements $30,000 FY20 Water Services Server Replacements $300,000 FY20 PD Server Replacements $2,100 FY20 Supp: Dist. Operator I & Valve Replacement Increase Vehicle Docking Station $350 FY20 Supp: Building Inspector I (Contract) - Data Drop $2,800 FY20 Supp: Medical Supply Dispensing Machines at 8 machines Data Drop x8 $350 FY20 Supp: Mechanic II - Data Drop $350 FY20 Supp: Administrative Assistant (Contract) - Data Drop $350 FY20 Supp: New Pickup for Signals - Data Drop 445 Schedule 9 - Summary of Operating Capital Fund/Division Account Res For Personal Comp Eqt 543007 FY 2020 Comment $325 FY20 Supp: Dist. Operator I & Valve Replacement Increase Toughbook Data Drop Total - Information Technology $580,625 Total - IT Reserve Fund $580,625 Percent for the Arts Fund Neighborhood & Human Services Percent For The Arts 541003 $200,333 FY20 Carryover: Public Art Carry Over-Imp Other Than Land/Buildings Total - Neighborhood & Human Services $200,333 Total - Percent for the Arts Fund $200,333 Public Transit Fund Public Works Transit Division 542505 $166,000 FY20 Supp: Transit Replacement Buses - Dial-A-Ride Bus Replacements Total - Public Works $166,000 Total - Public Transit Fund $166,000 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 542501 542502 542502 542502 542502 $15,000 $360,000 $335,000 $360,000 $33,500 Total - Public Works $1,103,500 Total - Solid Waste Equipment Reserve Fund $1,103,500 Estimated carryover for vehicles not purchased in prior year. Replaces Veh #1862 Peterbilt 320 Replaces Veh #1791 Peterbilt 320 Replaces Veh #1814 Peterbilt 320 Replaces Veh #1521 Ford Ranger Solid Waste Expansion Fund Public Works Solid Waste Expansion Solid Waste Expansion 542502 542502 $33,500 FY20 Supp: Solid Waste Inspectors - Trucks and Vans $700,000 FY20 Supp: Equipment Operator and Automated Side Loaders Automated Side Load (ASL) Vehicle (2) Total - Public Works $733,500 Total - Solid Waste Expansion Fund $733,500 Sports Complex Fund Parks, Recreation and Community Facilities Complex Operations/Maint 542505 $3,950 Total - Parks, Recreation and Community Facilities $3,950 446 Schedule 9 - Summary of Operating Capital Fund/Division Account Total - Sports Complex Fund FY 2020 Comment $3,950 Sports Complex Eqt Reserve Fund Parks, Recreation and Community Facilities Complex Eqt Reserve 542505 Complex Eqt Reserve 542505 $14,000 Carryover Veh# 1636 Repl $14,000 Carryover Veh# 1637 Repl Total - Parks, Recreation and Community Facilities $28,000 Total - Sports Complex Eqt Reserve Fund $28,000 Sports Complex Improvement Reserve Fund Parks, Recreation and Community Facilities Sports Complex Improvement Reserve 540500 $100,000 FY20 Supp: Facility Surcharge Expenditure Authority (2002) Furniture Total - Parks, Recreation and Community Facilities $100,000 Total - Sports Complex Improvement Reserve Fund $100,000 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 Streets/Transit Equipment Reserve 542501 542502 542502 542502 542502 542502 542502 $15,000 $145,000 $34,500 $300,000 $300,000 $35,000 $35,000 Total - Public Works $864,500 Total - Streets/Transit Equipment Reserve Fund $864,500 Estimated carryover for vehicles not purchased in prior year. Replaces Veh #1263 Ford F550 FY20 Supp: New Pool Vehicle - Trucks and Vans Carryover Veh# 1678 UD UD3300 Repl Carryover Veh# 1655 UD UD3300 Repl FY20 Supp: New Pickup for Signals - Trucks and Vans FY20 Supp: Public Works Inspector Vehicle - Trucks and Vans Wastewater Equipment Reserve Fund Water Services Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve 542501 542502 542502 542502 542505 $15,000 $33,500 $120,000 $36,000 $15,000 Total - Water Services $219,500 Total - Wastewater Equipment Reserve Fund $219,500 Estimated carryover for vehicles not purchased in prior year. Replaces Veh #1436 Ford F150 Super CRW Replaces Veh #1287 Ford F650 Replaces Veh #1122 Ford F250 Replaces Veh #1508 Club Car Carryall 272 Water Fund Water Services Planning & Operations 542008 Total - Water Services $2,100 FY20 Supp: Mechanic II - Computer Hardware $2,100 447 Schedule 9 - Summary of Operating Capital Fund/Division Account Total - Water Fund FY 2020 Comment $2,100 Water Equipment Reserve Fund Water Services Water Services-Operations Admin 542502 Water Services-Operations Admin Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve 542502 542502 542502 542505 $70,000 FY20 Supp: Dist. Operator I & Valve Replacement Increase - Valve Exercising Truck $40,000 FY20 Supp: Mechanic II - Trucks and Vans $143,000 $120,000 Replaces Veh #1285 Ford F650 $15,000 Replaces Veh #1432 Club Car Carryall 252 Total - Water Services $388,000 Total - Water Equipment Reserve Fund $388,000 Total - Operating Capital $10,635,831 448 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Drainage 91st Av & Hatfield Rd Drainage Facilities EN00631SY Proposed GO Bonds 4254-4254-520099 CIPDR Project Total $100,000 $100,000 Neighborhood Drainage Program EN00458CO EN00458CO GO Bonds 2019 Proposed GO Bonds 4253-4253-543004 4254-4254-543004 CIPDR CIPDR Project Total $150,000 $346,535 $496,535 Olive Av & 99th Av - Storm Drain Outfall Repair EN00680DS Proposed GO Bonds 4254-4254-543004 CIPDR Project Total $120,000 $120,000 Pinnacle Peak Drainage; 87th Ave to 91st Ave EN00455CO GO Bonds 2019 4253-4253-543004 CIPDR Project Total $160,000 $160,000 Section 12 Neighborhood Drainage Improvements EN00119OT EN00119LA EN00119CO WIFA 2019 Loan (Pinnacle Pk) WIFA 2019 Loan (Pinnacle Pk) WIFA 2019 Loan (Pinnacle Pk) 2272-2298-520099 2272-2298-540000 2272-2298-543004 CIPDR CIPDR CIPDR Project Total $600,000 $2,000 $5,085,583 $5,687,583 Skunk Creek Spillways EN00628CO Proposed GO Bonds 4254-4254-543004 CIPDR Project Total $250,000 $250,000 Union Hills Channel EN00137CO Proposed GO Bonds 4254-4254-543004 CIPDR Project Total Total - Drainage $500,000 $500,000 $7,314,118 Project Type - Operational Facilities Asphalt Repair and Replacement-MOC PW01199OT GO Bonds 2019 4253-4253-541003 CIPOF Project Total $1,000,000 $1,000,000 Building Equipment Renovation and Replacement PW00050SY PW00050OT PW00050EQ PW00050OT PW00050EQ Municipal Office Complex Rsv Municipal Office Complex Rsv Municipal Office Complex Rsv Municipal Office Complex Rsv Municipal Office Complex Rsv 1970-1970-520099 1970-1970-520099 1970-1970-541003 1970-1970-541003 1970-1970-542006 CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $125,000 $135,481 $40,000 $693,005 $84,094 $1,077,580 Building Fixture and Finish Renovation PW00060CO PW00060CO Municipal Office Complex Rsv Municipal Office Complex Rsv 1970-1970-540500 1970-1970-541002 CIPOF CIPOF Project Total 449 $51,164 $640,746 $691,910 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Operational Facilities Community Assistance Resource Center CD00008CO General 1000-0310-540500 CIPOF Project Total $100,000 $100,000 Community Works Program COP0001CO COP0001CO General Highway User 1000-0310-543005 7000-7050-543001 CIPOF CIPOF Project Total $100,000 $500,000 $600,000 Council Chambers Building Repair Program PW00510CO PW00510EQ Municipal Office Complex Rsv Other Capital 1970-1970-540500 4550-4550-542001 CIPOF CIPOF Project Total $80,000 $38,422 $118,422 Data Backup System IT00007EQ IT Reserve 3400-3800-541003 CIPOF Project Total $260,000 $260,000 Energy Efficiency Projects PW00507OT PW00507OT PW00507OT General General Municipal Office Complex Rsv 1000-0300-520099 1000-0300-524004 1970-1970-524002 CIPOF CIPOF CIPOF Project Total $23,261 $939 $117,309 $141,509 Fleet Shop Repair PW00306CO PW00306CO PW00306CO General Residential Solid Waste Highway User 1000-0310-540500 2600-2760-540500 7000-7050-540500 CIPOF CIPOF CIPOF Project Total $61,302 $100,000 $100,000 $261,302 LED Lighting Retrofit PW00514EQ Municipal Office Complex Rsv 1970-1970-542006 CIPOF Project Total $472,442 $472,442 MOC Site Lighting Improvements PW00402OT Other Capital 4550-4550-541003 CIPOF Project Total $380,000 $380,000 Neighborhood and Human Services ADA Compliance NH00006OT General 1000-0310-541003 CIPOF Project Total $75,000 $75,000 Network Infrastructure Replacement - Beardsley WRF IT00011EQ IT Reserve 3400-3800-541003 CIPOF Project Total $94,000 $94,000 Network Infrastructure Replacement - Butler WRF IT00013EQ IT Reserve 3400-3800-541003 CIPOF Project Total $94,000 $94,000 Network Infrastructure Replacement - Fire Stations IT00009EQ IT Reserve 3400-3800-541003 CIPOF Project Total 450 $165,700 $165,700 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Operational Facilities Network Infrastructure Replacement - Greenway WTF IT00010EQ IT Reserve 3400-3800-541003 CIPOF Project Total $94,000 $94,000 Network Infrastructure Replacement - Jomax WTF IT00012EQ IT Reserve 3400-3800-541003 CIPOF Project Total $70,000 $70,000 Network Infrastructure Replacement - MOC IT00014EQ IT Reserve 3400-3800-541003 CIPOF Project Total $116,000 $116,000 Network Infrastructure Replacement - Pioneer Park IT00031EQ IT Reserve 3400-3800-541003 CIPOF Project Total $20,000 $20,000 Network Infrastructure Replacement - Quintero WTF IT00017EQ IT Reserve 3400-3800-541003 CIPOF Project Total $64,000 $64,000 Network Infrastructure Replacement - WiFi IT00036EQ IT Reserve 3400-3800-541003 CIPOF Project Total $150,000 $150,000 Network Infrastructure Replacement-Sunrise Library IT00025EQ IT Reserve 3400-3800-541003 CIPOF Project Total $50,000 $50,000 Peoria Auto District EN00556OT Half Cent Sales Tax 1210-0350-520099 CIPOF Project Total $204,064 $204,064 Peoria Center for Performing Arts Chiller PW00080OT PW00080OT PW00080EQ PW00080OT General General Percent for the Arts Percent for the Arts 1000-0310-520099 1000-0310-524002 1111-0120-541003 1111-0120-541003 CIPOF CIPOF CIPOF CIPOF Project Total $9,115 $524 $63,569 $475,000 $548,208 Peoria Center for Performing Arts Storage Building NH00002CO NH00002DS Percent for the Arts Percent for the Arts 1111-0120-541002 1111-0120-541002 CIPOF CIPOF Project Total $217,696 $53,225 $270,921 Peoria Center for the Performing Arts - ADA Study NH00004SY Percent for the Arts 1111-0120-520099 CIPOF Project Total $70,000 $70,000 Public Safety Building Needs PW00090CO PW00090EQ Municipal Office Complex Rsv Municipal Office Complex Rsv 1970-1970-541002 1970-1970-541003 CIPOF CIPOF Project Total 451 $105,000 $200,000 $305,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Operational Facilities Radio Subscriber Replacements IT00018EQ IT Reserve 3400-3800-541003 CIPOF Project Total $549,535 $549,535 Renovate Main Library PW00509OT PW00509CO PW00509OT PW00509CO PW00509DS GO Bonds 2019 GO Bonds 2019 GO Bonds 2019 Proposed GO Bonds Proposed GO Bonds 4253-4253-520099 4253-4253-540500 4253-4253-541003 4254-4254-540500 4254-4254-540500 CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $22,864 $200,000 $150,841 $1,200,990 $200,000 $1,774,695 Roof Replacement PW00150CO Proposed GO Bonds 4254-4254-541002 CIPOF Project Total $350,000 $350,000 Vistancia Radio Site IT00034EQ IT00034EQ GO Bonds 2019 General Government Dev 4253-4253-541003 7940-7940-541003 CIPOF CIPOF Project Total Total - Operational Facilities 452 $640,000 $1,360,000 $2,000,000 $12,168,288 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Other Arts Distribution FY2020 AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT General Percent for the Arts Half Cent Sales Tax Municipal Office Complex Rsv Water Water Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd WIFA Loan 2015(New River Util) WIFA Loan 2017 (Pyramid Peak) WIFA 2019 Loan (Pinnacle Pk) Wastewater Wastewater Impact Fees - Post 1-1-2012 Residential Solid Waste Non-Bond Capital Prj 1000-0310-525515 1111-0120-525515 1210-0350-525515 1970-1970-525515 2050-2140-525515 2161-2221-525515 2162-2222-525515 2163-2223-525515 2164-2224-525515 2270-2350-525515 2271-2297-525515 2272-2298-525515 2400-2550-525515 2509-2629-525515 2600-2760-525515 4150-4150-525515 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT $15,290 $2,709 $10,000 $7,969 $255,116 $6,743 $37,957 $10,300 $116,981 $26,012 $16,789 $50,856 $159,996 $7,700 $1,000 $3,653 AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT AT02020AT Non-Bond Capital Projects GO Bonds 2019 Proposed GO Bonds Other Capital Highway User Streets Dev Zone 1 Streets Dev Zone 2 - Post 8-1-2014 Instersection Impact Fees - Zone 2 - Post 1-1-2012 Transportation Sales Tax Neighborhood Park Dev Zone 2 - Post 1-1-2012 Citywide Park/Rec Facility Dev Open Space Dev River Corridors & Trails Dev Fire & Emergency Svc Dev Parks Zone 2-Post 8/1/14 Parks Zone 3-Post 8/1/14 4253-4253-525515 4254-4254-525515 4550-4550-525515 7000-7050-525515 7001-7051-525515 7003-7053-525515 7009-7059-525515 7010-7075-525515 7907-7907-525515 7910-7910-525515 7915-7915-525515 7920-7920-525515 7935-7935-525515 7942-7942-525515 7943-7943-525515 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT $235,565 $69,579 $113,121 $100,441 $7,187 $62,523 $6,701 $200,557 $329 $13,789 $1,040 $2,955 $800 $2,500 $28,400 $1,574,558 Project Total 453 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Other Chargeback Distribution FY2020 CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB General Percent for the Arts Half Cent Sales Tax Water Water Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd WIFA Loan 2017 (Pyramid Peak) WIFA 2019 Loan (Pinnacle Pk) Wastewater Wastewater Impact Fees - Post 1-1-2012 Residential Solid Waste Non-Bond Capital Prj 1000-0310-544001 1111-0120-544001 1210-0350-544001 2050-2140-544001 2161-2221-544001 2162-2222-544001 2163-2223-544001 2164-2224-544001 2271-2297-544001 2272-2298-544001 2400-2550-544001 2509-2629-544001 2600-2760-544001 4150-4150-544001 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT $61,028 $26,370 $9,773 $243,064 $6,591 $28,568 $13,207 $88,211 $30,606 $61,692 $69,365 $7,526 $977 $75,191 CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB CB02020CB Non-Bond Capital Projects GO Bonds 2019 Proposed GO Bonds Other Capital Highway User Streets Dev Zone 1 Streets Dev Zone 2 - Post 8-1-2014 Instersection Impact Fees - Zone 2 - Post 1-1-2012 Transportation Sales Tax Neighborhood Park Dev Zone 2 - Post 1-1-2012 Citywide Park/Rec Facility Dev River Corridors & Trails Dev Fire & Emergency Svc Dev Parks Zone 2-Post 8/1/14 Parks Zone 3-Post 8/1/14 4253-4253-544001 4254-4254-544001 4550-4550-544001 7000-7050-544001 7001-7051-544001 7003-7053-544001 7009-7059-544001 7010-7075-544001 7907-7907-544001 7910-7910-544001 7920-7920-544001 7935-7935-544001 7942-7942-544001 7943-7943-544001 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT $86,145 $197,544 $60,563 $20,914 $2,219 $284,242 $6,549 $294,241 $102 $4,258 $6,513 $15,000 $772 $8,769 $1,710,000 Project Total 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 GE Avionics (Aviage Systems) ED00015OT Economic Development 1900-1900-522070 CIPOT Project Total $673,000 $673,000 Huntington University ED00018OT Economic Development 1900-1900-522099 CIPOT Project Total 454 $425,000 $425,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Other 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 $131,033 $131,033 NOVO Development ED00027OT Half Cent Sales Tax 1210-0350-524002 CIPOT Project Total $425,000 $425,000 Old Town Parcel Assembly & Tenant Improvements ED00024OT Half Cent Sales Tax 1210-0350-541003 CIPOT Project Total $300,000 $300,000 Old Town Streetscape EN00646OT General 1000-0310-522099 CIPOT Project Total $500,000 $500,000 Pedestrian and Shade Initiative EN00645CO EN00645OT General General 1000-0310-541003 1000-0310-541003 CIPOT CIPOT Project Total $400,000 $50,000 $450,000 Peoria Forward Plan - ASU ED00028OT Economic Development 1900-1900-522099 CIPOT Project Total $607,851 $607,851 Placemaking Initiative EN00021OT General 1000-0310-522099 CIPOT Project Total Total - Other $955,000 $955,000 $9,532,532 Project Type - Parks 99th Ave and Olive Trailhead CS00088OT Capital Projects-Outside Srces 4810-4810-520099 CIPRT Project Total $82,500 $82,500 Ball Field Lighting CS00195CO CS00195CO GO Bonds 2019 Proposed GO Bonds 4253-4253-543005 4254-4254-543005 CIPPK CIPPK Project Total $300,000 $40,150 $340,150 Centennial Plaza Decades Walk Expansion 10-20 Yrs CS00229DS CS00229CO General General 1000-0310-543005 1000-0310-543005 CIPPK CIPPK Project Total 455 $37,814 $130,483 $168,297 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Parks Community Services Master Plan CS00067SY Other Capital 4550-4550-520099 CIPPK Project Total $150,000 $150,000 Community Works Program COP0001CO General 1000-0310-543005 CIPPK Project Total $34,000 $34,000 Country Meadows Park Improvements CS00203CO Proposed GO Bonds 4254-4254-543005 CIPPK Project Total $1,582,158 $1,582,158 Inclusive Playground at Rio Vista Community Park CS00205CO Proposed GO Bonds 4254-4254-543005 CIPPK Project Total $1,200,000 $1,200,000 Irrigation and Turf Improvements Program CS00208OT General 1000-0310-524004 CIPPK Project Total $200,000 $200,000 Neighborhood Parks Refresh Program CS00019OT CS00019CO General General 1000-0310-524004 1000-0310-543005 CIPPK CIPPK Project Total $270,000 $309,196 $579,196 New River Trail Connections CS00202CO Proposed GO Bonds 4254-4254-543005 CIPPK Project Total $100,200 $100,200 New River Trail; Williams Rd to Happy Valley Rd CS00128LA Non-Bond Capital Prj 4150-4150-540000 CIPRT $142,500 CS00128CO CS00128CO CS00128CO CS00128LA CS00128CO Non-Bond Capital Projects GO Bonds 2019 Proposed GO Bonds Open Space Dev River Corridors & Trails Dev River Corridors & Trails Dev 4253-4253-543005 4254-4254-543005 7915-7915-543005 7920-7920-540000 7920-7920-543005 CIPRT CIPPK CIPPK CIPRT CIPPK $105,263 $406,602 $103,960 $20,611 $295,503 $1,074,439 Project Total Northern Community Park CS00059CO Neighborhood Park Dev Zone 2 - Post 1-1-2012 7907-7907-543005 CIPPK Project Total $32,922 $32,922 Paloma Community Park CS00059CO CS00059CO CS00059CO CS00059CO CS00059EQ CS00059CO CS00059CO GO Bonds 2019 GO Bonds 2019 Other Capital Citywide Park/Rec Facility Dev Parks Zone 2-Post 8/1/14 Parks Zone 2-Post 8/1/14 Parks Zone 3-Post 8/1/14 4253-4253-543005 4253-4253-543007 4550-4550-543005 7910-7910-543005 7942-7942-542003 7942-7942-543005 7943-7943-543005 CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK Project Total 456 $17,000,000 $371,534 $10,000,000 $1,378,865 $1,500,000 $250,000 $2,840,000 $33,340,399 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Parks Park and Recreation Facility Refurbishment CS00185OT CS00185CO General General 1000-0310-541003 1000-0310-543005 CIPPK CIPPK Project Total $1,500,000 $143,000 $1,643,000 Parks, Recreation, Community Fac ADA Compliance CS00177CO General 1000-0310-543005 CIPPK Project Total $255,000 $255,000 Retention Basin Refresh Program CS00004OT CS00004CO General General 1000-0310-524004 1000-0310-543005 CIPPK CIPPK Project Total $15,000 $209,164 $224,164 Rio Vista Skate Park CS00215SY CS00215DS General General 1000-0310-520099 1000-0310-543005 CIPPK CIPPK Project Total $25,000 $25,000 $50,000 Senator McCain Vietnam Veterans Memorial Plaza CS00223CO CS00223DS CS00223CO General General Capital Projects-Outside Srces 1000-0310-543005 1000-0310-543005 4810-4810-543005 CIPPK CIPPK CIPPK Project Total $160,000 $20,000 $80,000 $260,000 Sonoran Mountain Ranch Park Improvements CS00204CO Proposed GO Bonds 4254-4254-543005 CIPPK Project Total $383,597 $383,597 The Meadows Neighborhood Park CS00086CO CS00086CO GO Bonds 2019 Other Capital 4253-4253-543005 4550-4550-543005 CIPPK CIPPK Project Total $3,337,418 $1,100,103 $4,437,521 Westwing Park - ADA Connection to Maya Way CS00230CO CS00230DS Other Capital Other Capital 4550-4550-543005 4550-4550-543005 CIPPK CIPPK Project Total Total - Parks $183,563 $28,435 $211,998 $46,349,541 Project Type - Public Safety Energy Efficiency Projects PW00507CO General 1000-0310-540500 CIPPS Project Total $20,401 $20,401 Fire Station No. 2 Dorm Expansion FD00011DS FD00011OT Proposed GO Bonds Proposed GO Bonds 4254-4254-541002 4254-4254-541002 CIPPS CIPPS Project Total 457 $197,867 $46,868 $244,735 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Public Safety Fire Station No. 7 Jomax Emergency Traffic Signal FD13101LA FD13101DS Fire & Emergency Svc Dev Fire & Emergency Svc Dev 7935-7935-540000 7935-7935-540500 CIPPS CIPPS Project Total $30,000 $80,000 $110,000 Fire Support Services Building Fiber Installation FD00020CO FD00020DS FD00020OT General General General 1000-0310-540500 1000-0310-540500 1000-0310-540500 CIPPS CIPPS CIPPS Project Total $131,000 $16,000 $10,000 $157,000 Mobile and Portable Radios Replacement FD00014EQ Other Capital 4550-4550-542001 CIPPS Project Total $2,000,000 $2,000,000 Self-Contained Breathing Apparatus FD00017EQ General 1000-0310-541003 CIPPS Project Total Total - Public Safety $1,765,000 $1,765,000 $4,297,136 Project Type - Streets 103rd Av; Northern Ave to Olive Ave -Full Street EN00422CO EN00422LA EN00422CO Streets Dev Zone 1 Transportation Sales Tax Transportation Sales Tax 7001-7051-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST Project Total $718,700 $395,000 $1,542,242 $2,655,942 107th Av; Williams Rd to Hatfield Rd DCR EN00636SY Streets Dev Zone 2 - Post 8-1-2014 7003-7053-520099 CIPST Project Total $273,000 $273,000 67th Av; Olive Av to Redfield Rd Landscape Enhance EN00593CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $250,000 $250,000 67th Ave Widening; Pinnacle Peak to Happy Valley EN00100OT Transportation Sales Tax 7010-7075-520099 CIPST Project Total $140,000 $140,000 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt EN00592CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $400,000 $400,000 83rd Ave Bus Shelters EN00582LA EN00582CO Capital Projects-Outside Srces Capital Projects-Outside Srces 4810-4810-540000 4810-4810-543001 CIPST CIPST Project Total $2,825 $89,092 $91,917 87th Av & Peoria Av Intersection Alignment PW00109LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total 458 $49,325 $49,325 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Streets 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn EN00594CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $150,000 $150,000 ADA Accessibility PW00025OT PW00025CO Highway User Highway User 7000-7050-520099 7000-7050-543001 CIPST CIPST Project Total $109,965 $619,116 $729,081 Bridge Maintenance & Guardrail Replacement Program EN00243DS EN00243CO Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $50,000 $453,416 $503,416 Bus Stop Improvement Program EN00673LA EN00673DS EN00673CO Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $70,000 $160,000 $910,000 $1,140,000 Cactus Rd & 69th Av Sidewalk, North Side EN00550CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $100,000 $100,000 Chip Seal Rural Maintenance PW00163CO Highway User 7000-7050-543001 CIPST Project Total $460,396 $460,396 City Parks Parking Lots - Asphalt Replacement PW00995OT Proposed GO Bonds 4254-4254-543001 CIPST Project Total $125,000 $125,000 Deer Valley Rd and 95th Av Traffic Signal EN00642CO Instersection Impact Fees - Zone 2 - Post 1-1-2012 7009-7059-543001 Project Total CIPST $670,100 $670,100 Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy EN00395LA Non-Bond Capital Prj 4150-4150-540000 CIPST $110,000 EN00395CO Non-Bond Capital Projects Non-Bond Capital Prj 4150-4150-543001 CIPST $365,347 EN00395LA EN00395CO Non-Bond Capital Projects Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST $50,000 $768,152 $1,293,499 Project Total El Mirage Rd; Blackstone Dr to Westland Rd EN00699CO Street IF 2014 WofAguaFria 7006-7056-543001 CIPST Project Total 459 $1,870,000 $1,870,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 CIPST CIPST CIPST CIPST CIPST $73,472 $2,080,641 $4,892,094 $5,166,686 $7,775,223 $19,988,116 Project Type - Streets Happy Valley Pkwy Widening; LPP to Agua Fria EN00463LA EN00463CO EN00463CO EN00463CO EN00463CO GO Bonds 2019 GO Bonds 2019 Capital Projects-Outside Srces Streets Dev Zone 2 - Post 8-1-2014 Transportation Sales Tax 4253-4253-540000 4253-4253-543001 4810-4810-543001 7003-7053-543001 7010-7075-543001 Project Total Jomax Rd Improvements; 72nd Dr to 75th Ave 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 $622,336 $1,085,570 $1,707,906 Jomax Rd; Loop 303 to Vistancia Blvd EN00585CO EN00585OT EN00585LA EN00585CO Water Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 2050-2140-543001 7010-7075-520099 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $800,000 $43,896 $1,500,000 $300,000 $2,643,896 Lake Pleasant Parkway Sidewalk EN00480CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $100,000 $100,000 Lake Pleasant Pkwy & Dixileta Dr Intersection Mods EN00588CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $600,000 $600,000 Major Street Repairs PW00027CO Highway User 7000-7050-543001 CIPST Project Total $150,000 $150,000 Northern Parkway EN00142CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $1,000,000 $1,000,000 Paradise RV Entrance & Union Hills Dr Modification EN00614CO EN00614DS Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $300,000 $80,000 $380,000 Pavement Management Program - Preservation PW00138CO PW00138CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $2,722,772 $742,574 $3,465,346 Pavement Management Program - Rehabilitation PW13000CO PW13000CO PW13000CO Other Capital Highway User Transportation Sales Tax 4550-4550-543001 7000-7050-543001 7010-7075-543001 CIPST CIPST CIPST Project Total 460 $850,000 $5,296,188 $2,700,000 $8,846,188 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Streets Peoria Auto District EN00556CO Half Cent Sales Tax 1210-0350-543001 CIPST Project Total $1,000,000 $1,000,000 Peoria Av & 77th Av Intersection Improvements EN00683CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $100,000 $100,000 Pinnacle Peak Rd; 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 $3,979,889 $150,000 $342,706 $4,472,595 Sidewalks Annual Program PW00046CO Highway User 7000-7050-543001 CIPST Project Total $195,581 $195,581 Streetlight Pole Replacement Program PW11160OT Highway User 7000-7050-524010 CIPST Project Total $590,000 $590,000 Technical Pavement Condition Survey & Support PW00512OT Highway User 7000-7050-520099 CIPST Project Total Total - Streets $255,000 $255,000 $56,396,304 Project Type - Traffic Controls Install CCTV Equipment City Wide EN00666CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $220,000 $220,000 Traffic Signal Interconnect Project (TSIP) PW00133CO PW00133DS Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPTC CIPTC Project Total $238,501 $25,000 $263,501 Traffic Signal Program EN00170CO EN00170CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-543001 7010-7075-543001 CIPTC CIPTC Project Total $25,000 $848,020 $873,020 Traffic Signal Renovation and Replacement PW00993OT Highway User 7000-7050-542006 CIPTC Project Total Total - Traffic Controls 461 $309,000 $309,000 $1,665,521 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Wastewater 101st Ave and Northern Lift Station Pretreatment UT00398CO Wastewater 2400-2550-543003 CIPWW Project Total $524,546 $524,546 Beardsley WRF Equipment Upgrade and Replacement UT00317EQ UT00317EQ Water Wastewater 2050-2140-542006 2400-2550-542006 CIPWW CIPWW Project Total $180,750 $60,250 $241,000 Beardsley WRF Expansion UT00314CO UT00314DS UT00314DS Water Water Impact Fees - North of Bell Rd Wastewater 2050-2140-543003 2164-2224-543003 2400-2550-543003 CIPWW CIPWW CIPWW Project Total $14,943 $400,000 $100,000 $514,943 Beardsley WRF Solids Pipeline Rehabilitation UT00308CO Wastewater 2400-2550-543003 CIPWW Project Total $2,827,837 $2,827,837 Butler IPS Equipment Upgrade and Replacement UT00422OT Wastewater 2400-2550-524013 CIPWW Project Total $150,000 $150,000 Butler WRF Aeration System Upgrades UT00420CO UT00420CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total $593,231 $1,631,992 $2,225,223 Butler WRF Equipment Upgrade and Replacement UT00333EQ UT00333EQ Water Wastewater 2050-2140-542006 2400-2550-542006 CIPWW CIPWW Project Total $45,000 $135,000 $180,000 Butler WRF Headworks Rehabilitation UT00100CO UT00100CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total $8,200 $579,300 $587,500 Butler WRF Recharge Wells UT00309DS UT00309CO Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd 2163-2223-543003 2164-2224-543003 CIPWW CIPWW Project Total $300,000 $880,970 $1,180,970 El Mirage Road Sewer Infrastructure Upsizing UT00432CO Wastewater 2400-2550-543003 CIPWW Project Total $500,000 $500,000 Jomax WRF Equipment Upgrade and Replacement UT00323CO UT00323CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total 462 $41,250 $121,107 $162,357 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Wastewater Jomax WRF Expansion UT00388CO UT00388CO UT00388CO UT00388DS UT00388CO Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd Wastewater Wastewater Wastewater Impact Fees - West of Agua Fria 2162-2222-543003 2164-2224-543003 2400-2550-543003 2400-2550-543003 2507-2627-543003 CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $47,825 $310,000 $143,475 $2,100,000 $796,525 $3,397,825 Jomax WRF Operations Building UT00389DS UT00389DS Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total $171,287 $521,782 $693,069 Lift Station Reconditioning UT00116CO Wastewater 2400-2550-543003 CIPWW Project Total $915,000 $915,000 Manhole Rehabilitation UT00307CO Wastewater 2400-2550-543003 CIPWW Project Total $753,287 $753,287 Miscellaneous Local Wastewater Line Improvements UT00191CO Wastewater 2400-2550-543003 CIPWW Project Total $600,000 $600,000 Trunk Sewer Line Inspection UT00322OT UT00322SY Wastewater Wastewater 2400-2550-520099 2400-2550-520099 CIPWW CIPWW Project Total $326,101 $600,000 $926,101 Trunk Sewer Rehabilitation UT00296CO UT00296DS Wastewater Wastewater 2400-2550-543003 2400-2550-543003 CIPWW CIPWW Project Total $2,976,244 $250,000 $3,226,244 Wastewater System Additional R & M Expense UT00436OT Wastewater 2400-2550-524013 CIPWW Project Total $707,000 $707,000 West Agua Fria Wastewater Lines UT00171CO UT00171CO UT00171CO Wastewater Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 2400-2550-543003 2507-2627-543003 2509-2629-543003 CIPWW CIPWW CIPWW Project Total Total - Wastewater $271,203 $382,325 $770,000 $1,423,528 $21,736,430 Project Type - Water 75th Avenue and Grand PRV Upgrade UT00408CO Water 2050-2140-543002 CIPWR Project Total 463 $515,073 $515,073 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Water Agua Fria Booster/PRV UT00245CO Water Impact Fees - North of Bell Rd 2164-2224-543002 CIPWR Project Total $2,512,381 $2,512,381 Butler Well Site Rehabilitation UT00410CO Water 2050-2140-543002 CIPWR Project Total $748,596 $748,596 CAP Pump Station Rehabilitation UT00274CO Water 2050-2140-543002 CIPWR Project Total $3,301,103 $3,301,103 Condition Assessment of Remote Sites UT00256OT 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 $1,632,048 $1,417,530 $344,347 $3,393,925 Fire Hydrant Infill and Replacement UT00204CO Water 2050-2140-543002 CIPWR Project Total $60,000 $60,000 Greenway WTP Equipment Upgrade and Replacement UT00316CO UT00316EQ Water Water 2050-2140-541003 2050-2140-542006 CIPWR CIPWR Project Total $100,000 $494,000 $594,000 Jomax Booster Station Upgrades UT00285OT UT00285CO UT00285CO UT00285CO Water Water Water Impact Fees - North of Bell Rd Capital Projects-Outside Srces 2050-2140-520099 2050-2140-543002 2164-2224-543002 4810-4810-543002 CIPWR CIPWR CIPWR CIPWR Project Total $1,946 $728,871 $2,241,359 $85,000 $3,057,176 Lake Pleasant Parkway 16-inch Waterline UT00439CO UT00439CO Water Water Impact Fees - North of Bell Rd 2050-2140-543002 2164-2224-543002 CIPWR CIPWR Project Total $2,299,770 $247,525 $2,547,295 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 464 $450,000 $450,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Water MOC Reservoir Site Improvements UT00434DS Water 2050-2140-543002 CIPWR Project Total $427,822 $427,822 New River Utility Co. Acquisition & Improvements UT00390OT UT00390CO UT00390CO Water Water WIFA Loan 2015(New River Util) 2050-2140-541003 2050-2140-543002 2270-2350-543002 CIPWR CIPWR CIPWR Project Total $1,000,000 $500,000 $2,601,165 $4,101,165 Patterson Reservoir - Existing Well Connection UT00328DS Water 2050-2140-543002 CIPWR Project Total $437,194 $437,194 Pyramid Peak Water Treatment Plant - Upgrades UT00037CO Water 2050-2140-543002 CIPWR Project Total $4,831,355 $4,831,355 Pyramid Peak Water Treatment Plant Expansion UT00334OT UT00334CO UT00334OT UT00334CO UT00334OT Water Water Impact Fees - North of Bell Rd WIFA Loan 2017 (Pyramid Peak) WIFA Loan 2017 (Pyramid Peak) WIFA Loan 2017 (Pyramid Peak) 2050-2140-541003 2164-2224-543002 2271-2297-541003 2271-2297-543002 2271-2297-561002 CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $300,000 $1,558,741 $49,013,733 $1,678,891 $25,000 $52,576,365 Quintero WTP Equipment Upgrade and Replacement UT00418OT UT00418OT Water Water 2050-2140-524012 2050-2140-542006 CIPWR CIPWR Project Total $50,000 $20,000 $70,000 Reclaimed Water Master Plan Implementation UT00505SY Water 2050-2140-520099 CIPWR Project Total $300,000 $300,000 SCADA Equipment Replacement UT00266EQ UT00266EQ UT00266CO Water Wastewater Wastewater 2050-2140-542006 2400-2550-542006 2400-2550-543002 CIPWR CIPWR CIPWR Project Total $225,000 $225,000 $5,000 $455,000 Technology and Security Master Plan UT00304OT UT00304OT UT00304OT UT00304OT 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 UT00412CO Water 2050-2140-543002 CIPWR Project Total 465 $3,050,000 $3,050,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Water Water & Wastewater Rate Study UT00298SY UT00298SY UT00298SY UT00298SY Water Wastewater Commercial Solid Waste Residential Solid Waste 2050-2140-520099 2400-2550-520099 2590-2720-520099 2600-2760-520099 CIPWR CIPWR CIPWR CIPWR Project Total $50,000 $50,000 $25,000 $50,000 $175,000 Water Facility Reconditioning UT00206CO Water 2050-2140-543002 CIPWR Project Total $1,300,000 $1,300,000 Water Line Assessment and Replacement UT00335SY UT00335CO Water Water 2050-2140-520099 2050-2140-543002 CIPWR CIPWR Project Total $151,500 $705,749 $857,249 Water System Additional R & M Expense UT00438OT Water 2050-2140-524012 CIPWR Project Total $883,750 $883,750 Water/Wastewater Hydraulic Model Update UT00428OT Wastewater 2400-2550-520099 CIPWR Project Total $179,000 $179,000 Weedville Well Site Rehabilitation UT00441CO UT00441DS Water Impact Fees - South of Bell Rd Water Impact Fees - South of Bell Rd 2163-2223-543002 2163-2223-543002 CIPWR CIPWR Project Total $850,000 $180,000 $1,030,000 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 $2,306,342 $674,346 $478,435 $3,459,123 Wells - New Construction UT00117LA UT00117CO Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd 2164-2224-540000 2164-2224-543002 CIPWR CIPWR Project Total $70,000 $1,230,001 $1,300,001 West Agua Fria Water Lines UT00170CO UT00170CO Water Water Impact Fees - North of Bell Rd 2050-2140-543002 2164-2224-543002 CIPWR CIPWR Project Total $310,800 $975,987 $1,286,787 Westland Rd. Reservoir and Booster Station UT00336CO UT00336CO Water Water Impact Fees - North of Bell Rd 2050-2140-543002 2164-2224-543002 CIPWR CIPWR Project Total $828,010 $1,487,656 $2,315,666 Zone 1/2 PRV Upgrades (91st and Cactus) UT00261CO Water 2050-2140-543002 CIPWR Project Total 466 $150,000 $150,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2020 Project Type - Water 467 Total - Water $96,994,788 Total FY 20 CIP $256,454,658 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description 0150-01 Legal Notices FY 2020 FY 2020 One-time Cost Ongoing Cost FY 2020 Total Cost General Fund City Clerk City Clerk Total - City Clerk $0 $0 $7,000 $7,000 $7,000 $7,000 Development and Engineering Building Development Building Development Building Development Engineering Admin Engineering Admin Engineering Services Eng Inspection Svc 0650-01 0650-02 0650-04 0750-01 0750-02 0812-01 0820-01 Development Technician I (Contract) DCSB - Permit Counter Modifications Building Inspector I (Contract) Administrative Assistant (Contract) New Pool Vehicle Convert Civil Eng .75 FTE to 1 FTE Engineering Inspector (Contract) Total - Development and Engineering $69,886 $45,000 $125,341 $72,721 $34,500 $0 $86,936 $434,384 $0 $0 $6,700 $192 $5,350 $25,000 $0 $37,242 $69,886 $45,000 $132,041 $72,913 $39,850 $25,000 $86,936 $471,626 Economic Development Services Economic Development Services Economic Development Services Economic Development Services Economic Development Services Economic Development Services Economic Development Services Economic Development Services Economic Development Services 0352-1 0352-2 0352-3 0352-4 0352-5 0352-6 0352-7 0352-8 Economic Development Consulting Services Economic Development - Impact Studies Sales and Marketing Overnight Travel Operational Costs Community Promotions and Events Sales and Marketing Advertisement Peoria Sports Complex - Land Survey/Replat Small Business Development Center (SBDC) Total - Economic Development Services $32,000 $15,000 $53,716 $0 $21,025 $35,938 $80,000 $102,753 $340,432 $0 $0 $0 $15,833 $0 $0 $0 $0 $15,833 $32,000 $15,000 $53,716 $15,833 $21,025 $35,938 $80,000 $102,753 $356,265 Finance Financial Services Tax Audit & Collections Materials Management Materials Management Inventory Control 0410-01 0420-01 0440-01 0440-02 0500-01 Training for Internal Control Manager ADOR Annual Sales Tax Administration Charge E-Procurement Software Copier Replacements Security Enclosure Total - Finance $0 $0 $25,000 $50,000 $2,500 $77,500 $2,000 $80,000 $55,000 $0 $0 $137,000 $2,000 $80,000 $80,000 $50,000 $2,500 $214,500 Finance Utilities Customer Service Revenue Administration Revenue Administration Meter Services 0450-01 0460-01 0460-02 0470-01 CSR Position (Contract) On-line Payment Solution Call Center System Study Meter Price Increase $65,343 $135,000 $55,000 $0 $255,343 $0 $0 $0 $25,000 $25,000 $65,343 $135,000 $55,000 $25,000 $280,343 Total - Finance Utilities 468 Schedule 11 - Summary of Additions/(Reductions) by Department FY 2020 FY 2020 One-time Cost Ongoing Cost Fund / Department / Division Suppl. # Supplemental Description Fire-Medical Fire Admin Emergency Medical Services Emergency Medical Services Fire Operations Fire Operations Fire Operations Ambulance Operations 1200-01 1230-03 1230-04 1260-01 1260-05 1260-06 1270-01 Records Management System Medical Supply Dispensing Machines at 8 Stations Administrative Assistant II (Contract) Fire-Rescue Boat Replacement fund for HM193 (EQ1617) Wildland Reimbursable Account Ambulance Service Phase III (One Ambulance) Total - Fire-Medical Human Resources Human Resources 0070-01 Time/HRIS Administrator FY 2020 Total Cost $100,000 $73,600 $67,095 $350,000 $0 $0 $459,900 $1,050,595 $0 $0 $304 $35,000 $30,000 $10,000 $872,666 $947,970 $100,000 $73,600 $67,399 $385,000 $30,000 $10,000 $1,332,566 $1,998,565 Total - Human Resources $0 $0 $85,070 $85,070 $85,070 $85,070 Leadership and Management City Manager's Office City Manager's Office Governmental Affairs Governmental Affairs Governmental Affairs Governmental Affairs Office of Real Estate Development 0020-01 0020-02 0025-01 0025-02 0025-03 0025-04 0027-01 Reconfiguration of Council Assistant office Employee Appreciation and Professional Development State and Federal Services Peoria's share for federal representation Luke Fighter Country Partnership League of Cities and Towns Conference Event Land Development Consulting Services Total - Leadership and Management $10,000 $0 $115,000 $21,818 $35,000 $4,000 $100,000 $285,818 $0 $15,000 $0 $0 $0 $0 $0 $15,000 $10,000 $15,000 $115,000 $21,818 $35,000 $4,000 $100,000 $300,818 Mayor and Council Mayor & City Council Mayor & City Council Mayor & City Council 0010-01 0010-02 0010-03 State of the City Event Youth Delegation to Conferences Overnight Travel Total - Mayor and Council $15,000 $8,000 $6,250 $29,250 $0 $0 $0 $0 $15,000 $8,000 $6,250 $29,250 Municipal Court Municipal Court Municipal Court 0250-02 0250-03 Increase One Pro tem Judge Hours Increase Pro tem Judges' Hourly Wage Total - Municipal Court $27,040 $24,000 $51,040 $0 $0 $0 $27,040 $24,000 $51,040 Neighborhood & Human Services Peoria Center for Performing Arts Peoria Center for Performing Arts Neighborhood Services Neighborhood Services Community Assistance Community Assistance Community Assistance 0043-01 0043-02 0550-01 0550-02 0570-01 0570-02 0570-03 PCPA Ticket Surcharge Expenditure Authority PCPA Utilities/Telecom Property Abatement Code Enforcement Operations FY20 Neighborhood Grant Funding FY20 Homeless Outreach and System Navigator FY20 Resource Center Operations $20,000 $0 $50,000 $5,000 $150,000 $41,000 $0 $0 $15,100 $0 $0 $0 $0 $33,500 $20,000 $15,100 $50,000 $5,000 $150,000 $41,000 $33,500 469 Schedule 11 - Summary of Additions/(Reductions) by Department FY 2020 FY 2020 One-time Cost Ongoing Cost FY 2020 Total Cost Fund / Department / Division Suppl. # Supplemental Description Community Assistance NHS Administration NHS Administration NHS Administration Am/Pm Program Am/Pm Program Am/Pm 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 Special Events Program Special Events Program Community Center 0570-04 1400-01 1400-02 1400-08 1420-02 1420-04 1420-1 1510-01 1510-02 1510-03 1510-04 1510-05 1510-06 1510-07 1510-08 1510-09 1510-10 1510-14 1510-17 1510-18 1530-01 Overnight Shelter Expenses Management Team Operational Funds Management Assistant Position Minimum Wage Increase New AMPM Site (Charter School) 21st Century Grant Program - One Time Increase Sick Time Benefits Special Events Coordinator (Fixed Term, One Year) Bravo Peoria/Explore the Library Veterans Day MLK Event Affiliate Event Support ParkFest! Somos Peoria Growing Peoria Partnerships P83 Partnership Events Holiday Lighting Old Town Vietnam Veterans Memorial Traveling Wall Fiesta del Pueblo Viejo Consultant Event Community Center Increased Programming Expenses Total - Neighborhood & Human Services $79,200 $0 $2,075 $0 $0 $35,000 $33,400 $81,826 $20,132 $31,000 $33,500 $60,000 $62,245 $170,000 $105,642 $100,000 $55,000 $28,500 $10,940 $200,000 $17,400 $1,391,860 $0 $19,500 $77,122 $46,407 $98,258 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,620 $291,507 $79,200 $19,500 $79,197 $46,407 $98,258 $35,000 $33,400 $81,826 $20,132 $31,000 $33,500 $60,000 $62,245 $170,000 $105,642 $100,000 $55,000 $28,500 $10,940 $200,000 $19,020 $1,683,367 Office of Communications Public Information Office Public Information Office Public Information Office Peoria Channel 11 0040-01 0040-02 0040-03 0041-01 Tourism Professional Services Multi-Media Marketing Specialist Studio Broadcast Equipment Total - Office of Communications $20,000 $10,000 $0 $150,000 $180,000 $0 $0 $88,974 $0 $88,974 $20,000 $10,000 $88,974 $150,000 $268,974 Parks, Recreation and Community Facilities PRCF Administration PRCF Administration PRCF Administration PRCF Administration Swimming Pools Pioneer Community Park Paloma Community Park Main Library Main Library 1390-01 1390-03 1390-04 1390-05 1410-04 1533-02 1534-02 1540-03 1540-04 PowerDMS - Accreditation and Procedures Tracking CAPRA Accreditation Review & Visit Professional Development Minimum Wage Increases (Department Wide) Operational & Costs Increase Utility Request Paloma Community Park Library System Materials Library System Centennial Celebration $0 $15,000 $20,000 $0 $0 $0 $0 $100,000 $5,000 $7,068 $0 $0 $185,641 $31,000 $36,256 $1,542,545 $0 $0 $7,068 $15,000 $20,000 $185,641 $31,000 $36,256 $1,542,545 $100,000 $5,000 470 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division FY 2020 FY 2020 One-time Cost Ongoing Cost FY 2020 Total Cost Suppl. # Supplemental Description Parks North Parks North Contracted Landscape Maintenance Trails Maintenance 1560-01 1560-03 1600-01 1610-01 Central Irrigation Operational System The Meadows Neighborhood Park CIP Landscape Maintenance & Utilities Sunrise Mountain Mine Pit Safety Total - Parks, Recreation and Community Facilities $188,000 $28,500 $0 $30,000 $386,500 $0 $146,870 $149,319 $0 $2,098,699 $188,000 $175,370 $149,319 $30,000 $2,485,199 Planning and Community Development Planning Planning 0610-1 0610-2 Census 2020 Outreach and Promotion Professional Development Services Total - Planning and Community Development $125,000 $50,000 $175,000 $0 $0 $0 $125,000 $50,000 $175,000 Police Police Administration Patrol Services - South Patrol Services - South Patrol Services - South Patrol Services - South Patrol Services - South Patrol Services - South Operations Support Operations Support Operations Support Operations Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Technical Support Staff Services Pd Communications Pd Communications 1000-01 1020-02 1020-03 1020-05 1020-06 1020-08 1020-09 1025-01 1025-02 1025-03 1025-04 1030-01 1030-02 1030-03 1030-04 1030-05 1030-06 1030-07 1040-01 1050-01 1050-02 Contract Legal Advisor Crime Prevention Program Patrol Vehicles (6) Volunteer Vehicle Radios and MDCs (2) Vehicle Radar Signs (2) MDCs for Jail Vans (3) Police Officer Moving Radars - Replacement Motorcyles Traffic Prevention Program Street Crimes Unit Vehicles (2) Replacement K9 With Vehicle Contract Personnel - Telephone Report Writing Unit SmartForce Renewal Predictive Policing Furniture Replacement LeadsOnline Expansion Body Worn Cameras Telestaff Outbound Phone Calls Mileage Reimbursement Communications Support - Contract Personnel Communications Console Refresh Total - Police $80,000 $35,000 $440,670 $38,588 $10,000 $35,835 $68,789 $6,925 $35,000 $64,000 $75,000 $52,000 $42,400 $24,000 $50,000 $0 $2,745 $6,000 $10,000 $50,000 $334,102 $1,461,054 $0 $0 $122,050 $5,040 $0 $4,485 $117,888 $0 $0 $9,850 $12,000 $0 $0 $0 $0 $10,000 $33,505 $0 $0 $0 $0 $314,818 $80,000 $35,000 $562,720 $43,628 $10,000 $40,320 $186,677 $6,925 $35,000 $73,850 $87,000 $52,000 $42,400 $24,000 $50,000 $10,000 $36,250 $6,000 $10,000 $50,000 $334,102 $1,775,872 Total - General Fund $6,118,776 $4,064,113 $10,182,889 $140,000 $0 $140,000 Percent for the Arts Fund Neighborhood & Human Services Percent For The Arts 0120-01 Public Art 471 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Percent For The Arts Percent For The Arts Percent For The Arts FY 2020 FY 2020 One-time Cost Ongoing Cost FY 2020 Total Cost Suppl. # Supplemental Description 0120-02 0120-03 0120-04 Art Grants Arts Education & Outreach Arts Programming Total - Neighborhood & Human Services $24,800 $8,000 $90,000 $262,800 $0 $0 $0 $0 $24,800 $8,000 $90,000 $262,800 Total - Percent for the Arts Fund $262,800 $0 $262,800 Security & Operations Reimburseables Cactus League Membership Facility Surcharge Expenditure Authority (2003) Facility Surcharge Expenditure Authority (2002) Total - Parks, Recreation and Community Facilities $0 $30,000 $100,000 $100,000 $230,000 $32,000 $0 $0 $0 $32,000 $32,000 $30,000 $100,000 $100,000 $262,000 Total - Sports Complex Fund $230,000 $32,000 $262,000 Production Budget Adjustments Dist. Operator I & Valve Replacement Increase Distribution Budget Adjustments Part-Time Water Conservation Intern The Nature Conservancy Fund Mechanic II CAP Water Delivery Fees Total - Water Services $0 $78,060 $10,000 $35,000 $30,000 $46,665 $0 $199,725 $9,000 $106,151 $296,800 $0 $0 $88,135 $705,000 $1,205,086 $9,000 $184,211 $306,800 $35,000 $30,000 $134,800 $705,000 $1,404,811 Total - Water Fund $199,725 $1,205,086 $1,404,811 Total - Water Services $325 $0 $28,000 $0 $28,325 $56,432 $7,100 $800 $400,000 $464,332 $56,757 $7,100 $28,800 $400,000 $492,657 Sports Complex Fund Parks, Recreation and Community Facilities Complex Operations/Maint Complex Operations/Maint Complex Operations/Maint Complex Operations/Maint 2000-01 2000-04 2000-06 2000-07 Water Fund Water Services Production Svcs Distribution Services Distribution Services Sustainability & Conservation Sustainability & Conservation Planning & Operations Water Supply 2070-01 2080-02 2080-02 2105-02 2105-03 2115-01 2125-01 Wastewater Fund Water Services Beardsley Water Reclamation Facility Wastewater Collection/Prevention Wastewater Collection/Prevention Butler Water Reclamation Facility 2470-01 2480-01 2480-02 2496-01 Utility Plant Operator I Collection Increased Electrical Cost Granite XP Software for CCTV Butler WRF Budget Adjustments 472 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description FY 2020 FY 2020 One-time Cost Ongoing Cost FY 2020 Total Cost Total - Wastewater Fund $28,325 $464,332 $492,657 Fleet Management Hardware/Software Equipment Operator and Automated Side Loaders Part Time to Full Time Adjustment Fleet Fuel Solid Waste Inspectors Total - Public Works $265,000 $700,000 $0 $0 $36,000 $1,001,000 $78,696 $299,470 $38,910 $105,000 $77,582 $599,658 $343,696 $999,470 $38,910 $105,000 $113,582 $1,600,658 Total - Residential Solid Waste Fund $1,001,000 $599,658 $1,600,658 Drainage Systems Operations Grounds/Detention R&M Total - Public Works $0 $0 $150,000 $150,000 $150,000 $150,000 Total - Storm Water Drainage System Fund $0 $150,000 $150,000 Fleet Inventory/Pass Thru Accounts Fleet Fuel Management System Replacement Fleet Paperless Initiative Portable Column Lifts Total - Public Works $0 $100,000 $12,000 $65,000 $177,000 $613,200 $0 ($1,000) $0 $612,200 $613,200 $100,000 $11,000 $65,000 $789,200 Total - Fleet Services Fund $177,000 $612,200 $789,200 $5,500 $0 $70,000 $2,000 $119,000 $10,000 $7,500 $119,000 $80,000 Residential Solid Waste Fund Public Works Solid Waste Admin Residential Collection Residential Collection Residential Collection Solid Waste Environmental 2750-01 2760-01 2760-03 2760-04 2810-01 Storm Water Drainage System Fund Public Works Storm Drain - NPDES 2900-01 Fleet Services Fund Public Works Fleet Maintenance Fleet Maintenance Fleet Maintenance Fleet Maintenance 3420-01 3420-02 3420-03 3420-04 Facilities Maintenance Fund Public Works Facilities Admin Daytime Facility Services Daytime Facility Services 3650-03 3660-04 3660-05 Training and Conferences Contract Janitorial Services Cost Increase Water Heater and Cooler Replacement Program 473 Schedule 11 - Summary of Additions/(Reductions) by Department FY 2020 FY 2020 One-time Cost Ongoing Cost FY 2020 Total Cost Fund / Department / Division Suppl. # Supplemental Description Facilities Operating Projects Facilities Operating Projects Technical Operations Technical Operations Technical Operations 3690-03 3690-04 3700-02 3700-03 3700-05 Facilities Office Space Reorg Park and Ride Parking Lot Maintenance Costs Repairs & Maintenance UPS Battery Replacement Program PSAB Evidence Freezer Condenser Replacement Total - Public Works $80,000 $0 $95,000 $20,000 $39,000 $309,500 $0 $20,000 $0 $0 $0 $151,000 $80,000 $20,000 $95,000 $20,000 $39,000 $460,500 Total - Facilities Maintenance Fund $309,500 $151,000 $460,500 Customer Service Representative II Accela Scripting Upgrade Windows 10 OS Licenses & Technical Contracted Svcs Total - Information Technology $0 $30,000 $99,000 $129,000 $72,750 $0 $0 $72,750 $72,750 $30,000 $99,000 $201,750 Total - Information Technology Fund $129,000 $72,750 $201,750 Library Firewall Replacement Total - Information Technology $44,000 $44,000 $0 $0 $44,000 $44,000 Total - IT Reserve Fund $44,000 $0 $44,000 Digital Traffic Sign Printer (replacement) New Pickup Truck for Signals Streetlight Professional Services Signal & Streetlight System Supplies Public Works Inspector Vehicle Street Maintenance Operational Supplies New Sweeper Operator (FTE) Total - Public Works $21,750 $38,990 $150,000 $25,000 $35,000 $0 $0 $270,740 $0 $9,400 $0 $0 $7,500 $101,000 $14,595 $132,495 $21,750 $48,390 $150,000 $25,000 $42,500 $101,000 $14,595 $403,235 Information Technology Fund Information Technology IT Operations IT Operations IT Operations 3750-01 3750-02 3750-03 IT Reserve Fund Information Technology Res For System Comp Eqt 3800-01 Highway User Fund Public Works Signs And Striping Traffic Signal Maintenance Traffic Signal Maintenance Traffic Signal Maintenance Street Maintenance Street Maintenance Sweeper Operations 7010-01 7020-01 7020-02 7020-03 7030-01 7030-05 7040-01 474 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # FY 2020 FY 2020 One-time Cost Ongoing Cost Supplemental Description FY 2020 Total Cost Total - Highway User Fund $270,740 $132,495 $403,235 HOME Funding Supplemental Total - Neighborhood & Human Services $0 $0 $98,972 $98,972 $98,972 $98,972 Total - Home Grant Fund $0 $98,972 $98,972 CDBG Funding Total - Neighborhood & Human Services $0 $0 $66,403 $66,403 $66,403 $66,403 Total - Community Dev Block Grant Fund $0 $66,403 $66,403 Total - Public Works $0 $166,000 $0 $50,000 $0 $216,000 $846,032 $0 $5,500 $0 $150,000 $1,001,532 $846,032 $166,000 $5,500 $50,000 $150,000 $1,217,532 Total - Public Transit Fund $216,000 $1,001,532 $1,217,532 Vehicle Replacement Total - Neighborhood & Human Services $38,820 $38,820 $3,882 $3,882 $42,702 $42,702 Total - Adult Day Program Grant Fund $38,820 $3,882 $42,702 Home Grant Fund Neighborhood & Human Services Home Grant 7150-01 Community Dev Block Grant Fund Neighborhood & Human Services Comm Dev Block Grant 7160-01 Public Transit Fund Public Works Transit Division Transit Division Transit Division Transit Division Transit Division 7200-01 7200-02 7200-03 7200-04 7200-05 North Peoria Circulator Transit Replacement Buses Fuel Increase Transit Master Plan 83rd Ave Fixed Route Cost Increase Adult Day Program Grant Fund Neighborhood & Human Services Adult Day Prg Grant 7250-01 475 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description 7500-01 7500-02 7500-03 7500-04 Leadership Training SAU Equipment SWAT Vests Replace Booking DigiScan Systems (2) FY 2020 FY 2020 One-time Cost Ongoing Cost FY 2020 Total Cost State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd Total - Police $25,000 $40,000 $30,000 $9,000 $104,000 $0 $0 $0 $0 $0 $25,000 $40,000 $30,000 $9,000 $104,000 Total - State Anti-Racketeering - PD Fund $104,000 $0 $104,000 $9,129,686 $8,654,424 $17,784,109 Total - Additions/(Reductions) 476 Schedule 12 - Improvement Districts Revenues Description SLID 1 Westfield Gardens SLID 2 Autumn Point SLID 3 Vistas Avenida II SLID 4 Cypress Point Estates II @ WBV SLID 5 Shavano SLID 6 Bell Park Central SLID 7 Bell Park & Parcels 2B-8 SLID 8 Foxwood Unit Four SLID 9 Vista Crossing SLID 10 Vista Pinnacle SLID 11 North Shores @ Ventana Lakes SLID 12 Vistas @ Desert Harbor Phase I SLID 13 Village Terrace SLID 14 The Coves/Ventana Lakes SLID 15 Windwood SLID 16 Lakeside Unit 2 @ Ventana Lakes SLID 17 Arrowhead Shores I SLID 18 Arrowhead Shores II SLID 19 Westfield Gardens 2 SLID 20 Cactus Point Crossing SLID 21 Country Meadows Estates SLID 22 The Gardens @ V.L. includes North Park SLID 23 Brookside Village I & II SLID 24 Country Meadows Unit 11 SLID 25 Vista Point, Village Terrace II & III @ WBV SLID 26 Calbrisa SLID 27 Torrey Pines I & II SLID 28 The Landings @ V.L. includes South Bay SLID 29 Sweetwater Place SLID 30 Vistas @ Desert Harbor Unit II SLID 31 Westfield Gardens III SLID 32 83rd Ave & Thunderbird SLID 33 Crystal Cove SLID 34 Villas @ Desert Harbor SLID 36 Arrowhead Cove SLID 37 Vistas Fairways @ WBV SLID 39 Bridlewood SLID 40 The Shores @ V.L. SLID 41 Fairway Views @ WBV SLID 42 Sweetwater Place II SLID 43 Steeple Hill SLID 44 Paradise Shores SLID 45 Calle Lejos Estates SLID 46 Eagle Ridge @ WBV SLID 47 Olive Park SLID 48 Paseo Verde Estates SLID 49 The Boardwalk SLID 50 Parkridge I & II SLID 51 Scottland Hills @ WBV SLID 54 Wildflower Point I SLID 55 Crystal Bay @ Desert Harbor SLID 56 Diamond Cove @ Desert Harbor SLID 57 Alta Vista Estates SLID 58 Sweetwater Ridge SLID 59 Hunter Ridge SLID 60 Arrowhead Horizons SLID 61 Cactus Place SLID 62 Legacy Place SLID 63 Granite Run SLID 64 Willow Ridge @ WBV SLID 66 New River Shores SLID 70 Sweetwater Ridge Unit 3 SLID 71 Teresita SLID 72 Country Club Estates @ WBV SLID 73 Fletcher Heights Phase 1A SLID 76 Silverton SLID 77 Deer Village Unit 3 SLID 78 Deer Village Unit 1 SLID 79 Deer Village Unit 2 SLID 80 Deer Village Unit 4 SLID 82 Pivotal Peoria Center Tracts C & D SLID 83 Fairmont Unit 1 SLID 84 Fairmont Unit 2 SLID 93 Terramar Parcel 1 SLID 94 Terramar Parcel 2A SLID 95 Terramar Parcel 3 SLID 96 Terramar Parcel 4A SLID 97 Terramar Parcel 5 SLID 98 Terramar Parcel 6 SLID 99 Terramar Parcel 7B SLID 101 Terramar Parcel 9A SLID 102 Terramar Parcel 10A SLID 104 Dove Valley Ranch Parcel 2A3 SLID 107 Fletcher Heights Phase 1B SLID 108 Fletcher Heights Phase 1C SLID 110 South Bay @ Ventana Lakes SLID 114 Fletcher Heights Phase 2A SLID 116 Tierra Norte V SLID 117 Summersett Village SLID 119 Dove Valley Ranch Parcel 3A SLID 121 Dove Valley Ranch Parcels 3D & 3E SLID 122 Clearview Estates SLID 123 Terramar Parcel 2B SLID 125 Terramar Parcel 12 SLID 126 Terramar Parcel 13 SLID 127 Terramar Parcel 14 Projected FY2020 $ 2,413 $ 2,754 $ 1,960 $ 3,167 $ 3,061 $ 4,675 $ 12,636 $ 3,061 $ 2,077 $ 4,511 $ 1,507 $ 2,714 $ 2,660 $ 6,695 $ 1,683 $ 4,218 $ 5,430 $ 4,977 $ 1,387 $ 2,940 $ 3,469 $ 7,391 $ 3,167 $ 370 $ 4,641 $ 3,678 $ 5,581 $ 5,513 $ 4,285 $ 3,017 $ 2,526 $ 7,500 $ 4,072 $ 1,206 $ 3,469 $ 4,481 $ 11,010 $ 1,357 $ 3,318 $ 1,377 $ 4,093 $ 2,631 $ 2,111 $ 4,524 $ 1,989 $ 5,064 $ 4,827 $ 22,022 $ 2,714 $ 3,620 $ 753 $ 3,825 $ 16,085 $ 9,522 $ 4,223 $ 3,167 $ 1,206 $ 3,214 $ 5,731 $ 6,637 $ 5,882 $ 797 $ 3,534 $ 1,810 $ 26,647 $ 11,010 $ 2,413 $ 3,620 $ 3,921 $ 2,866 $ 3,367 $ 8,748 $ 5,430 $ 8,675 $ 900 $ 5,007 $ 3,075 $ 2,866 $ 6,392 $ 3,557 $ 2,111 $ 1,206 $ 4,321 $ 13,467 $ 6,661 $ 3,061 $ 16,060 $ 4,512 $ 15,060 $ 3,241 $ 8,462 $ 6,481 $ 6,179 $ 6,510 $ 4,339 $ 2,866 Projected Description FY2020 SLID 128 Peoria Mountain Vistas $ 6,301 SLID 129 Fletcher Heights Phase 2B $ 16,384 SLID 131 Bay Pointe @ V.L. $ 8,500 SLID 135 Sun Cliff IV $ 6,841 SLID 136 Ironwood Phase 1A $ 3,420 SLID 137 Ironwood Phase 1B $ 2,407 SLID 138 Ironwood Phase 2A $ 1,800 SLID 139 Ironwood Phase 2B $ 1,440 SLID 140 Ironwood Phase 3A $ 968 SLID 141 Ironwood Phase 3B $ 900 SLID 142 Ironwood Phase 4A $ 900 SLID 143 Ironwood Phase 4B $ 1,079 SLID 144 Crosswinds $ 3,481 SLID 145 Sun Cliff III $ 1,259 SLID 146 Ryland @ Silvercreek $ 5,761 SLID 147 Harbor Shores @ Desert Harbor $ 1,357 SLID 148 Sun Aire Estates, UNIT 6 $ 2,295 SLID 149 Silverton 2 $ 9,002 SLID 150 Dove Valley Ranch Parcel 6 $ 10,415 SLID 151 Dove Valley Ranch Parcel 3B $ 6,121 SLID 152 Dove Valley Ranch Parcel 3C $ 5,581 SLID 153 Dove Valley Ranch Parcel 3F $ 2,588 SLID 154 Dove Valley Ranch Parcel 2B & 2C $ 2,160 SLID 155 Dove Valley Ranch Parcel 2D $ 6,272 SLID 156 Dove Valley Ranch Parcel 2E $ 3,780 SLID 157 Dove Valley Ranch Parcel 2F $ 3,061 SLID 159 Terramar Parcel 7A $ 3,017 SLID 160 Terramar Parcel 11 $ 2,709 SLID 161 Skyview Place $ 4,146 SLID 162 Arrowhead Shadows $ 4,624 SLID 163 Greystone Heritage @ V.L. $ 2,413 SLID 164 Erin Groves $ 4,943 SLID 166 Bay Pointe Unit Two @ V.L. $ 5,102 SLID 167 Springer Ranch 2 $ 2,448 SLID 171 Greystone II Heritage @ V.L. $ 4,121 SLID 172 Erin Groves 2 $ 2,602 SLID 174 Hunter Field Estates $ 1,437 SLID 176 Twin Palms $ 2,710 SLID 177 Desert Star Subdivision $ 10,657 SLID 179 Westwing Mountain Parcel 1A $ 2,881 SLID 183 Westwing Mountain Parcel 4 $ 540 SLID 184 Westwing Mountain Parcel 5 $ 360 SLID 185 Westwing Mountain Parcel 6 $ 720 SLID 187 Westwing Mountain Parcel 8 $ 2,049 SLID 188 Westwing Mountain Parcel 9 $ 2,521 SLID 189 Westwing Mountain Parcel 10 $ 1,980 SLID 190 Westwing Mountain Parcel 11 $ 2,521 SLID 191 Westwing Mountain Parcel 12 $ 2,340 SLID 195 South Bay Unit 2 @ Ventana Lakes $ 3,600 SLID 197 Sun Cliff V $ 5,848 SLID 198 Fletcher Heights 3A $ 18,077 SLID 199 Fletcher Heights 3B $ 5,293 SLID 201 Central Park Subdivision $ 5,581 SLID 202 Starlight Canyon $ 1,440 SLID 204 North Ranch $ 5,581 SLID 205 Tuscany Shores - Desert Harbor Pa $ 2,413 SLID 206 West Valley Ranch $ 2,283 SLID 207 Sunset Ranch $ 2,350 SLID 208 Sonoran Mountain Ranch Parcel 1 $ 4,675 SLID 209 Sonoran Mountain Ranch Parcel 2 $ 4,827 SLID 210 Vistancia Village A Par A37 $ 1,659 SLID 211 Vistancia Village A Par A36 $ 2,263 SLID 212 Vistancia Village A Par A33 $ 2,111 SLID 213 Vistancia Village Par A 32 $ 1,810 SLID 214 Vistancia Village A Par A14 $ 1,507 SLID 215 Vistancia Village A Par A13 $ 1,206 SLID 216 Vistancia Village Par A12 $ 1,960 SLID 218 Vistancia Village A Par A10B $ 1,810 SLID 221 Cibola Vista 1B $ 904 SLID 222 Cibola Vista 2 $ 4,374 SLID 223 Cibola Vista 3 $ 4,374 SLID 224 Cibola Vista 4 $ 3,469 SLID 225 Cibola Vista 5 $ 6,033 SLID 226 Sonoran Mountain Ranch Parcel 4.1 $ 4,223 SLID 227 Sonoran Mountain Ranch Parcel 4.2 $ 3,167 SLID 228 Sonoran Mountain Ranch Parcel 5 $ 3,017 SLID 229 Sonoran Mountain Ranch Parcel 6 $ 4,827 SLID 230 Sonoran Mountain Ranch Parcel 7 $ 5,128 SLID 231 Sonoran Mountain Ranch Parcel 9A $ 3,167 SLID 232 Sonoran Mountain Ranch Parcel 9A $ 2,111 SLID 233 Westwing Ph 2 Par 18 $ 3,229 SLID 234 Westwing Ph 2 Par 19 $ 1,440 SLID 235 Westwing Ph 2 Par 29 $ 4,681 SLID 236 Westwing Ph 2 Par 15 $ 3,420 SLID 237 Sonoran Mtn Ranch 9b $ 1,960 SLID 238 Casa Del Rey $ 16,441 SLID 239 Westwing Ph 2 Par 21 $ 1,615 SLID 240 Westwing Ph 2 Par 22 $ 2,153 SLID 1000 Sonoran Mountain Ranch Parcel 10 $ 7,089 SLID 1001 Vistancia Village A Parcel A9 $ 2,111 SLID 1002 Fletcher Farms $ 3,771 SLID 1004 Vistancia Village A Parcel G10 $ 1,206 SLID 1005 Vistancia Phase 2 Parcel A-8 $ 1,357 SLID 1006 Vistancia Phase 2 Parcel A-15 $ 1,960 SLID 1007 Vistancia North Parcel G-11 $ 904 SLID 1008 Riverstone Estates $ 3,167 477 Projected Description FY2020 SLID 1009 Vistancia Village A Parcel G3 $ 2,564 SLID 1010 Vistancia Parcel A-7 $ 904 SLID 1011 Varney Village $ 452 SLID 1012 Vistancia North Parcel G-4 $ 1,206 SLID 1013 Vistancia A28 $ 3,318 SLID 1014 Vistancia A29 $ 2,111 SLID 1016 Sonoran Mountain Ranch Parcel 14 $ 3,469 SLID 1017 Vistancia Parcel G2 $ 2,263 SLID 1018 Park Rose $ 3,348 SLID 1019 Vistancia North G-1 $ 2,714 SLID 1020 Plaza Del Rio Phase I $ 753 SLID 1021 Plaza Del Rio Phase 2 $ 1,742 SLID 1022 Tierra del Rio Parcel 6 $ 8,899 SLID 1023 Tierra Del Rio North - Parcel 28 $ 2,564 SLID 1024 Plaza Del Rio Phase 3 $ 3,017 SLID 1025 Rio Estates $ 1,224 SLID 1029 Grand Manor $ 2,336 SLID 1030 Tierra Del Rio Parcel 10a $ 2,563 SLID 1031 Tierra del Rio Parcel 9 $ 3,771 SLID 1032 Tierra Del Rio Parcel 13a $ 2,714 SLID 1033 Camino a Lago South, Unit 8 $ 3,469 SLID 1034 Camino a Lago South, Unit 7 $ 2,564 SLID 1035 Tierra Del Rio Parcel 4a $ 3,283 SLID 1038 Camino a Lago South, Unit 5 $ 3,771 SLID 1039 Camino a Lago South, Unit 6 $ 4,524 SLID 1045 Tierra Del Rio Parcel 4B $ 1,056 SLID 1046 Terramar 9B $ 1,659 SLID 1048 Tierra Del Rio Parcel 12 $ 5,128 SLID 1049 Tierra Del Rio Parcel 11 $ 4,675 SLID 1050 Sunset Ranch IIA $ 2,128 SLID 1053 The Meadows Parcel 11 $ 8,446 SLID 1054 The Meadows Parcel 12A $ 6,938 SLID 1055 Sunset Ranch IIB $ 1,507 SLID 1056 The Meadows Parcel 12b $ 6,938 SLID 1057 The Meadows ParcelL 9 $ 10,365 SLID 1058 Vistancia Parcel F3 - Phase 1 $ 1,056 SLID 1059 Vistancia Parcel F3 - Phase 2 $ 452 SLID 1060 Vistancia Parcel F4 Phase 1 $ 1,206 SLID 1061 Vistancia Parcel F4 Ph2 $ 150 SLID 1062 Vistancia Parcel F4 Phase 3 $ 603 SLID 1063 Vistancia Parcel F5 $ 1,357 SLID 1065 Vistancia Parcel F1 Phase 1 $ 1,206 SLID 1066 Vistancia North Phase 3 Parcel F1 P $ 797 SLID 1067 The Meadows Parcel 4A $ 7,541 SLID 1068 Sunset Ranch IIC $ 565 SLID 1069 Sunset Ranch IID $ 301 SLID 1070 Sunset Ranch IIE $ 1,056 SLID 1071 Umbria Estates $ 452 SLID 1072 Tierra Del Rio Parcel 1 $ 2,111 SLID 1073 Tierra Del Rio Parcel 13b $ 1,056 SLID 1074 Sunset Ranch IIF $ 670 SLID 1075 Tierra Del Rio Parcel 10B $ 1,357 SLID 1076 Tierra Del Rio Parcel 27 $ 9,955 SLID 1077 Terramar Parcel 10B $ 1,642 SLID 1078 The Meadows Parcel 4B $ 6,251 SLID 1079 Tierra Buena $ 1,275 SLID 1080 Tierra Del Rio Parcel 23 $ 9,537 SLID 1081 Sunset Ranch IIG $ 603 SLID 1082 Sunset Ranch IIH $ 603 SLID 1083 Tierra Buena II $ 612 SLID 1084 Tierra Del Rio Parcel 22 $ 4,524 SLID 1085 Peoria Village $ 1,817 SLID 1086 Vistancia Parcel A18 $ 1,056 SLID 1087 Vistancia Parcel A21/A22 $ 1,507 SLID 1088 Lizard Trails $ 753 SLID 1089 Tierra Del Rio Parcel 20A & 21A $ 5,639 SLID 1090 Tierra Del Rio Parcel 21B $ 1,292 SLID 1091 Sunrise Vista $ 1,292 SLID 1096 Sierra Ridge Estates $ 603 SLID 1097 Terramar Cove $ 2,375 SLID 1101 Tierra Del Rio Parcel 2 $ 904 SLID 1102 Tierra Del Rio Parcel 3A $ 4,333 SLID 1103 Tierra Del Rio Parcel 20b $ 3,421 SLID 1109 Sunset Ranch Parcel IIJ $ 3,318 SLID 1110 Trailside At Happy Valley Phase 1 $ 1,056 SLID 1111 Three Olive Park $ 6,457 SLID 1112 Trailside At Happy Valley Phase 2 $ 5,430 SLID 1114 The Meadows Parcel 2b $ 5,430 SLID 1115 Trailside At Happy Valley Phase 3 $ 1,221 SLID 1116 Trailside At Happy Valley Phase 4 $ 3,620 SLID 1123 The Meadows Parcel 1 & 3 Phase 1 $ 1,221 TOTAL $ 1,065,538 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 $ $ $ $ $ $ $ $ $ $ $ TOTAL $ 8,116 6,439 5,260 6,004 17,298 11,846 9,034 17,770 6,769 3,861 2,550 94,947 Schedule 13 - Sources and Uses GENERAL AND OTHER FUNDS SPECIAL REVENUE TRUST AND AGENCY CAPITAL PROJECTS DEBT SERVICE TOTAL Fund Balance 97,838,189 74,779,129 104,940,970 27,828,209 674 53,455,475 24,602,155 383,444,801 Total Fund Balance 97,838,189 74,779,129 104,940,970 27,828,209 674 53,455,475 24,602,155 383,444,801 Taxes 82,771,221 18,482,285 - - - - 18,147,602 119,401,108 Charges for Service 34,012,129 11,744,646 102,336,870 50,622,384 - - - 198,716,029 Fines & Forfeitures 1,611,855 115,000 - - - - - 1,726,855 Interest Income 1,095,000 911,578 1,621,432 432,800 200 219,000 110,000 4,390,010 Intergovernmental Revenue Licenses & Permits 46,925,425 18,407,363 - - 100 - - 65,332,888 4,576,294 - - - - - - 4,576,294 Miscellaneous Income 683,000 216,500 9,297,886 60,000 - 165,000 135,592 10,557,978 Rents 1,191,013 - 2,070,000 - - - - 3,261,013 - - 53,392,196 - - 7,417,090 - 60,809,286 Transfers In 9,666,827 5,815,538 4,688,268 4,567,386 21,000 - 7,585,554 32,344,573 Total Sources 182,532,764 55,692,910 173,406,652 55,682,570 21,300 7,801,090 25,978,748 501,116,034 Personal Services 120,876,065 6,323,385 17,145,762 9,777,929 21,000 - - 154,144,141 Contractual Services 46,373,927 18,124,602 45,615,610 35,049,284 - 777,282 45,000 145,985,705 Commodities 5,125,711 1,169,848 3,740,435 4,945,980 - - - 14,981,974 Capital Outlay 10,518,918 52,718,057 123,844,196 8,556,972 - 57,396,024 - 253,034,167 Debt Service - - 14,785,134 - - - 28,218,879 43,004,013 Contingency 41,850,000 7,550,000 6,225,000 1,825,000 - 700,000 700,000 58,850,000 Transfers Out 17,400,504 9,757,065 4,337,004 850,000 - - - 32,344,573 Total Uses 242,145,125 95,642,957 215,693,141 61,005,165 21,000 58,873,306 28,963,879 702,344,573 Estimated Balance 6/30/20 38,225,828 34,829,082 62,654,481 22,505,614 974 2,383,259 21,617,024 182,216,262 FUND NAME ENTERPRISE INTERNAL FUNDS SERVICES Fund Balance Sources Bond Proceeds Uses 478 479 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: 2019 2020 2020 2020 2020 2020 2020 2020 2020 2020 224,744,621 Budgeted Expenditures/Expenses 2020 85,885,892 28,963,879 61,256,565 0 0 0 7,588,090 213,000 53,455,475 21,828,616 102,600,248 21,974 0 21,000 0 0 300 674 21,000 21,000 $ 274,010,619 4,337,004 4,688,268 0 53,392,196 115,326,189 104,940,970 105,915,401 173,202,249 58,873,306 21,000 $ $ 660,055,103 660,055,103 2019 660,055,103 211,356,137 $ 82,660,779 850,000 4,567,386 0 0 51,115,184 27,828,209 51,032,683 53,513,041 0 32,344,573 32,344,573 0 60,980,286 385,372,753 17,903,602 4,514,821 383,444,801 424,888,855 660,055,103 Total All Funds $ $ 670,000,000 670,000,000 2020 670,000,000 60,155,165 670,000,000 852,216,263 0 0 Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). 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. EXPENDITURE LIMITATION COMPARISON Budgeted expenditures/expenses Add/subtract: estimated net reconciling items Budgeted expenditures/expenses adjusted for reconciling items Less: estimated exclusions Amount subject to the expenditure limitation EEC expenditure limitation 262,970,449 Total Financial Resources Available 2020 * ** *** 50,580,903 0 7,585,554 0 0 489,592 17,903,602 24,602,155 23,863,553 25,898,193 Capital Projects Enterprise Internal Service Fund Permanent Fund Funds Available Funds 0 120,714,974 9,757,065 5,815,538 0 0 49,877,372 74,779,129 54,525,393 93,071,256 Debt Service Fund Maintained Fund Balance for Financial Stability 17,400,504 9,666,827 0 0 168,351,116 4,514,821 97,838,189 167,702,209 211,749,116 Special Revenue Fund 0 E D D D D C B B E E General Fund FUNDS Future Capital Projects LESS: Amounts for Future Debt Retirement: Adopted/Adjusted Budgeted Expenditures/Expenses* 2019 Fiscal Year S c h Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2020 Schedule 15 - Auditor General Schedule B Tax Levy and Tax Rate Information Fiscal Year 2020 2019 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2020 5,648,804 $ 5,760,312 4,175,767 16,559,075 20,734,842 $ 4,514,821 17,903,602 22,418,423 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ $ 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected $ $ $ $ $ $ 3,966,978 208,788 4,175,766 15,731,121 827,954 16,559,075 20,734,841 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.2900 0.2900 (2) Secondary property tax rate 1.1500 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. 480 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2020 ESTIMATED REVENUES 2019 SOURCE OF REVENUES ACTUAL REVENUES* 2019 ESTIMATED REVENUES 2020 GENERAL FUND Local taxes General Half-Cent Sales Tax $ 54,802,370 22,353,392 Licenses and permits General $ 56,422,000 22,978,700 $ 56,261,400 21,995,000 3,676,567 4,714,996 4,576,294 Intergovernmental General Economic Development Reserve 43,958,218 44,029,976 46,925,425 Charges for services General Half-Cent Sales Tax 33,598,340 31,711,958 34,012,129 1,543,495 1,658,495 1,611,855 580,000 150,000 30,000 10,000 850,000 150,000 80,000 30,000 855,000 150,000 80,000 10,000 1,710,169 1,423,239 10,000 1,874,013 Fines and forfeits General Interest on investments General Half-Cent Sales Tax Economic Development Reserve Municipal Office Complex Reserve In-lieu property taxes Contributions Voluntary contributions Miscellaneous General Half-Cent Sales Tax Economic Development Reserve Total General Fund $ 162,412,551 $ 164,059,364 $ 168,351,116 * 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. 481 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2020 ESTIMATED REVENUES 2019 SOURCE OF REVENUES ACTUAL REVENUES* 2019 ESTIMATED REVENUES 2020 SPECIAL REVENUE FUNDS Streets Fund $ 14,925,119 $ 15,911,228 $ 16,189,765 $ 14,925,119 $ 15,911,228 $ 16,189,765 $ 737,725 $ 1,227,838 $ 809,000 $ 737,725 $ 1,227,838 $ 809,000 $ 793,205 105,299 $ 794,544 105,469 $ 1,065,538 94,947 $ 898,504 $ 900,013 $ 1,160,485 $ 13,163,288 $ 9,482,075 $ 11,434,463 $ 13,163,288 $ 9,482,075 $ 11,434,463 $ 7,066,739 $ 3,505,460 $ 6,817,859 $ 7,066,739 $ 3,505,460 $ 6,817,859 $ 13,618,300 $ 14,298,600 $ 13,465,800 $ 13,618,300 $ 14,298,600 $ 13,465,800 Total Special Revenue Funds $ 50,409,675 $ 45,325,214 $ 49,877,372 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. 482 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2020 ESTIMATED REVENUES 2019 SOURCE OF REVENUES ACTUAL REVENUES* 2019 ESTIMATED REVENUES 2020 DEBT SERVICE FUNDS Municipal District Authority Fund General Obligations Bonds Fund Improvement District Funds Sustainability Projects Fund $ 30,000 $ 130,000 $ 50,000 $ 30,000 $ 130,000 $ 50,000 $ 311,095 $ 308,207 $ 304,000 $ 311,095 $ 308,207 $ 304,000 $ $ 50,000 $ $ $ 50,000 $ $ 226,590 $ 209,369 $ 135,592 $ 226,590 $ 209,369 $ 135,592 Total Debt Service Funds $ 567,685 $ 697,576 $ 489,592 $ 28,000 $ 90,661 $ $ 28,000 $ 90,661 $ CAPITAL PROJECTS FUNDS General Obligation Bonds Funds Strategic Capital Projects Fund Streets Capital Project Fund $ $ $ $ $ $ $ 5,000 $ 13,137 $ 13,000 $ 5,000 $ 13,137 $ 13,000 $ 80,000 $ 1,226,597 $ 200,000 $ 80,000 $ 1,226,597 $ 200,000 Total Capital Projects Funds $ 113,000 $ 1,330,395 $ 213,000 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. 483 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2020 ESTIMATED REVENUES 2019 SOURCE OF REVENUES ACTUAL REVENUES* 2019 ESTIMATED REVENUES 2020 PERMANENT FUNDS Volunteer Firefighter's Pension Fund $ 500 $ 300 $ 300 $ 500 $ 300 $ 300 Total Permanent Funds $ 500 $ 300 $ 300 $ 47,892,470 210,996 5,654,984 $ 49,461,270 296,196 4,809,000 $ $ 53,758,450 $ 54,566,466 $ 53,673,906 308,689 7,463,052 5,800,131 67,245,778 Wastewater Fund $ Wastewater Replacement and Reserve Fund Wastewater Expansion and Improvement Districts 23,606,875 209,626 1,456,000 $ 24,399,575 294,626 1,271,300 $ 24,733,805 292,239 2,258,489 $ 25,272,501 $ 25,965,501 $ 27,284,533 $ 928,600 $ 941,500 $ 1,196,200 $ 928,600 $ 941,500 $ 1,196,200 $ 10,738,250 2,308,400 1,433,776 45,000 14,525,426 $ 10,781,350 2,185,232 1,433,576 70,000 14,470,158 $ 11,840,346 2,483,455 1,783,892 5,000 16,112,693 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 $ $ $ 3,242,000 375,839 $ 3,298,472 386,339 $ 3,135,000 351,985 $ 3,617,839 $ 3,684,811 $ 3,486,985 Total Enterprise Funds $ 98,102,816 $ 99,628,436 $ 115,326,189 * 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. 484 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2020 ESTIMATED REVENUES 2019 SOURCE OF REVENUES ACTUAL REVENUES* 2019 ESTIMATED REVENUES 2020 INTERNAL SERVICE FUNDS Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve $ 5,357,182 1,993,201 398,717 $ 5,356,182 2,045,652 425,830 $ 5,952,582 2,268,548 417,729 $ 7,749,100 $ 7,827,664 $ 8,638,859 $ 2,682,064 2,070,361 17,883,800 $ 2,833,989 2,130,361 18,314,000 $ 2,648,437 2,388,721 20,377,578 $ 22,636,225 $ 23,278,350 $ 25,414,736 $ 6,108,240 $ 6,109,740 $ 6,858,440 $ 6,108,240 $ 6,109,740 $ 6,858,440 $ 9,394,018 760,010 $ 9,423,157 793,831 $ 9,418,000 785,149 $ 10,154,028 $ 10,216,988 $ 10,203,149 Total Internal Service Funds $ 46,647,593 $ 47,432,742 $ 51,115,184 TOTAL ALL FUNDS $ 358,253,820 $ 358,474,027 $ 385,372,753 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. 485 Schedule 17 - Auditor General Schedule D Other Financing Sources/(Uses) and Interfund Transfers Fiscal Year 2020 OTHER FINANCING 2020 SOURCES (USES) FUND GENERAL FUND General Fund Half Cent Sales Tax Fund Municipal Office Complex Reserve $ $ INTERFUND TRANSFERS 2020 IN (OUT) $ 8,416,827 $ 3,658,842 13,741,662 1,250,000 Total General Fund $ 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 $ $ 9,666,827 $ 17,400,504 $ $ 2,065,538 3,750,000 $ 108,490 8,262,978 1,065,538 94,947 225,112 Total Special Revenue Funds $ $ $ 5,815,538 $ $ $ $ 3,187,751 429,100 3,968,703 $ Total Debt Service Funds $ $ $ 7,585,554 $ $ $ $ $ $ $ $ $ $ 21,000 $ Total Permanent Funds $ $ $ 21,000 $ $ $ 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 $ 171,000 Total Capital Projects Funds $ PERMANENT FUNDS Firemen's Pension Trust 7,417,090 9,757,065 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 Storm Water Drainage System Fund Commercial Solid Waste Fund Solid Waste Equipment Reserve Residential Solid Waste Fund Total Enterprise Funds $ 7,588,090 53,392,196 $ 2,000,000 2,578,268 353,025 110,000 2,940,458 699,825 343,696 53,392,196 486 $ $ 4,688,268 $ 4,337,004 Schedule 17 - Auditor General Schedule D Other Financing Sources/(Uses) and Interfund Transfers Fiscal Year 2020 OTHER FINANCING 2020 SOURCES (USES) FUND 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 $ $ $ $ 100,000 1,134,452 104,500 750,000 1,298,336 862,098 418,000 Total Internal Service Funds $ TOTAL ALL FUNDS $ INTERFUND TRANSFERS 2020 IN (OUT) 60,980,286 487 750,000 $ $ 4,567,386 $ 850,000 $ $ 32,344,573 $ 32,344,573 Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2020 FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2019 GENERAL FUND City Attorney $ City Clerk Development and Engineering Economic Development Services Finance Finance Utilities Fire-Medical Human Resources Leadership and Management Mayor and Council Municipal Court Neighborhood & Human Services Non-Departmental Office of Communications Parks, Recreation & Community Fac Planning and Community Developme Police Public Works Non-Departmental-Other Economic Development Services - H Non-Departmental - Other Reserves Total General Fund $ 3,369,069 1,162,564 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 10,841,834 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 SPECIAL REVENUE FUNDS Streets-Development and Engine $ 1,419,507 Streets-Public Works 26,787,833 Transportation Sales Tax Fund-Non33,899,637 Development Fee Funds-Non-Depar 22,517,259 Home and Housing Grants-NHS 349,993 Transit-Public Works 5,065,753 Attorney Grants-City Attorney 18,275 Attorney Grants-Police Public Safety Grants-Fire-Medical Public Safety Grants-Police 771,007 Other Grants-PRCF Other Grants-Human Resources 8,000 Other Grants-Municipal Court 177,254 Other Grants-NHS 4,088,687 Other Grants-Non-Departmental 3,000,000 Other Grants-Water Services Other Grants-Public Works Community Service Grants-Community Services EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2019 $ 72,309 $ (100) (32,115) (100) (104,893) $ (200) $ (3,555,292) (4,543,270) 3,249,807 18,134 441,564 1,414,807 22,375,509 12,890,234 8,812,821 166,830 5,126,621 18,275 $ 105,734 1,164,964 107,313 120,848 1,214,560 18,430 8,000 172,244 2,177,533 (777,317) 7,524,175 (200) 679,400 87,900 164,387 (634,286) (1,147,679) (32,296) 7,427,410 $ $ BUDGETED EXPENDITURES/ EXPENSES 2020 3,407,272 1,009,604 7,945,762 1,455,093 5,664,033 5,494,577 37,596,366 3,526,283 3,863,399 795,128 2,125,190 9,826,117 5,593,403 1,526,256 18,274,009 1,822,485 49,604,749 651,393 7,146,543 95,536 279,011 167,702,209 1,193,768 114,685 319,772 $ ACTUAL EXPENDITURES/ EXPENSES* 2019 (25,882) (2,003,502) 8,681 $ 3,504,728 968,293 8,386,790 1,810,082 5,698,545 5,675,407 38,298,170 3,737,998 3,915,921 813,602 2,236,090 10,842,810 31,971,834 1,786,396 21,259,100 2,091,958 50,861,583 679,867 23,713,386 3,739,851 2,752,210 224,744,621 1,408,505 21,485,440 25,826,055 23,427,901 501,627 5,352,291 17,400 600,897 3,000 406,951 3,855,825 3,000,000 8,681 Total Special Revenue Funds $ 98,103,205 $ (5,031,949) $ 54,525,393 $ 85,885,892 DEBT SERVICE FUNDS General Obligation Bonds-Non-D $ MDA Bonds-Non-Departmental Improvement Districts-Non-Departmental 17,559,516 8,443,677 $ (105,000) $ 16,338,251 7,525,302 $ 20,459,062 8,504,817 26,003,193 $ (105,000) $ 23,863,553 $ 28,963,879 Total Debt Service Funds $ 488 Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2020 CAPITAL PROJECTS FUNDS General Obligation Bonds $ General Obligation Bonds-Non-Depa MDA Bonds-Non-Departmental Capital Projects - Streets/Economic Outside Source Fund-Non-Departme Total Capital Projects Funds $ $ $ $ (4,846,735) 889,219 (656,784) 1,258,493 (3,355,807) $ 8,851,022 1,832,181 4,113,941 7,031,472 21,828,616 $ 15,600,898 9,536,400 58,873,306 21,000 $ $ 21,000 $ 21,000 21,000 $ $ 21,000 $ 21,000 60,449,323 1,085,972 328,000 22,961,573 $ $ 46,985,845 1,035,972 178,000 7,893,065 $ 77,509 22,833,756 96,000 1,030,877 11,375,187 2,449,782 1,713,154 69,016,574 1,239,619 588,000 17,635,558 5,800,131 53,392,196 37,784,552 219,500 2,214,076 12,792,862 2,683,535 1,153,500 4,035,000 5,582,770 628,484 925,270 5,557,764 353,000 46,177,819 25,942,962 16,486,744 17,348,530 105,956,055 $ Total Permanent Funds $ PERMANENT FUNDS Fireman's Pension-Fire-Medical ENTERPRISE FUNDS Water-Water Services $ Water Replacement & Reserves-Pub Water Replacement & Reserves-Wa Water Expansion-Water Services Water Bonds-Non-Departmental Water Bonds-Water Services Wastewater-Water Services Wastewater Replacement & Reserve Wastewater Expansion-Water Servic Residential Solid Waste-Public Work Commercial Solid Waste-Public Wor Solid Waste Reserves-Public Works Solid Waste Reserves-Utilities Solid Waste Expansion-Public Work Sports Complex Operations/Mainten Sports Complex Equipment Reserve 2,744,873 (1,573,962) 29,759,610 30,369,280 221,000 3,809,823 11,676,107 2,552,366 1,788,154 (1,225,609) 485,396 1,035,000 5,685,795 550,750 1,000,000 (60,101) 154,673 (592,270) (920) (2,584) Total Enterprise Funds $ 172,272,753 $ 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 Information Technology Reserve-Info Information Technology Projects-Info 5,262,372 3,317,604 4,613,110 21,233,810 6,269,637 10,447,719 1,279,202 898,634 $ Total Internal Service Funds $ TOTAL ALL FUNDS $ 53,322,088 660,000,000 $ $ 929,496 7,417,090 26,318,918 $ 105,915,401 $ 211,356,137 $ 5,212,372 2,593,499 2,613,110 21,696,807 6,249,237 10,560,104 1,314,340 793,214 $ 5,946,318 6,374,112 3,094,207 23,884,898 6,848,883 10,744,059 2,844,688 418,000 $ $ 51,032,683 424,888,855 $ $ 60,155,165 670,000,000 80,895 (400) 178,385 37,493 (105,420) 190,953 55,103 $ * 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. 489 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2020 DEPARTMENT/FUND City Attorney General Fund Attorney Grants Insurance Reserve ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2019 2019 2019 2020 $ 3,369,069 18,275 4,613,110 $ 72,309 $ 3,407,272 18,275 2,613,110 $ 3,504,728 17,400 3,094,207 Department Total $ 8,000,454 $ 72,309 $ 6,038,657 $ 6,616,335 $ 1,162,564 $ (100) $ 1,009,604 $ 968,293 Department Total $ 1,162,564 $ (100) $ 1,009,604 $ 968,293 List Department: Development and Engineering General Fund $ Streets 7,990,720 1,419,507 $ (32,115) $ (200) 7,945,762 1,414,807 $ 8,386,790 1,408,505 Department Total $ 9,410,227 $ (32,315) $ 9,360,569 $ 9,795,295 List Department: Economic Development Services $ General Fund Other Reserve Funds 1,564,038 5,179,226 $ (100) $ (1,147,679) 1,455,093 95,536 $ 1,810,082 3,739,851 Department Total $ 6,743,264 $ (1,147,779) $ 1,550,629 $ 5,549,933 $ 5,669,359 $ (104,893) $ 5,664,033 $ 5,698,545 Department Total $ 5,669,359 $ (104,893) $ 5,664,033 $ 5,698,545 $ 5,590,927 $ $ 5,494,577 $ 5,675,407 Department Total $ 5,590,927 $ $ 5,494,577 $ 5,675,407 36,402,598 $ $ 37,596,366 120,848 21,000 $ 38,298,170 List Department: City Clerk General Fund List Department: Finance General Fund List Department: Finance Utilities General Fund List Department: Fire-Medical General Fund Public Safety Grants Fireman's Pension $ 1,193,768 105,734 21,000 Department Total $ 21,000 36,423,598 $ 1,299,502 $ 37,738,214 $ 38,319,170 $ 3,511,978 8,000 21,233,810 $ 114,685 $ 3,526,283 8,000 21,696,807 $ 3,737,998 3,000 23,884,898 Department Total $ 24,753,788 $ 114,685 $ 25,231,090 $ 27,625,896 List Department: Information Technology Information Technology $ Information Technology Reserve Information Technology Projects 10,447,719 1,279,202 898,634 $ 178,385 $ 37,493 (105,420) 10,560,104 1,314,340 793,214 $ 10,744,059 2,844,688 418,000 Department Total $ 12,625,555 $ 110,458 $ 12,667,658 $ 14,006,747 $ 3,892,099 $ 319,772 $ 3,863,399 $ 3,915,921 Department Total $ 3,892,099 $ 319,772 $ 3,863,399 $ 3,915,921 $ 797,530 $ $ 795,128 $ 813,602 Department Total $ 797,530 $ $ 795,128 $ 813,602 $ 2,125,190 177,254 $ $ 2,125,190 172,244 $ 2,236,090 406,951 Department Total $ 2,302,444 $ $ 2,297,434 $ 2,643,041 List Department: Human Resources General Fund Other Grants Insurance Reserve List Department: Leadership and Management General Fund List Department: Mayor and Council General Fund List Department: Municipal Court General Fund Other Grants 490 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2020 List Department: Neighborhood & Human Services General Fund $ Other Grants 10,841,834 4,438,680 $ (777,317) $ (7,748) 9,826,117 2,344,363 $ 10,842,810 4,357,452 Department Total $ 15,280,514 $ (785,065) $ 12,170,480 $ 15,200,262 30,588,651 14,019,119 1,442,509 33,899,637 22,517,259 3,000,000 $ 7,524,175 $ (634,286) (32,296) (4,543,270) 3,249,807 (2,003,502) 5,593,403 7,146,543 279,011 12,890,234 8,812,821 $ (4,846,735) 889,219 (656,784) 1,258,493 (105,000) 8,851,022 1,832,181 4,113,941 7,031,472 16,338,251 7,525,302 31,971,834 23,713,386 2,752,210 25,826,055 23,427,901 3,000,000 5,800,131 33,736,008 List Department: Non-Departmental General Fund $ Half Cent Sales Tax Fund Other Reserve Funds Transportation Sales Tax Fund Development Fee Funds Other Grants Water Bonds General Obligation Bonds MDA Bonds Capital Projects - Streets/Econom Outside Source Fund General Obligation Bonds Other Bonds Improvement Districts Department Total $ 46,177,819 25,942,962 16,486,744 17,348,530 17,559,516 8,443,677 237,426,423 $ $ 1,585,670 Department Total $ 1,585,670 List Department: Office of Communications General Fund $ 80,414,181 $ 204,328,702 $ (200) $ 1,526,256 $ 1,786,396 $ (200) $ 1,526,256 $ 1,786,396 $ 679,400 $ (60,101) 154,673 107,313 18,274,009 5,582,770 628,484 18,430 $ 21,259,100 5,557,764 353,000 23,835,822 $ 881,285 $ 24,503,693 $ 27,169,864 1,965,532 $ 87,900 $ 1,822,485 $ 2,091,958 1,965,532 $ 87,900 $ 1,822,485 $ 2,091,958 48,372,423 $ 164,387 $ 49,604,749 $ 50,861,583 List Department: Parks, Recreation & Community Facilities General Fund $ 17,599,277 Sports Complex Operations/Main 5,685,795 Sports Complex Equipment Rese 550,750 Other Grants Department Total $ List Department: Planning and Community Development General Fund $ Department Total $ List Department: Police General Fund Attorney Grants Public Safety Grants $ 771,007 1,164,964 Department Total $ 49,143,430 $ List Department: 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 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 $ Department Total $ 65,492,191 Water Services Other Grants $ Water Water Replacement & Reserves Water Expansion Water Bonds Wastewater Wastewater Replacement & Rese Wastewater Expansion Solid Waste Reserves Department Total $ Grand Total $ 99,821 15,600,898 9,536,400 20,459,062 8,504,817 1,329,351 600,897 $ 50,819,309 $ 51,462,480 $ $ 80,895 (400) 651,393 22,375,509 5,126,621 1,035,972 11,375,187 2,449,782 1,713,154 4,035,000 5,212,372 2,593,499 6,249,237 679,867 21,485,440 5,352,291 1,239,619 12,792,862 2,683,535 1,153,500 925,270 5,946,318 6,374,112 6,848,883 $ (2,036,737) $ 62,817,726 $ 65,481,697 $ 8,681 2,744,873 $ (592,270) 8,681 46,985,845 178,000 7,893,065 77,509 22,833,756 96,000 1,030,877 (152,891) $ 55,103 $ 79,103,733 424,888,855 $ $ (3,555,292) 441,564 (920) (2,584) 1,000,000 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 1,214,560 $ (1,573,962) (1,225,609) 485,396 $ $ 69,016,574 588,000 17,635,558 53,392,196 37,784,552 219,500 2,214,076 180,850,456 670,000,000 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 491 492 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 DEBT SERVICE FUNDS SPECIAL REVENUE FUNDS Streets Community Development Block Gran Transit Adult Day Program Victims of Crime Act Municipal Court Enhancement Fd Total Special Revenue Funds GENERAL FUND FUND 182 19 64 35 7 54 4 46 1 10 7 1 1 65 $ $ $ $ $ $ $ $ $ $ $ 11,729,619 1,526,490 4,562,413 2,269,790 368,048 2,766,228 236,650 2,943,584 84,145 525,651 397,970 41,167 121,224 4,113,741 79,088,089 2020 2020 933 Employee Salaries and Hourly Costs Full-Time Equivalent (FTE) $ $ $ $ $ $ $ $ $ $ $ 1,499,198 176,736 596,358 290,334 47,373 357,214 31,183 508,892 381,698 11,449 69,688 40,682 5,375 19,293,264 2020 Retirement Costs $ $ $ $ $ $ $ $ $ $ $ 2,619,250 235,034 925,172 526,494 114,472 752,771 65,307 710,065 11,658 93,157 79,998 13,105 31,390 939,373 13,898,704 2020 Healthcare Costs Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2020 $ $ $ $ $ $ $ $ $ $ $ 1,262,695 137,294 462,248 249,288 50,225 338,184 25,456 350,991 6,580 55,453 34,295 5,069 9,353 461,741 7,740,256 2020 Other Benefit Costs $ $ $ $ $ $ $ $ $ $ $ 17,110,762 2,075,554 6,546,191 3,335,906 580,118 4,214,397 358,596 4,386,338 113,832 743,949 552,945 64,716 161,967 6,023,747 120,020,313 2020 Total Estimated Personnel Compensation 493 98 1,278 TOTAL ALL FUNDS 14 2 38 43 1 $ $ $ 101,892,999 6,961,550 839,957 128,322 2,157,015 3,780,140 56,116 2020 2020 Total Internal Service Fund INTERNAL SERVICE FUND Fleet Maintenance Insurance Reserve Public Works-Facilities Informatin Technology Percent for the Arts FUND Employee Salaries and Hourly Costs Full-Time Equivalent (FTE) $ $ $ 22,199,713 898,359 106,319 16,318 279,074 489,463 7,185 2020 Retirement Costs $ $ $ 18,770,119 1,312,792 184,972 21,108 512,418 586,888 7,406 2020 Healthcare Costs Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2020 $ $ $ 10,084,959 620,267 88,378 9,898 216,055 301,604 4,332 2020 Other Benefit Costs $ $ $ 152,947,790 9,792,968 1,219,626 175,646 3,164,562 5,158,095 75,039 2020 Total Estimated Personnel Compensation 494 Appendix 495 City of Peoria FY 2020 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. AUDIT: A formal examination, correction, and official endorsing of financial accounts undertaken annually by an accountant. 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 496 continuing (recurring) uses, postpone expenditures, or use external borrowing for operational requirements. 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 2020 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. 497 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 $5,000, 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 2020 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. 498 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. MAJOR FUND: Any fund whose revenues or expenditures, excluding other financing resources and uses, constitute more than 10 percent of the revenues or expenditures of the appropriated budget. 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. The expenses OPERATIONAL IMPACTS: associated to a project that will continue on an ongoing basis after the project is complete. City of Peoria FY 2020 Annual Program Budget Appendix PAY AS YOU GO CAPITAL FUNDING: Funding of a capital project with existing cash reserves or with revenues that will be recognized the same year as the project is undertaken. 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. PRINCIPLES OF SOUND FINANCIAL MANAGEMENT: A Peoria City Council-adopted document establishing strong financial principles and guidelines for the City’s overall fiscal planning and management. These policies support the continued financial strength and stability of the City of Peoria as reflected in its financial goals. 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. 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: Primary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the everyday operations and maintenance. Secondary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the repayment of its General Obligation Bond indebtedness. 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. 499 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. 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 bench-marks 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. TRANSFER: An interfund transaction, whereby one fund makes a contribution or donation to another fund for various purposes. USER CHARGES: The fee charged for the direct receipt of a public service to the party or parties who benefit from the service. 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. City of Peoria FY 2020 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 500 City of Peoria FY 2020 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 2020 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. Peter Christensen, Budget Manager, guided the budget process by managing assignments, maintaining complex systems, helping with financial analysis and forecasting efforts and spearheading the City’s substantial Capital Improvement Program. Ben Beutler, Budget Coordinator, served as the budget lead on the utility rate analysis and performed key research and analysis on policy issues and legislative review. Dawn Jenkins, Senior Budget Analyst, served as the operating budget lead, offering department support and undertaking several important projects. Mindy Russell, Budget Assistant, has been the linchpin that keeps us all together, providing departmental budget support, and developing an outstanding budget document. A big thanks goes to our partners in Finance, especially Sonia Andrews, Chief Financial Officer, and Sean Kindell, Deputy Director of Finance, for assisting in the utility rate models and adoption and for their leadership on issues impacting the city’s overall finances. 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 501 502 City of Peoria FINANCE AND BUDGET DEPARTMENT 8401 West Monroe Street Peoria, Arizona 85345 www.peoriaaz.gov