City of Peoria, Arizona FY2021 Annual Program Budget City of Peoria Annual Program Budget Fiscal Year 2021 Total Fiscal Year 2021 Budget $665,000,000 Operations $313,261,411 General Funds Special Revenue $168,711,015 Contingency $75,750,000 $23,950,267 Enterprise Funds $66,319,136 Internal Service Funds $54,199,993 Debt, Trust & Agency Funds $81,000 General Fund Streets Water $165,864,559 $11,154,696 $28,152,869 Fleet Maintenance $6,068,837 Fireman’s Pension $21,000 General Funds $59,550,000 Half Cent Wastewater $2,846,456 Transp. Sales Tax Funds $174,696 $12,532,997 Fleet Reserve $3,189,208 Capital Bonds $0 Special Revenue $8,250,000 Other Reserve $0 Development Fees $3,538,600 Solid Waste Residential $12,549,021 Insurance Reserve $26,210,609 Capital Projects $15,000 Enterprise Fund $5,175,000 Home & Housing Grants Solid Waste Commercial $2,412,966 Facilities Maintenance $6,843,785 Debt Service $45,000 Internal Service Funds $1,950,000 Transit $5,275,433 Stadium Ops. & Maint. $5,450,397 IT Operations $11,178,381 Attorney Grants $17,400 Enterprise Reserves $5,023,129 IT Reserve $606,173 Public Safety Grants $779,859 Enterprise Expansion $197,757 IT Project $103,000 $526,948 Other Grants $1,862,129 Community Serv. Grants $620,506 4 Capital Projects $600,000 Debt Service Funds $225,000 Capital Projects $233,737,024 Long-Term Debt $42,251,565 $14,797,463 Special Revenue Funds $43,224,112 Enterprise Funds $129,929,410 Capital Project Funds $44,520,039 Internal Service Funds $1,266,000 General Funds Half Cent Wastewater General Fund Streets Water GO Bonds IT Reserve $0 $7,385,823 $5,516,083 $8,795,535 $25,169,230 $30,143,420 $1,266,000 Water Half Cent Sales Tax Fund $2,707,820 Transp. Sales Tax Funds $18,872,801 Water Expansion $14,168,150 MDA Bonds $8,978,640 Debt Service GO Bonds $18,345,932 Development Fee Funds $0 MDA Bonds $0 Other Reserve Funds $6,573,560 Development Fee Funds $15,282,756 Wastewater Streets/ED $8,738,477 $10,888,931 Improvement Districts $0 Other Bonds $7,541,170 Transit $0 Wastewater Expansion $7,277,425 Outside Source Fund $3,487,688 Other Grants Water Bonds $273,020 $67,517,698 Wastewater Bonds $6,589,530 Sports Complex Equip. Reserve $151,500 Residential Solid Waste $252,584 Commercial Solid Waste $64,816 5 $0 City of Peoria FY 2021 Annual Program Budget Table of Contents Table of Contents Financial Organization Chart 4 Table of Contents 6 Document Guide 11 City Manager Budget Message 15 Introduction Key City Leaders 23 Core Values 24 Council District Map 25 Organizational Chart 26 Introduction 27 Statistical Data 41 Distinguished Budget Presentation Award 46 Budget Summary Budget Process Overview 51 Budget Methodology 52 Budget Review 52 Budget Adoption 53 State Law 53 Budget Amendment Policy 53 Budget Basis 54 Performance Management 54 Budget Summary 55 Financial Reserves 56 Fund Balance Analysis 57 Operating Budget 60 Staffing Summary 60 6 City of Peoria FY 2021 Annual Program Budget Table of Contents Department Summary 60 Operating Budget History 62 Grant Funds 63 Internal Service Funds 64 Debt Service 65 Debt Management 67 Financial Planning Financial Policies 71 Fund Balance Objectives 71 Fiscal Planning 73 Capital Improvements 73 Control Measures and Compliance 74 Debt Management Policy 74 Long-Range Forecast 357 5 Economic Outlook 75 Financial Projection 76 Operational Impacts of Capital Plan 76 Forecasts of Major Operating Funds 77 Revenue Summary Revenue Summary 83 City Sales Tax Revenue 85 Property Tax Revenue 86 State-Shared Revenue 87 Highway User Revenue (HURF) 88 License and Permit Revenue 89 Water Utility Revenue 90 Wastewater Utility Revenue 91 Solid Waste Fund Revenue 92 7 City of Peoria FY 2021 Annual Program Budget Table of Contents Programs Why Measure Performance? 95 Transparency and Accountability 95 Efficient Allocation of Resources 96 Continuous Service Improvement 96 Strategic Approach 96 Organizational Priorities 96 Council Livability Initiatives 96 Organizational Strategic Plan 97 Department Plans 97 Cascading Measures 97 Departments: City Attorney 99 City Clerk 103 Development and Engineering 106 Economic Development Services 115 Finance & Budget Department 119 Fire-Medical Department 126 Human Resources 132 Information Technology 136 Leadership and Management 141 Mayor and Council Office 146 Municipal Court 148 Neighborhood and Human Services 151 Office of Communications 167 Parks, Recreation and Community Development 171 Planning and Community Development 186 Police Department 190 Public Works 197 Water Services 205 8 City of Peoria FY 2021 Annual Program Budget Table of Contents Capital Improvement Program Introduction 221 Financial Policies 222 CIP Development Process 223 Project Programming 225 Operating Budget Impact 227 Financing the CIP 229 CIP Summary by Funding Source 237 Drainage 239 Economic Development 252 Operational Facilities 260 Parks and Recreation 285 Public Safety 309 Streets and Traffic Control 358 Wastewater 373 Water Schedules Schedule Descriptions 401 Schedule 1 – All Funds Summary 402 Schedule 2 – All Funds Revenue 404 Schedule 3 – All Funds Operating Expenditures 418 Schedule 4 – Transfers 429 Schedule 5 – Tax Levy and Tax Rate Information 430 Schedule 6 – Personnel Summary by Department 431 Schedule 7 – Authorized Personnel by Department 432 Schedule 8 – Debt Service 452 Schedule 9 – Summary of Operating Capital 453 Schedule 10 – Capital Improvement Budget 457 Schedule 11 – Summary of Supplementals 475 Schedule 12 – Summary of Improvement District Revenues 482 Schedule 13 – Sources and Uses 483 Schedule 14 – State of AZ Auditor General Schedule A 484 Schedule 15 – State of AZ Auditor General Schedule B 485 9 City of Peoria FY 2021 Annual Program Budget Table of Contents Schedule 16 – State of AZ Auditor General Schedule C 486 Schedule 17 – State of AZ Auditor General Schedule D 491 Schedule 18 - State of AZ Auditor General Schedule E 492 Schedule 19 - State of AZ Auditor General Schedule F 496 Schedule 20 – State of AZ Auditor General Schedule G Appendix Budget Adoption Resolution 499 Glossary of Terms 501 Acronyms 505 Acknowledgements 506 10 City of Peoria FY 2021 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. 11 City of Peoria FY 2021 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 12 Budget Message 13 Budget Message 14 City of Peoria FY 2021 Annual Program Budget City Manager Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2021 Mayor Carlat and Members of the Peoria City Council, I am pleased to provide you with a proposed FY 2021 Annual Budget and 10‐Year Capital Improvement Program for the City of Peoria. This spending plan is very different from the one we were contemplating just a month earlier, and may require further adjustments down the road. Although we find ourselves in the midst of global economic uncertainty, you can rest assured that our financial foundation is strong and we will get through this as we always have. The proposed budget totals $665 million, which represents a 0.75 percent decrease from the prior year. The budget for the general fund, the city’s primary operating fund, is $165.8 million – a 1.19 percent increase. The $233.7 million capital budget for FY 2021 represents an 8.86 percent decrease over the FY 2020 plan, while the 10-year capital improvement program totals $783.2 million, a 7.82 percent increase from last year’s program. COVID-19 AND OUR NEW REALITY While we were putting together the FY 2021 budget before the onset of Covid-19, local and national economic indicators were overwhelmingly positive. The U.S. economy had added 225,000 jobs in January, and the unemployment rate was 3.6 percent. The Dow Jones Industrial Average was steadily gaining value and peaked above 29,000 mid-February. Personal and household incomes were steadily increasing. The U.S. was enjoying its longest economic expansion in history. Here in Arizona, the outlook was even more positive. Arizona ranked third in overall economic momentum, third in personal income growth, fourth in population growth, and fifth in employment growth, according to the Joint Legislative Budget Committee. State general fund revenues were up 10.2 percent through December. Housing permits were also up considerably from the previous year, resulting in strong gains in construction employment. All of this economic momentum was trickling down to Peoria, and we were anticipating another strong year in FY 2021. Then came Covid-19. When the calendar turned to 2020, most of us had not even heard of the novel coronavirus that causes Covid-19 disease. By late February, however, fears about Covid-19 led to the largest oneweek declines in stock markets worldwide since the 2008 financial crisis. President Trump officially declared a national emergency on March 13. Not long thereafter, government- and selfimposed social distancing measures effectively shut down large swaths of the global economy, leading to tens of millions of job losses in the U.S. in a matter of just a couple of weeks. By then it was painfully obvious that we were confronting a new reality characterized by unprecedented economic uncertainty. As a result, we made the decision to propose a “baseline” 15 City of Peoria FY 2021 Annual Program Budget City Manager Budget Message budget for FY 2021 that reverted back, with some exceptions, to the ongoing spending levels of FY 2020. This strategy included the elimination of all new positions contemplated for FY 2021. The supplemental requests ultimately retained in the budget fall into one of five categories: (1) state or federal mandate, (2) needed to maintain existing service levels, (3) needed to maintain or replace existing assets, (4) generate new revenues to offset new costs, and (5) retain long-term contract positions We know the impact of the current economic contraction on city revenues will be significant—at least in the short term—but we do not know how significant. We will not have useful data on our sales tax revenues until May when March collections are reported. Even then, those numbers will reflect only a partial month of economic damage, since the orders to limit restaurant service and close bars, theaters, and gyms did not come until the latter part of March. We will not have sales tax data for April—the first full month of economic damage—until June. The budget we are proposing assumes steep revenue losses for the last quarter of FY 2020 and into FY 2021. This assumption amounts to a 2.28 percent decrease in overall general fund revenues for FY 2020 compared to the previous year. For FY 2021, the decrease is even more significant—an additional 4.86 percent in overall general fund revenues. Some revenues will be impacted more quickly and more profoundly than others. For example, we are forecasting a 15 percent decline in sales tax revenues for FY 2021, while property tax and urban revenue sharing (income tax) are going up. These numbers are imperfect estimates based on a complete lack of useful data. We do not recommend taking any specific action based on these numbers. However, it is imperative that we begin to control spending in the event that the impact on our revenues is even more severe than we are forecasting. We have already taken several measures to this end. In addition to removing all new positions and many other supplemental requests from the proposed budget, we have frozen discretionary travel, required city manager approval to fill vacant positions, and instructed department directors to carefully scrutinize spending requests in their areas. We will be working with you in the coming weeks to determine the best approach to employee compensation in FY 2021. We will continue to closely monitor developments in the national and local economies and assess their impacts on the city’s financial position. As an organization, we are prepared to take any measures that may be needed to ensure Peoria’s long-term financial sustainability. 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. 16 City of Peoria FY 2021 Annual Program Budget City Manager Budget Message Our fund reserves give us the flexibility we need to continue to provide services to the community in the event of a sudden loss of revenue such as we are sure to experience in the coming months. It remains to be seen whether and to what extent we may need to tap into these reserves to address the current economic situation. We will only use reserves as a last resort because doing so would not solve any structural deficit, would instantly deplete reserves carefully accumulated over many years, and would require a plan to restore the reserves. We are fortunate to have cash balances over and above our required reserves in most of our major operating funds that can also be used to help bridge any short-term deficits. 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: Superior Public Safety Smart Growth Economic Prosperity Arts, Culture, and Recreational Enrichment Integrated Transportation Healthy Neighborhoods Superior Public Service Over the past few months, staff has briefed the City Council on significant policy issues that advance these initiatives. These briefings included discussions on public safety, neighborhood and human services, parks and recreation, utility services and rates, economic development initiatives, and overall financial and economic conditions. Each year, as part of the city’s strategic budgeting approach, department directors challenge their employees to evaluate their operations and identify opportunities for addressing community needs. 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 2021 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 17 City of Peoria FY 2021 Annual Program Budget City Manager Budget Message opportunities and the quality of life for our citizens and visitors. Lastly, the budget includes resources to further the economic development opportunities and initiatives approved by Council in the adopted Economic Development Implementation Strategy II (EDIS II). TAXES, RATES AND USER FEES The budget as submitted limits the financial burden placed on our residents through rates and fees. The FY 2021 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 2021 budget includes a utility rate adjustment at 1.6 percent for the average residential user of water and wastewater services. Additionally, the budget includes a 25-cent increase to the stormwater fee and a 6 percent increase to 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 2.73 percent for FY 2021. 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 2021, no user fee changes are included with this budget. The analysis of the recreation fee structure and full cost of service is underway and the results will be presented to City Council during the fiscal year. 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 2021 budget provides the financial resources necessary to meet these expectations. Superior Public Safety. Superior public safety is an indispensable component of Peoria’s overall quality of life. This budget underscores the city’s ongoing commitment to this critical local responsibility. We continue to invest in new technologies to enable the Police Department to achieve its mission to preserve life and property. Examples include upgraded computers for patrol vehicles, mobile phones for patrol officers, crime analytic software replacement, and electronic forensic equipment. Additionally, new vehicles and equipment for our patrol division will assist in the implementation of a fourth squad during higher call volume times and to help the organization continue its emphasis on community based policing. The Fire-Medical Department is enhancing its training efforts with new EMS training equipment and arson training. The capital program includes several projects to expand, rehabilitate, or otherwise improve fire stations. Economic Prosperity. 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 continue our economic development strategy and enhance marketing efforts to attract and retain businesses in Peoria. Healthy Neighborhoods. The budget includes a number of neighborhood-focused initiatives. Funding continues for the successful neighborhood grant program, which offers financial support to neighborhoods seeking to design and complete various projects in their neighborhoods. The 18 City of Peoria FY 2021 Annual Program Budget City Manager Budget Message continuation of a cooperative agreement in the West Valley is included 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. Integrated Transportation. As always, a robust capital program for streets and traffic signals provides funding to continue developing and maintaining Peoria’s roadway network. In the transit area, we are replacing the call center phone system as well as two 10-passenger Dial-ARide buses. The replacement buses are funded by the Federal Transit Administration and regional transit funds. Arts, Cultural & Recreational Enrichment. Peoria has long boasted premier recreation programs and facilities, special events, and arts and cultural programs. The city also has a long history of providing family-friendly and culturally diverse events. The FY 2021 budget includes funding to continue these programs and events throughout the community, though some events may need to be cancelled or postponed if the coronavirus pandemic persists. 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. Superior Public Services. Peoria residents and businesses expect that clean water will flow whenever they turn the faucet, that their trash and recycling will be picked up on time, and that their concerns will be addressed in a responsive, professional manner. The proposed budget continues to provide the resources needed to consistently exceed our customers’ expectations. Funding for street striping equipment for better road visibility, a street sweeper for keeping the road surfaces clean, and wayfinding signage on city trails supports Peoria’s focus on services that citizens use every day. Smart Growth. One of the most important considerations of a growing city like Peoria is an assured water supply. This budget keeps pace with the increasing costs of water purchases and supports continued efforts to encourage the most efficient use of this precious resource. We continue to support requests for contract inspectors to ensure that construction in the city complies with all national and local standards. Finally, our capital improvement program identifies the infrastructure investments needed to keep up with new growth. 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 community needs and re-prioritized projects, timing, and funding to create a 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, 19 City of Peoria FY 2021 Annual Program Budget City Manager Budget Message Paloma Community Park, and a new neighborhood park in the Meadows subdivision. Other notable projects in the CIP include a recreation center at Paloma Community Park, regional drainage improvements at 67th and Pinnacle Peak, a new fire station in northern Peoria, a planned replacement of the aging fleet building, increased capacity at the Jomax WRF, and expansion of reclaimed water infrastructure. 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 pedestrian and shade initiative 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 127 signalized intersections through a combination of maintenance programs in the capital program. CONCLUSION Rarely have we been confronted with as much uncertainty as we now face heading into FY 2021. The budget as proposed is a prudent spending plan, but it is not a finished product. We are prepared to make adjustments to the final budget throughout the fiscal year as the current economic situation evolves in order to ensure that our financial future is sustainable and that we can continue to meet the expectations of our community. I am confident that Peoria will emerge from our current challenges stronger than ever before. 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 2021 budget a reality. Sincerely, Jeff Tyne City Manager 20 Introduction 21 Introduction 22 City of Peoria Principal Officials of the City Fiscal Year 2021 Cathy Carlat Mayor Michael Finn Bridget Binsbacher Vicki Hunt Denette Dunn Vice Mayor Councilmember Councilmember Jon Edwards Councilmember Bill Patena Councilmember 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 Christine Nickel Sonia Andrews Chris Hallett Human Resources Director Chief Financial Officer Neighborhood & Human Services Director Chris Jacques Cape Powers Planning and Community Development Director Water Services Director 23 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. 24 City of Peoria Council Districts Lake Pleasant Mayor Cathy Carlat Vice Mayor Michael Finn Palo Verde District Carefree Hwy Mayor Pro-Tem Jon Edwards Willow District 67th Ave. Pinnacle Peak Rd. Councilmember Vicki Hunt Acacia District Councilmember Denette Dunn Pine District Councilmember Bridget Binsbacher Mesquite District 115th Ave. Youth Council Liaison Ritika Ravindran 25 Northern Ave. 67th Ave. Peoria Ave. Councilmember Bill Patena Ironwood District Youth Council Liaison Brighton Greathouse Bell Rd. 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 Christine Nickel 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 & Comm. Facilities Director Kevin Burke Public Works Director Cape Powers Water Services Director Chris Hallett Neighborhood & Human Services Director 26 Katie Gregory Deputy City Manager Chris Jacques Planning & Comm. Dev. Director Rick Buss Economic Development Director Adina Lund Development & Engineering Director March 2020 City of Peoria FY 2021 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 2021 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 railroad lines, these settlers developed a thriving agricultural community. Peoria con-sisted 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 access to Snow-capped mountains surrounding Lake Pleasant provide a rare but beautiful sight 27 City of Peoria FY 2021 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 $298,200*. 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 the most recent survey conducted by the city 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. *Zillow – May, 2020 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 2020 has grown to 180,161**. **Maricopa Association of Governments (MAG) 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 28 City of Peoria FY 2021 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. Our newest addition— Paloma Community Park—is currently under construction, with first-phase amenities available for use by the fall of 2020. 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, Wi-Fi hotspots and Culture Passes. The Sunrise Mountain Branch Library is the home of the “Be Water” art sculpture and the temporary art piece “Totem: The Plant Princess.” A Huey helicopter is featured in Peoria’s Vietnam Memorial Plaza The City’s first community park, Rio Vista, continues to be a popular destination since its opening. The park features amenities such as ramadas for family and group functions, an urban fishing lake, a skateboard park, playground equipment, water splash pad, sand volleyball courts, softball/baseball fields, Veterans Memorial and the 52,000 square foot Recreation Center. The Veterans Memorial was recently expanded and enhanced. Its entry feature highlights the five military branches, and a flag wall displays the flags of each military branch. The Senator John McCain Vietnam Veterans Memorial Plaza provides an honorable respite for visitors along with the 1968 Huey helicopter on display. Rio Vista Community Park has a lovely lake 29 City of Peoria FY 2021 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 basketball/multi-sport courts, two racquetball courts, class-rooms, a large multipurpose 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. 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 pad, 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 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 and offer swim lessons, aquatic fitness and open play programming. The splash pad and urban fishing lake are just two of the numerous amenities at Pioneer Community Park 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. The city’s 35th neighborhood park, Liberty Park, is currently under construction and is anticipated to be completed in the fall of 2020. The park is located on Williams Road, between 99th and 95th Avenues, and will feature an inclusive-shaded playground, ramadas, restrooms, lighted multi-use field and two pickleball courts. Paloma Community Park, the third and newest community park, will be constructed over two phases. The first phase is 85 acres and will include amenities such as lighted fields, an inclusive playground with splash pad, an urban fishing lake, a dog park and pickleball courts. Paloma Community Park will open in the fall of 2020. 30 City of Peoria FY 2021 Annual Program Budget Introduction Outdoor Opportunities 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 access a baseball game along with the other entertainment venues around the Sports Complex area. 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. Peoria boasts more than 75 miles of hiking, biking and horseback riding trails. The mountain and river trail system is very popular among Peoria’s residents and visitors. There are more than 11 miles of mountain hiking trails in Peoria with trailheads offering access to Sunrise, West Wing, Calderwood Butte and East Wing Mountains. Trailhead amenities include off-street parking, restroom facilities, and chilled drinking fountains. 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 Road as well as 83rd Avenue and Village Parkway. 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. 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. A panoramic view of beautiful Lake Pleasant 31 City of Peoria FY 2021 Annual Program Budget Introduction For the baseball fan, Peoria’s place on the national map was first etched when the Peoria Sports Complex opened in 1994, for the San Diego Padres and Seattle Mariners, becoming the first first two-team Major League Baseball spring training and player development facility. 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 Golf Course, located near Lake Pleasant, was ranked the Best Public Course by both Golf Digest and Golf Weekly magazines. In 2014, both teams agreed 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 suit during 2015-16 with improvements and construction of concourses, outdoor group areas, an enlarged team store, an expanded ticket office, an indoor event space, shaded seating and a youth playground. The 12,518 seat stadium and 13 baseball fields host a number of community events as well as professional and amateur baseball events, while serving as the year-round player development home of both MLB teams. The Seventh Hole at Quintero Golf Course, a gem nestled in the midst of the beautiful desert Culture and the Arts City Hall art gallery, special events, 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, a 60-seat black box theater, classrooms, elegant lobby, dressing rooms, backstage support areas and office space. The Center operates year-round, presenting plays, musicals, comedies, a music series, and more. The Center is also available to groups for rentals. TheaterWorks acts as the resident The Peoria Sports Complex 32 City of Peoria FY 2021 Annual Program Budget Introduction company and creates award-winning theater and offers a variety of programs, including musicals and plays, summer camps for children, theater academy classes, puppetry performances, and special events. It provides some of the most comprehensive programming of any performing arts organization in Arizona. The Arizona Broadway Theatre is the West 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. The Blooming Spire is an example of Peoria’s public art 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 throughout the city. 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. Arizona Broadway Theatre 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. This Barrel Cactus Art can be found at Deer Village Park 33 City of Peoria FY 2021 Annual Program Budget Introduction Business Location and Infrastructure It is the mission of the Economic Development Services Department to significantly develop and advance a vibrant economic ecosystem that is world class, sustainable and future ready, by developing and cultivating relationships and strategic partnerships designed to bring leads to locates, while also providing exceptional customer service and horizontal and vertical integration to the existing businesses of Peoria. Peoria has attracted companies from across the world in many targeted industry clusters, including advanced manufacturing, software, health care, and finance. This success has been enabled by a Mayor and City Council that has worked to build a business-friendly environment. This includes allocating resources to strategic initiatives and programs that have attracted these companies. Included below are Peoria’s top 10 employers, demonstrating a diverse and robust economy within the community. Peoria is strategically located within the northwest area of the Greater Phoenix region. The City has a highly accessible transportation infrastructure and services that support current economic development efforts. There are four state highways which provide easy and quick connections to the rest of the region, with the Loop 101 as the primary freeway through the city. The Loop 101 and the Loop 303 provide convenient access to Interstates 10 and 17, which connect to multiple large and mid-sized metropolitan areas in California, Texas, the Southwest, and Mexico. The Loop 303, connecting I-10 to I-17, is a newer outer loop freeway that runs seven miles through Peoria’s northern region, providing convenient access for Peoria’s fastest growing sector and opening thousands of acres of State Land and private land for commercial development, augmenting an exceptional quality of life and high wage employment. The Atchison, Topeka & Santa Fe Railroad (a portion of the Burlington Northern Santa Fe Railroad system) has a main line that runs through the southern area of the city. The availability of rail-served sites affords Peoria the opportunity to compete for industries needing rail service, including manufacturers and distributors. Peoria’s Top 10 Major Employers*  Peoria Unified School District  City of Peoria  Walmart Strong telecommunication networks provide Peoria with the necessary bandwidth to attract knowledge economy companies which use knowledge to create goods and services. Cox Communications and CenturyLink are two providers that provide gigabit and other fiber optic services throughout the city. Zona Communications is the primary provider in northern Peoria and has recently invested millions of dollars in system upgrades to ensure it can meet business demands.  Antigua Group, Inc.  Immanuel Campus of Care  Oak Craft Elegant Cabinetry  Fry’s Food Stores  Arizona Medical Clinic, Ltd.  Brookdale Senior Living  West USA Realty *Source: City of Peoria Economic Development Services 34 City of Peoria FY 2021 Annual Program Budget Introduction Targeted Industries for restaurants, sports and entertainment, including theaters and other amenities. The newly renovated Park West, located on Northern Avenue, has recently undergone expansive renovation and has attracted several new chefdriven restaurants. The new 83 Marketplace, located at 83rd Avenue and Happy Valley Road, will open in Fall 2020 and be Peoria’s newest premiere development featuring pedestrian access to family friendly, high-end retail restaurants. Peoria has identified several key targeted industries that will provide the community with world class jobs and business opportunities. Staff have identified these industries as being critical to providing a sustainable community while attracting companies that are future ready and can grow and expand. These industries include: advanced business and financial services; advanced manufacturing; aerospace and defense; bioscience and healthcare; film and digital media; hospitality and tourism; research and development; and technology and innovation. 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 within a 30-minute drive time of many strategic locations throughout the city. This workforce will continue to drive the success of our programs and attract new residents as businesses expand. The recently launched and award-winning Business Concierge program and the City’s partnerships with Arizona Small Business Development Center and ASU-Peoria Forward provide many valuable services to the business community to create and preserve small business jobs and revenue right here in our city. These collaborations create important synergies and offer a seamless continuum of customer service for Peoria businesses. An entry monument in the P83 Entertainment District Stadium Point is a planned 1,000,000+ square foot vertical mixed use development that will be located at the heart of the P83 district. It will include Class A office space, full service hotel, signature restaurants, retail, entertainment options, and upscale urban residential living. This combination of uses and the location of Stadium Point will result in a world-class destination that will showcase Peoria’s commitment to business development. Retail Trade/Arts and Entertainment Peoria has created a community with a very high quality of life and has been among the fastest growing communities in the state. This tremendous growth 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. The P83 Entertainment District is becoming one of Phoenix metropolitans’ destination of choice 35 City of Peoria FY 2021 Annual Program Budget Introduction City Government The City of Peoria is a Council-Manager government. The City Council sets city policy and direction, while the city manager is responsible for the day-to-day operations of the city. Peoria’s mayor is elected to four-year terms to serve the community “at large,” while each of the six council members is elected to four-year terms in specific geographic districts. Peoria’s boards and commissions are made up of Peoria citizens who wish to serve their community. These volunteers are appointed to review complex issues and provide informed recommendations to the Peoria City Council. A firefighter pulls hose from an engine in a training exercise 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. Peoria City Hall City Services Peoria’s excellent public safety departments make the city one of the safest in Arizona. The Peoria Fire-Medical Department operates eight stations throughout the city, including a station at Lake Pleasant. The department provides paramedic-level emergency medical care, fire suppression, hazardous materials response and mitigation, technical rescue, fire inspection/ investigation, fire-related public education, emergency management services, and emergency ambulance transportation. All services are delivered by the men and women of the Peoria FireMedical Department, and in cooperation with our local, regional and statewide partners. Peoria Police Officers and canines 36 City of Peoria FY 2021 Annual Program Budget Introduction 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 Leadership Institute attendees visit the Fire Department 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 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. The Peoria Community Center The Community Assistance Resource Center, located at the Peoria Community Center, opened in June, 2019. The 2,000 square foot Resource Center provides space for outside nonprofits in exchange for providing easy and local access to human and social service programs for Peoria residents. The Resource Center currently houses 19 non-profit agencies offering services ranging from at-risk youth, aid for seniors and job placement assistance. In its first year of operation, more than 1,400 connections to services were made. Greenway Water Treatment Plant 37 City of Peoria FY 2021 Annual Program Budget Introduction 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. Through a series of environmentally-related workshops, residents increase their understanding and awareness of the many sensible ways they can save money and the environment through everyday actions. 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 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. 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 one of the largest school districts in Arizona, serving more than 37,000 students. PUSD consistently beats state and county test scores and boasts a 95% high school graduation rate. It prides itself on excelling academics, arts, athletics and Career and Technical Education 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’s mission is to provide extraordinary opportunities to every learner and prides itself in providing a variety of programs designed to make its students college- and career-ready. 38 City of Peoria FY 2021 Annual Program Budget Introduction for critical inquiry, to be independent and formulate their own goals, and to graduate prepared for top-tier colleges. The Northwest Valley offers a plethora of opportunities for higher education. Arizona State University West Campus, Arizona Christian University, Midwestern University, Huntington University, and Trine University provide the spectrum of education and training from 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 Peoria has numerous charter schools for students of various ages, as well as private schools, religious schools and pre-schools. Peoria is home to a BASIS charter school, a premier school that has been recognized by the Washington Post as one of the "Top-Performing Schools with Elite Students". BASIS Peoria is a tuition-free charter school and features a topranked liberal arts curriculum that inspires students to love learning, to develop a fascination Full-day kindergarten is offered at no cost in the Peoria Unified School District West Wing Elementary is an A+ School of Excellence 39 City of Peoria FY 2021 Annual Program Budget Introduction Urban fishing is a popular activity at Rio Vista Community Park A rainbow frames Centennial Plaza after a summer rain 40 City of Peoria FY 2021 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 ...........................................220 Avg. Response Time (minutes) ............................5.77 Number of Incidents: Emergency Medical Support ......................... 21,269 Fire Calls ............................................................970 Miscellaneous ..................................................2,661 Number of Schools Elementary Schools (grades K-8) ............................34 High Schools (grades 9-12) .......................................8 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) .....................5.30 Number of calls answered .............................. 252,238 Annexed Area in Peoria City Employees (as of July 1, 2020) Full-time ....................................................... 1,257.45 Part-time FTE’s ................................................. 20.20 Total authorized FTE’s ................................. 1,277.65 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................. 32 Dog Parks .................................................................. 5 1965……….2.5 1975……….7.0 1980…..….23.0 1985……...30.8 1990……...63.0 41 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2021 Annual Program Budget Introduction Streets and Utilities Streets* Utilities** Lane miles of streets maintained – 1,586 Arterial.……………….……………….….……429 Collectors……….….………………………….238 Residential………..………………………...…..919 Number of active customers Water……………………………………………...59,229 Wastewater……………………………………….62,147 Residential Solid Waste…………………………...59,649 Water Data: Treatment plant capacity Pyramid Peak……………………………….11.0 mil gal/day Greenway…………………………………..16.0 mil gal/day Quintero………………………………...... .043 mil gal/day Annual consumption………………………9,640,565,000 Number of active wells in system…………………….30 Available storage capacity……………..……….42 mil 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……………………59,819 Commercial tonnage processed…………………..19,697 Recycle tonnage processed……………………….16,859 Streetlights Maintained……..………………16,493 *Source - City of Peoria Streets Department Total tonnage processed………………………….96,375 **Source - City of Peoria Utilities Department Above, street maintenance crews at work repaving city streets. At right, a street in Vistancia is in the process of being repaved. 42 City of Peoria FY 2021 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% August 27, 2019 Special to Fill Vacancy (Pine) 15,258 2,819 18.48% 43 City of Peoria FY 2021 Annual Program Budget Introduction Demographics Population1 200,000 Income Median Household Income* 180,161 $80,000 166,955 154,475 141,941 150,000 $60,000 $70,000 $50,000 $40,000 74,565 $35,000 $30,000 $20,000 $65,314 $63,025 $69,589 $68,882 $31,513 $31,513 $20,000 $14,000 $20,000 $10,000 3,802 4,792 0 $50,000 $40,000 $35,000 $30,000 50,618 50,000 $63,535 $50,000 $60,417 $60,000 $50,000 108,364 100,000 $74,985 $70,000 $80,000 1965 1970 $10,000 12,351 $0 $0 1980 1990 1995 2000 2005 2010 2014 2019 1990 2000 2010 2012 1990 2000 2005 2010 2014 2015 2016 2017 Median Household Income Per Capita Income Median Household Income 1 Source – U.S. Census Bureau and MAG estimates Occupied Housing Units* Family Households* 50,000 60,000 41,307 40,000 40,000 30,000 30,000 20,000 16,090 20,000 10,000 0 Renter Occupied Labor Force Statistics* Total Family Households Occupations* 35,000 30,000 2017 Labor Force: 75,137 Non-Family Households 29,790 36,629 25,000 21,422 20,000 15,000 12,201 10,000 Civilian Employed 16 yrs and over Males Females 44 Sales & Office 30,000 Service 0 Mgmt., Business, Science & Arts 5,000 5,825 5,899 Production, Transport & Mat'l Moving Owner Occupied 38,508 40,000 16,545 10,000 Construction, Extraction & Maint. 0 50,354 50,000 City of Peoria FY 2021 Annual Program Budget 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 40,000 39,608 26,994 20,000 Graduate or professional degree Population 25 yrs and over w/earnings Bachelor's degree 0 Bachelor's degree or higher Some college or associate's degree 10,000 High School graduate (or equiv) Population 25 and over Less than High School graduate 7,867 0 Some college or associate's degree 20,000 $25,904 30,000 33,556 $40,953 $33,639 High School graduate (or equiv.) 40,000 $52,797 $42,239 Less than High School graduate 120,000 Introduction *Source – U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates Sales Tax Revenues*** Building Permits Issued** 3,500 Single Family Residential $100,000,000 $80,000,000 3,000 2,500 $40,000,000 1,500 1,000 $20,000,000 500 $0 FY FY FY FY FY FY 2008 2010 2012 2014 2016 2018 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 - $91,680,791 $91,635,139 $84,236,770 $79,410,318 $74,556,024 $71,237,142 $65,950,235 $60,720,312 $56,407,628 $54,868,223 $58,269,144 $64,974,886 $60,000,000 2,000 Number of Permits Issued **Source – City of Peoria Development and Engineering Department ***Source – City of Peoria Finance Department 45 City of Peoria FY 2021 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, 2019. 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. 46 City of Peoria FY 2021 Annual Program Budget Introduction A view of Peoria’s stunning desert landscape at Lake Pleasant 47 City of Peoria FY 2021 Annual Program Budget Introduction 48 Budget Summary 49 Budget Summary 50 City of Peoria FY 2021 Annual Program Budget Budget Summary Budget Summary city is preparing to address. As such, further adjustments to the adopted budget are anticipated during the fiscal year. The FY 2021 budget process was unique, to put it mildly. Staff throughout the organization worked months to develop a proposed budget for the City Council. This budget, however, never saw the light of day. Just as we were putting the final touches on the budget the coronavirus pandemic struck, forcing us to go back to the drawing board and strip out most of the proposed new spending in anticipation of revenue losses from the economic shutdown that ensued. The plan that eventually made it to the City Council was a “baseline” budget that reverted back to the ongoing spending levels of FY 2020. The budget as adopted is balanced in that the city has the resources to cover all budgeted expenditures for FY 2021. However, the city’s Council-adopted financial policies define a “balanced budget” as one in which ongoing expenditures are funded by ongoing revenues. If the five-year forecast shows a structural imbalance between ongoing revenues and ongoing expenditures, as it currently does, the policies require the city to take steps to achieve structural balance. As the financial picture becomes more clear during the coming months, staff will update the five-year forecast and propose steps to eliminate any deficit. The budget ultimately adopted by the City Council is based on a general fund forecast that assumed FY 2020 year-end revenues would be $6.2 million, or 4 percent, lower than the previous forecast, with FY 2021 revenues falling an additional 5 percent. While these forecasts were made with little, if any, data about the actual impacts of the pandemic on the city’s revenues, they do reveal a structural deficit that the This section summarizes the FY 2021 budget framework and spending plan. FY 2021 BUDGET CALENDAR Activity Date CIP Budget Requests Due October 31, 2019 Council Workshop – Financial Update November 15, 2019 Department Budget Review Sessions January, 2020 City Council Budget Study Session May 5, 2020 Adopt Tentative Budget May 19, 2020 Hold Public Hearing on Budget and Property Tax Levy June 2, 2020 Adopt Final Budget June 2, 2020 Adopt Property Tax Levy June 16, 2020 51 City of Peoria FY 2021 Annual Program Budget Budget Summary Budget Methodology Peoria uses a program and performance-based budgeting methodology. A key component of performance-based budgeting is tying department performance to long-term Council and organizational goals. As such, departments have identified performance measures that align with these broader organizational goals. Department budget requests are intended to ensure that performance targets and outcomes are being achieved. 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. The approved requests are then incorporated into the department base budget. Budget Review Department budget submittals are typically due around the end of the calendar year. Once these submittals are received, the Management and Budget Division staff closely reviews all requests for conformance with organizational policies and objectives. Where there are question or concerns, budget staff reach out to department leadership for discussion and clarification. From there, the departments discuss their budget submittals with the executive management team and the Management and Budget Division staff in meetings held in late January and early February. Using the information gathered in these meetings, the executive team and budget staff balance the proposed requests within the available resources in each fund. The city manager’s recommended balanced budget, delivered with an overview of the city’s financial condition, is then presented to the City Council in study session. Requested changes are incorporated into the tentative and final budgets for formal adoption by the City Council. The city’s budget practices create incentives for departments to save money. Departments not expending their budget appropriation during the year may request to carry over some of those funds into the next fiscal year. This allows for any savings achieved through efficiencies in one 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. 52 City of Peoria FY 2021 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 19, 2020, after the initial study session. 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 2021 final budget was adopted on June 2, 2020, and the property tax levy was adopted on June 16, 2020. 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 $983,058,380 in Fiscal Year 2021. This compares to the total appropriation of $665,000,000 in the proposed budget. In addition, the city estimates that $234,565,705 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 53 City of Peoria FY 2021 Annual Program Budget Budget Summary Budget Basis 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. 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. 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. 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. A strategic approach was utilized during the FY 2021 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. Multi-year performance measurement data was used to make financial decisions that ensured that the recommended FY 2021 budget addressed the business needs of the city while focusing on quality and effective service delivery to the citizens. 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 54 City of Peoria FY 2021 Annual Program Budget Budget Summary Budget Summary Expenditures The City of Peoria’s FY 2020 proposed budget appropriation totals $665 million. The operating budget totals $313 million, an increase of less than one 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 $665 million proposed budget is comprised of four major segments. The operating budget totals $313 million (47 percent) and debt service is $42 million (6 percent). Approximately $76 million (12 percent) is set aside for contingency accounts. Capital improvements total $234 million, which is 35 percent of the total FY 2021 budget. Revenues The FY 2021 estimated revenues total $433 million. Projected revenues are realized from a variety of sources, including tax collections, state-shared revenues, user fees, and utility billings. Mostly due to the scheduled use of one-time monies in the capital improvement program, expenditures exceed revenues in FY 2021. The other factor in expenditures exceeding revenues is the contingency, which is a reserve that rolls over each year. In FY 2021, the city estimates revenue from service charges at $194 million (45 percent), taxes at $107 million (25 percent), intergovernmental revenues at $65 million (15 percent), and bond proceeds at $45 million (10 percent). The remaining categories represent $22 million (5 percent). Summary of Expenditures Total FY21 Expenditures $665 Million Summary of Revenues Total FY21 Revenues $433 Million Misc. 5% Taxes 25% Bond Proceeds 10% Contingency 12% Service Charges 45% Debt Service 6% Inter Gov't 15% 55 Operating 47% Capital Outlay 35% City of Peoria FY 2021 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY17 FY18 FY19 FY20 FY21 % Change Fines, Licenses, Permits & Rents $8.0 $8.5 $8.1 $9.6 $9.6 0% Bond Proceeds $19.3 $65.7 $100.4 $60.8 $45.1 -26% Charges for Services $165.1 $174.7 $187.2 $198.7 $194.2 -2% Intergovernmental Revenue $58.8 $62.7 $61.6 $65.3 $64.9 -1% Taxes $102.4 $108.9 $116.5 $119.4 $106.9 -11% Miscellaneous Revenue $10.9 $10.2 $19.9 $10.6 $7.6 -28% Interest Income $1.3 $1.8 $2.6 $4.3 $4.4 2% Total Revenues $365.9 $432.5 $496.3 $468.7 $432.7 -8% TOTAL BUDGETED USES (In Millions) Description FY17 FY18 FY19 FY20 FY21 % Change Operations $269.1 $277.3 $294.4 $311.7 $313.3 1% Capital $128.7 $212.2 $277.1 $256.4 $233.7 -9% Debt Service $43.7 $45.9 $41.5 $42.9 $42.2 -2% Contingencies $55.5 $54.6 $47.0 $59.0 $75.8 28% Total Revenues $497.0 $590.0 $660.0 $670.0 $665.0 -1% 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 $153 million, not including contingency appropriation. The following chart outlines the financial plan for FY 2021. The total sources, including beginning fund balances, are estimated at $849 million and total uses are estimated at $696 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 56 City of Peoria FY 2021 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Fund Categories Estimated Balance 7/1/2020 Total Sources Total Uses Estimated Balance 6/30/2021 General $106.6 $171.4 $260.4 $17.4 Special Revenue $66.5 $51.1 $85.5 $32.0 Enterprise $143.2 $131.9 $221.0 $54.0 Internal Service $28.4 $57.2 $57.5 $28.0 Capital Project $17.2 $28.3 $45.1 $.4 Debt Service $23.5 $23.7 $26.1 $21.1 Total All Funds $385.4 $463.6 $695.6 $152.9 Fund Balance Analysis General Fund. In the general fund, the ending fund balance for FY 2020 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. Fund balance is expected to decline through FY 2021, reflecting the use of fund balance above the reserve requirement to address one-time needs and potential revenue losses. The ending fund balance could be higher if the city were to receive economic stimulus funds from either the federal or state governments. The city does not expect to spend policy reserves in FY 2021. General Fund Fund Balance (Millions) 57 $44.4 2017 2018 2019 Actual Actual Actual $71.3 $82.6 $71.3 $61.1 $90.0 $80.0 $70.0 $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 2020 Est. 2021 Proj. City of Peoria FY 2021 Annual Program Budget Streets Fund. 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. The major revenue sources supporting this fund are expected to be negatively impacted by the coronavirus-induced recession, which further reduces the fund balance. Even so, the fund balance remains healthy over the five-year forecast period. G.O. Bond Debt Service Fund $15.0 $16.1 2020 Est. $17.1 2017 2018 2019 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. Water Fund balance does not include $10 million held in reserves. Water Fund Fund Balance $0.0 2017 2018 2019 Actual Actual Actual 2019 Est. $0.0 $6.4 $10.2 $15.6 $18.8 $21.4 $5.0 $15.9 $10.0 $25.0 $10.0 $25.5 $20.0 (Millions) $15.0 (Millions) $30.0 Streets Fund Fund Balance $20.0 Budget Summary 2021 Proj. (Millions) $23.9 $28.8 $34.4 $9.5 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. $28.3 $35.0 $30.0 $25.0 $20.0 $15.0 $10.0 $5.0 $0.0 2017 2018 2019 2020 Actual Actual Actual Est. 58 2021 Proj. City of Peoria FY 2021 Annual Program Budget Budget Summary Wastewater Fund Unreserved Fund Balance. The targeted debt coverage ratio for the wastewater fund is two times the debt service payments and the working capital goal is 25 percent of the operating expenditures for the current fiscal year. The reason for the declining fund balance is the city utilizes additional funds above the reserve requirement to pay for one-time projects in the following fiscal year. Wastewater Fund balance does not include $9.4 million held in reserves. 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. Residential solid waste fund balance does not include $1.3 million held in reserves. Wastewater Fund Fund Balance Residential Solid Waste Fund Balance (Millions) (Millions) $10 $7.3 $7.2 $7.2 $7.2 $6 $8.0 $8 $12.7 $15.7 $18.9 $14.2 $11.9 $16 $14 $12 $10 $8 $6 $4 $2 $0 2017 2018 2019 2020 Actual Actual Actual Est. 2021 Proj. $4 $2 $0 2017 2018 2019 2020 Actual Actual Actual Est. 2021 Proj. 59 City of Peoria FY 2021 Annual Program Budget Budget Summary Operating Budget Staffing Summary The FY 2021 operating budget of $313 million represents an increase of just $1.5 million - less than one percent - over last year’s operating budget. The operating budget includes $13.6 million in one-time expenditures. These one-time expenditures are made up of $5.2 million in new one-time requests, $6.1 million for replacement of existing vehicles, and $2.3 million in carryovers from the FY 2020 budget. The most obvious difference between the FY 2021 budget and the last several budgets is that this one does not add any new positions. Employee compensation accounts for more than half of the total operating budget, and city leadership did not think it prudent to add new positions amid such economic uncertainty. As such, authorized staffing remains constant at 1,277.65 full-time equivalent positions. Additional information about authorized positions can be found in the department pages in the Programs section and in the Schedules section at the end of this document. The negligible growth in the operating budget is a direct result of the coronavirus pandemic, which led the city to develop a “baseline” budget that reverted back, with some exceptions, to the ongoing spending levels of FY 2020. This operating budget provides the resources necessary to maintain the quality of service our residents and businesses have come to expect, while preserving our community’s long-term financial viability. Department Summary The Police Department continues to receive the resources needed to serve and protect Peoria’s residents and businesses. The FY 2021 budget ensures that the department will continue to keep up with the latest technology for law enforcement, with approved requests for criminal investigations data storage, electronic forensic equipment, cell phones for all patrol officers, upgraded patrol laptops, and replacement crime analytic software. The budget also funds contract communications support and legal advisory services, critical incident stress management, and a police sergeant vehicle for a new fourth patrol squad. Finally, grant funding is being used to pay for two contract Victim Advocates to provide direct services and assistance to victims of crime, as well as emotional support and crisis intervention. 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 (21 percent), internal service funds (17 percent), and special revenue funds (8 percent). Operating Budget by Fund Type Enterprise 21% Internal Services 17% General Fund 54% Beginning in FY 2021, the city will begin providing Fire-Medical Department first responders with an initial oncology consultation and cancer screening services. The goal is to diagnose cancer earlier in hopes of achieving better outcomes for employees and cost containment for the Workers’ Compensation Program. Other additions to the department budget for FY 2021 include a service body for the fire mechanics’ truck, EMS training equipment, and arson training. Special Revenue 8% 60 City of Peoria FY 2021 Annual Program Budget Budget Summary heaters and cooler replacements, Bobcat tractor, and transit call center phone system replacement. Neighborhood & Human Services is entering its third year as a department, and the approved budget provides resources to continue to deliver quality special events and popular programs such as AM/PM, Adult Day services, Neighborhood Pride, and the neighborhood grant program. The budget includes continued funding for homeless outreach and emergency shelter services—efforts that began with the formation of this new department. Also included are funds for a contract graffiti abatement technician, Old Town holiday lighting, arts installation and arts programming, and general operational costs. Most of the FY 2021 additions to the Water Services budget are related to operating cost increases in such areas as water supply costs, electricity, refuse collection, and janitorial services. Other notable additions include AMWUA membership dues increase, support for The Nature Conservancy Fund, a new water distribution backhoe, a utility service truck bed, and a wastewater collection CCTV van. The Economic Development Services Department continues to work to achieve the goals of the Council-adopted Economic Development Implementation Strategy (EDIS II). The FY 2021 budget allocates one-time funding to support this effort, including advertising and marketing, community promotions and sponsorships, economic impact studies and other consulting services, and small business assistance. The Parks, Recreation and Community Facilities Department is preparing to open two new parks in FY 2021—Paloma Community Park and Liberty Neighborhood Park. The ongoing budgets for these two parks were included in the FY 2020 budget, but the department is still in the process of hiring new positions. Approved supplemental requests for FY 2021 include additional O&M costs for recently completed capital projects and a replacement chipper. The Peoria Sports Complex is increasing its budget for utility cost increases, and received one-time funding for building automation upgrades and roofing repairs. 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 2021. The Public Works Department is one of the largest in the city in terms of both dollars and FTEs. Not surprisingly, the department’s FY 2021 includes a number of new ongoing and onetime additions to the budget. Notable ongoing additions include residential solid waste containers, storm water maintenance, fleet fuel and maintenance, O&M costs for recently completed capital projects, and Dial-A-Ride cost increases. Notable one-time items include a towable trash pump, truck wash repair, water Other notable additions to the budget in FY 2021 include the 2020 primary and general elections, redistricting, additional hardware and software maintenance costs, and historic artifact preservation and storage. 61 City of Peoria FY 2021 Annual Program Budget Budget Summary Operating Budget History GENERAL FUND Mayor & Council FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 $686,642 $734,412 $797,530 $813,602 $785,695 City Leadership & Management $3,181,726 $3,395,012 $3,892,099 $3,915,921 $4,008,920 Office of Communications $1,604,463 $1,486,494 $1,585,670 $1,786,396 $1,682,162 Development & Engineering $7,867,085 $7,836,108 $7,990,720 $8,386,790 $8,543,689 Economic Development Services $2,035,195 $2,075,271 $1,564,038 $1,810,082 $1,696,660 Human Resources $2,536,747 $3,392,258 $3,511,978 $3,737,998 $3,780,383 City Clerk $1,194,130 $918,624 $1,162,564 $968,293 $1,256,978 City Attorney $3,349,167 $3,376,223 $3,369,069 $3,504,728 $3,652,587 Municipal Court $1,972,926 $2,052,320 $2,125,190 $2,236,090 $2,275,532 Non-Departmental $1,626,256 $1,553,263 $1,418,733 $1,344,317 $1,228,284 Finance $9,999,914 $10,029,066 $11,260,286 $11,373,952 $11,613,727 Planning & Community Dev. $3,271,258 $3,386,708 $1,965,532 $2,091,958 $1,818,507 Police $44,648,274 $47,089,555 $48,372,423 $50,861,583 $51,726,681 Fire $30,015,194 $32,390,086 $36,402,598 $38,298,170 $38,919,305 Parks, Rec & Comm Facilities $23,918,437 $24,954,301 $28,441,111 $21,259,100 $21,216,364 Neighborhood & Human Svcs Public Works Half-Cent Sales Tax and Other Management and Budget - - - $10,842,810 $10,942,938 $709,285 $626,009 $651,393 $679,867 $716,147 $3,037,917 $3,260,501 $3,072,224 $3,036,426 $2,846,456 $716,699 $979,246 - - - $10,184,149 $10,477,468 $10,544,967 $10,964,572 $11,154,696 $434,116 $329,104 $349,993 $501,627 $526,948 SPECIAL REVENUE FUNDS Streets Funds Housing & Community Dev. Transit $1,091,924 $2,825,328 $5,015,753 $4,902,291 $5,275,433 Grants & Miscellaneous $10,343,301 $10,263,999 $10,167,612 $7,827,706 $6,993,190 Water Fund $23,412,402 $24,350,814 $26,660,699 $27,894,377 $28,350,626 Wastewater Fund $11,278,621 $11,368,949 $11,346,201 $11,842,495 $12,532,997 ENTERPRISE FUNDS Enterprise Reserves $2,231,100 $1,816,798 $3,423,876 $3,128,619 $5,023,129 Solid Waste Funds Sports Complex $14,507,957 $4,895,041 $14,598,131 $5,284,247 $14,559,469 $5,392,795 $15,474,690 $5,557,764 $14,961,987 $5,450,397 INTERNAL SERVICE FUNDS Fleet Maintenance $5,337,188 $5,421,912 $5,212,372 $5,896,318 $6,068,837 Fleet Reserve $3,861,538 $1,392,660 $2,987,604 $6,249,112 $3,189,208 Insurance Reserve $20,823,028 $22,121,149 $22,946,920 $25,479,105 $26,210,609 Facilities Maintenance $5,950,564 $6,280,454 $6,249,637 $6,823,883 $6,843,785 IT Operations $10,167,291 $10,509,022 $10,422,719 $10,669,059 $11,178,381 IT Reserve $976,010 $561,731 $609,502 $1,067,453 $606,173 IT Projects $1,247,810 $188,200 $898,634 $418,000 $103,000 $30,600 $30,600 $66,850 $71,175 $81,000 $269,143,955 $277,356,023 $294,438,761 $311,716,329 $313,261,411 Trust, Agency & Debt Svc TOTAL 62 City of Peoria FY 2021 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 2021 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 2021 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 provides support to crime victims through a grant funded Victim Assistance Program. The grant provides funding for the support services staff. The staff services include crisis intervention, emotional support, transportation (when needed), case management, care referrals and assistance with court order requests. The budgeted grant expenditures for FY 2021 are $299,566. 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 2021 budget for the HOME grant is $526,948. Developmental Disabilities Grant - State of Arizona Department of Economic Security 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 2021, the city has budgeted expenditures of $178,097 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. 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 2021, the city has budgeted expenditures of $620,506. 63 City of Peoria FY 2021 Annual Program Budget Budget Summary Internal Service Funds Facilities Maintenance 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. 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. 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 2021 appropriation totals $6,903,544. 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 2021, the fleet reserve funds anticipate combined revenues of $3,630,767. Revenues come from annual replacement charges, transfers from other funds, and interest earnings. Expenditures are budgeted at $3,357,449. These reserve funds have healthy balances 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 2021 operating budget is $6,068,837. Insurance Reserve Information Technology 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 2021 budget for this fund is $26,210,609. 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 2021 is $11,178,381. The department also has a budget of $103,000 for IT projects. Insurance Reserve $30,000,000 $26,210,609 $28,820,685 $25,479,105 $26,164,736 $22,946,920 $23,136,225 $21,715,598 $0 $21,741,249 $10,000,000 $20,823,028 $21,393,585 $20,000,000 2017 2018 2019 2020 2021 Revenues Expenditures 64 City of Peoria FY 2021 Annual Program Budget Budget Summary Debt Service 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. 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. 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 $137.7 million in general obligation debt outstanding. The city intends to sell an additional $23.1 million in general obligation debt sometime during FY 2021. FY 2020 Debt Service by Type MDA Bonds 8% G.O. Bonds Debt Service Revenue Bonds 39% Principal 65 2030 2029 Interest G.O. Bond Ratings Moody’s Standard & Poor’s Fitch 2028 2027 2026 2021 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 valuation. Financing for all other projects, such as municipal buildings, is limited to 6 percent of the assessed valuation. 2025 General Obligation Bonds 2024 Direct Purchase 10% 2023 $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 2022 G.O. Bonds 43% Aa1 AA+ AAA City of Peoria FY 2021 Annual Program Budget Budget Summary Excise Tax Supported Debt 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. MDA Bonds Debt Service $3,500,000 $3,000,000 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. $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 Principal The Peoria Municipal Development Authority is a non-profit corporation created by the city as a financing mechanism for the purpose of financing the construction or acquisition of capital improvement projects. A significant advantage of the MDA structure is that certain municipal capital needs can be financed without triggering statutory municipal debt bonding approvals. 2030 2029 2028 2027 2026 2025 2024 2023 2022 2021 $0 Interest MDA Bond Ratings Peoria’s total outstanding debt for Municipal Development Authority bonds is $29,990,000. In 2017, the city refunded (refinanced) the 2006 and 2008 MDA issues using direct bank loans. Peoria’s total outstanding debt for bank loans secured by excise taxes is $22,225,000. 66 Moody’s Aa2 Standard & Poor’s AA+ Fitch AA+ City of Peoria FY 2021 Annual Program Budget Budget Summary Revenue Bonds and Loans Debt Management 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. Proper debt management provides for the protection and eventual enhancement of bond ratings; the maintenance of adequate debt service reserves; and compliance with debt instrument provisions and required disclosures to investors, underwriters and rating agencies. These policy guidelines, as outlined in the Principals of Sound Financial Management, are used when evaluating the purpose, necessity and condition under which decisions are made to issue debt. They are also meant to supplement the legal framework of public debt law provided by the Arizona Constitution, state statutes, federal tax laws and the city’s bond resolutions and covenants. Peoria’s total outstanding debt for revenue bonds and loans is $105,863,364. The city has plans to sell $14.5 million in new water revenue bonds and $6.5 million in new wastewater revenues bonds during FY 2021. 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. Revenue Bonds Debt Service $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 Principal Interest Revenue Bond Ratings Moody’s Aa2 Standard & Poor’s AA Fitch AA 67 City of Peoria FY 2021 Annual Program Budget Financial Indicators Budget Summary 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. 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. DEBT CAPACITY ANALYSIS 20% Limitation as of June 30, 2020 (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) Secondary Assessed Valuation Allowable 20% Bonds Outstanding Less 20% Bonds Outstanding Unused 20% Debt Capacity $1,659,287,324 $331,857,465 $133,978,031 $197,879,434 6% Limitation as of June 30, 2020 (All Other General Government Projects) Secondary Assessed Valuation Allowable 6% Bonds Outstanding Less 6% Bonds Outstanding Unused 6% Debt Capacity $1,659,287,324 $99,557,239 $973,220 $98,584,020 Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description 2015 2016 2017 2018 2019 2020 2021 Population 160,432 164,212 168,192 172,259 179,800 180,161 180,771 Secondary Assessed Value (Millions) $1,156 $1,178 $1,245 $1,340 $1,440 $1,557 $1,659 Net Bonded Debt (Millions) $119 $144 $133 $120 $140 $120 $120 Pct. of Net Bonded Debt to Assessed Value 10% 12% 11% 9% 10% 8% 8% Net Bonded Debt Per Capita $743 $879 $788 $696 $779 $664 $664 From 2015 to 2019, figures are based on the Comprehensive Annual Financial Report, adjusted for mid-decade census estimates. The remaining years are budget estimates. 68 Financial Planning 69 Financial Planning 70 City of Peoria FY 2021 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 General Fund. The City of Peoria’s unassigned General Fund balance will be maintained to provide the City with sufficient working capital and a comfortable margin of safety to address emergencies, sudden loss of revenue, unforeseen needs, and economic downturns without borrowing. The unassigned fund balance is maintained in three different reserves: The City’s budget is closely aligned with the financial policies established by the Peoria City Council. The Principles of Sound Financial Management are intended to establish guidelines for the City’s overall fiscal planning and management. The policies support the continued financial strength and stability of the City of Peoria as reflected in its financial goals. Fund Balance Objectives • The City will maintain an “Emergency Reserve” of 10 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 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. 71 City of Peoria FY 2021 Annual Program Budget Financial Planning • 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.  Half Cent Sales Tax reserve goal is 35 percent of the average actual revenues for preceding five fiscal years. • 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 Stabilization Reserve may be used to provide funding to deal with fluctuations in fiscal cycles and operating requirements that exceed $500,000. • The debt service coverage ratio of 2.0 times the amount of the debt service payments, exclusive of expansion fee revenue. 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 two 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. 72 City of Peoria FY 2021 Annual Program Budget Financial Planning 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. 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. 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 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 73 City of Peoria FY 2021 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. 74 City of Peoria FY 2021 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 2021 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 coronavirus (COVID-19) pandemic wrecked what had been a very favorable national economy. Prior to the contagion, economic indicators were good. The U.S. economy had added 225,000 jobs in January, and the unemployment rate was 3.6 percent. The Dow Jones Industrial Average (DJIA) was steadily gaining value and peaked above 29,000 mid-February. 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: As a result of the virus, however, the DJIA entered a bear market, bottoming out at 18,591. The market has somewhat recovered, but the gains could be tenuous. The unemployment for April was 14.7%, the highest on record, with 20.5 million lost jobs. • How will Peoria meet the challenges of growth in the future? In terms of the state economy, post-coronavirus, state General Fund revenues (sales tax, income tax, etc.) were 31.9% below the same month in the prior year in April. State sales tax in April declined by about 5%, essentially the same as Peoria’s local sales tax. • 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? 75 City of Peoria FY 2021 Annual Program Budget Financial Planning Peoria has seen a dip in construction activity. April 2020 single-family building permits declined 20 percent to 107, compared to 133 permits in April 2019. 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. The City’s revenue forecasts are based on historical data and trends, assumptions on population changes, and economic projections. Staff reviews 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. 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 Among the primary assumptions utilized in the forecast are economic growth rates, retail sales activity, state-shared revenues, census population, and residential development activity. Operational Impacts of Capital Plan 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 2021 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. 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. 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. 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 afford the additional operations and maintenance costs of a project, the project will not be funded until those Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. 76 City of Peoria FY 2021 Annual Program Budget Financial Planning 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. Forecasts of Major Operating Funds General Fund. The financial uncertainty stemming from the coronavirus pandemic led city staff to be extremely conservative with revenue projections. Sales tax revenues, which make up more than 40 percent of total general fund revenues, are particularly susceptible to economic cycles and consumer spending, and are projected to decline by 15 percent in FY 2021. As a result, for the first time in many years, the five-year forecast for the general fund shows a structural deficit. The projected deficits could be better or worse as we begin to receive actual revenue data, but the executive team and budget staff are already working on strategies for eliminating any deficit, as required by the Principles of Sound Financial Management. 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. However, the five-year forecast assumes a 10 percent drop in HURF revenues in FY 2021 due to the effects of the coronavirus pandemic on automobile travel. Like the general fund, we will adjust the forecast as revenue data becomes available, but if this scenario were to materialize, we would need to make some adjustments in order to bring ongoing expenditures in line with ongoing revenues. Streets Fund Projected Sources & Uses $17,650,887 $18,463,042 $17,227,207 $19,381,940 $16,925,665 $17,971,730 $0 FY2021 FY2022 FY2023 FY2024 FY2025 Sources FY2021 FY2022 FY2023 FY2024 FY2025 Sources $16,630,600 $5,000,000 $179,664,434 $170,569,349 $163,641,161 $175,366,125 $171,121,410 $157,908,098 $152,286,517 $0 $166,011,595 $50,000,000 $148,629,325 $100,000,000 $160,268,598 $150,000,000 $17,771,755 $10,000,000 $200,000,000 $16,205,000 $15,000,000 Projected Sources & Uses $18,663,971 $20,000,000 General Fund Uses 77 Uses City of Peoria FY 2021 Annual Program Budget Financial Planning Water Fund. The City of Peoria provides water service to approximately 60,000 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. Wastewater Fund. The city provides wastewater services to approximately 61,700 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. Due to economic hardship associated with the COVID-19 pandemic, City Council has pushed back the scheduled water rate increase by six months to January 2021. The January 2021 adjustment 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. Because of pay-as-you-go capital projects funded with available fund balance, expenditures may exceed revenues in any given year. As with the other rate increases, the City Council has pushed back the scheduled wastewater rate increase by six months to January 2021. The January 2021 adjustment 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. Because of pay-as-you-go capital projects funded with available fund balance, expenditures may exceed revenues in any given year. Water Fund Wastewater Fund Projected Revenues and Expenditures Projected Revenues and Expenditures $80,000,000 $22,330,486 $28,789,666 $23,910,911 $27,813,274 $26,852,472 FY2021 FY2022 FY2023 FY2024 FY2025 Revenues 78 $30,207,024 $25,768,295 Expenditures $33,348,065 Revenues $24,895,217 FY2021 FY2022 FY2023 FY2024 FY2025 $30,429,538 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 $54,922,505 $61,087,732 $57,817,428 $60,921,487 $47,377,219 $54,293,817 $50,540,306 $0 $52,930,140 $20,000,000 $50,917,051 $40,000,000 $67,247,976 $60,000,000 Expenditures City of Peoria FY 2021 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 2021 budget includes a four percent increase in rates, which was also delayed to January 2021. 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. Because of pay-as-you-go capital projects funded with available fund balance, expenditures may exceed revenues in any given year. Residential Solid Waste Fund. The residential solid waste operation provides trash collection, recycling, and loose trash pickup for approximately 59,600 residential accounts. The city’s residential solid waste operation is the sole provider of service for Peoria residents. The FY 2021 budget includes a six percent increase in rates. As stated previously, this rate increase has been delayed to January 2021 in recognition of the economic hardship associated with COVID-19. 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. Because of pay-as-you-go capital projects funded with available fund balance, expenditures may exceed revenues in any given year. Residential Solid Waste Fund Commercial Solid Waste Fund Projected Revenues and Expenditures $20,000,000 Projected Revenues and Expenditures $16,356,294 $16,929,640 $15,741,941 $14,408,122 $13,188,648 $0 $13,645,542 $700,000 $12,650,536 $5,000,000 $13,301,605 $2,830,460 $10,000,000 $14,770,485 $15,000,000 $2,904,190 $2,775,937 $3,216,744 $2,649,798 $2,538,116 $2,528,423 $2,457,512 $1,400,000 $2,727,782 $2,100,000 $2,869,547 $2,800,000 $19,018,388 $3,500,000 $0 FY2021 FY2022 FY2023 FY2024 FY2025 FY2021 FY2022 FY2023 FY2024 FY2025 Revenues Revenues Expenditures 79 Expenditures City of Peoria FY 2021 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 $4,263,222 $4,268,911 $4,140,651 $2,000,000 $4,143,263 $5,551,469 $5,553,909 $5,391,377 $5,366,610 $3,000,000 $5,102,871 $4,000,000 $5,460,946 $5,000,000 $1,000,000 $0 FY2021 FY2022 FY2023 FY2024 FY2025 Sources 80 Uses Revenue Summary 81 Revenue Summary 82 City of Peoria FY 2021 Annual Program Budget Revenue Summary Revenue Summary In terms of the state economy, post-coronavirus, state General Fund revenues (sales tax, income tax, etc.) were 31.9% below the same month in the prior year in April. State sales tax in April declined by about 5%, essentially the same as Peoria’s local sales tax. Total revenues for Fiscal Year 2021 are estimated at $432.8 million, a decrease of 3.1% compared to the prior year’s estimate of $468.7 million. Estimated FY 2021 bond proceeds decrease revenues by approximately $8 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 2021 revenue sources are forecasted to decrease by 1.5% below the FY 2020 estimated total. FY 2021’s budgeted revenues reflect an eventual recovery to pre-COVID-19 revenue levels. Peoria has seen a dip in construction activity. April 2020 single-family building permits declined 20% to 107, compared to 133 permits in April 2019. 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 coronavirus (COVID-19) pandemic wrecked what had been a very favorable national economy. Prior to the contagion, economic indicators were good. The U.S. economy had added 225,000 jobs in January, and the unemployment rate was 3.6%. The Dow Jones Industrial Average (DJIA) was steadily gaining value and peaked above 29,000 midFebruary. 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 $194.2 million, or 45% of total revenues. Revenue in this category comes from sources both internal and external to the City. Of the total amount, $98.6 million (without bond proceeds) is projected from external enterprise activity, or 50% As a result of the virus, however, the DJIA entered a bear market, bottoming out at 18,591. The market has somewhat recovered, but the gains could be tenuous. The unemployment for April was 14.7%, the highest on record, with 20.5 million lost jobs. City of Peoria Total Revenue Sources Charges for Service 45% Licenses & Permits 1% Rents, Interest & Fines 2% Intergovernmental Revenue 15% Bond Proceeds 10% Miscellaneous Income 2% Taxes 25% FY 2021 Total Revenues: $432,757,521 83 City of Peoria FY 2021 Annual Program Budget Revenue Summary services and the collection of impact fees for development activity. 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 $52.0 million. Tax revenues account for 25% of total City revenue. The estimated tax revenue for FY 2021 is $106.8 million, which includes collections from local sales, franchise, and property taxes. Sales tax collections are estimated at $76.4 million, or 72% of total tax revenue. The City’s major remaining revenue sources are described in greater detail in the following sections. The remaining portion of the City’s Charges for Services revenue is primarily from City-provided services such as recreation programs, development Total Revenues by Fund ($ 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 FY17 Actual $135.0 2.2 41.8 22.3 20.2 21.2 16.4 4.0 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 47.9 21.5 22.0 25.6 16.2 5.5 45.9 15.9 16.0 10.2 9.5 2.7 6.3 5.3 3.2 2.4 2.2 1.3 0.8 0.7 FY19 Actual $149.4 33.6 45.2 24.4 24.7 23.5 18.4 6.7 17.4 15.9 14.9 10.8 11.5 2.7 6.1 5.3 3.6 3.1 2.3 1.4 0.8 1.3 FY20 Estimate $146.2 53.9 48.7 24.2 25.4 22.8 16.1 11.4 18.5 16.1 14.1 11.8 9.4 2.6 6.9 6.0 4.0 2.6 2.4 1.7 0.8 1.0 FY21 Budget $141.0 47.2 51.2 25.2 26.1 19.3 14.8 7.9 19.6 14.1 11.9 12.7 10.0 6.4 6.9 6.0 3.6 2.8 2.5 1.7 0.8 0.9 0.8 0.1 0.1 0.1 0.1 2.2 0.0 0.0 0.0 0.0 $354.2 $412.5 $423.1 $446.7 $432.8 84 City of Peoria FY 2021 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. Projection The City is projecting $76.4 million in sales tax revenue for FY 2021. This is a 15.4% decrease from the FY 2020 estimate of $90.3 million. The decrease reflects a reduction in revenue associated with the pandemic. Sales Tax Tax Revenue Revenue Sales FY 2021 Total - $76.4 million General 56% Transportation 15% Streets 5% Half Cent Sales Tax 24% 85 City of Peoria FY 2021 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 2021 is estimated to increase modestly from the previous year’s valuation. FY 2021’s stabilizing valuation makes the seventh consecutive year of increases following the low collection point in FY 2014, yet still 14% 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 2021 is estimated at $4.8 million, a 6.6% increase. Uses The secondary tax rate remains at $1.15 per $100 of assessed valuation. As a result, the secondary levy revenue for FY 2021 is estimated at $19.1 million, a 6.6% 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 FY17 Actual $0.19 $1.25 $1.44 FY18 Actual $0.19 $1.25 $1.44 FY19 Actual $0.29 $1.15 $1.44 FY20 Estimate $0.29 $1.15 $1.44 FY21 Budget $0.29 $1.15 $1.44 $2.4 $15.5 $17.9 $2.5 $16.5 $19.0 $4.2 $16.6 $20.7 $4.5 $17.9 $22.4 $4.8 $19.1 $23.9 86 City of Peoria FY 2021 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 30% of the General Fund operating budget. Revenues from these sources can be used for any general government activity. Projection In Fiscal Year 2021, the budgeted State Shared revenues applied to the General Fund are $46.0 million, representing a 0.2% decrease below the $46.1 million estimate for FY 2020. The FY 2021 estimates reflect an estimated $2.0 million loss in state shared sales tax, along with smaller losses in the auto lieu tax. Because urban revenue sharing is based on state income tax collection from two years prior, this funding source is projected to grow by $2.7 million in FY 2021. The largest of the four components, Urban Revenue Sharing, is based on state individual and corporate income tax collections two years prior to their distribution. State Shared Sales Tax revenues reflect monthly distributions of the state’s current year sales tax collections. The third component, Auto Lieu Tax, is based on current year distributions of the state’s vehicle license collections within Maricopa and Yavapai Counties. The fourth source, Highway User Revenues are discussed in the next section. General Fund State Shared Revenues ($ in Millions) $50.0 $45.0 $40.0 $35.0 20.4 22.3 15.9 17 16.8 6.7 6.8 7.2 7 6.2 FY17 Actual FY18 Actual FY19 Actual FY20 Estimated FY21 Budget 21 20.3 15.6 25 $30.0 $25.0 $20.0 $15.0 14.8 $10.0 $5.0 $0.0 Auto Lieu Tax State Shared Sales Tax Urban Revenue Sharing 87 City of Peoria FY 2021 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 2021 projection for HURF revenues is $10.7 million, an 11.2% decrease below the prior year’s estimate of $12.0 million. The City estimates COVID-19-related restrictions will result in less travel and fuel tax paid in FY 2021. Highway User Revenue ($ in Millions) $14.0 $12.0 $10.0 $8.0 $6.0 $4.0 $2.0 $0.0 FY 17 Actual FY 18 Actual FY19 Actual 88 FY20 Estimated FY21 Budget City of Peoria FY 2021 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 $4.6 million in FY 2021. Building permit revenues are anticipated to contribute $2.8 million, or 60% of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute $1.3 million, representing 29% of the total. Growth in permit-based revenues reflects a continued optimistic outlook for construction activity within the City. The City budgets this source at a level deemed to be reliable to avoid dependence on a revenue stream that can fluctuate from year to year. Uses The majority of license and permit revenue is collected by Development and Engineering along with the Finance Department, and the monies are placed in the City’s General Fund. License & Permit Revenues ($ in Millions) $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $0.0 FY17 Actual FY18 Actual Bldg Permits FY19 Actual FY20 Estimated Business Licenses 89 FY21 Budget Other City of Peoria FY 2021 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 2020 and FY 2021, respectively. Due to COVID-19 hardship, Council has pushed the FY 2021 rate increase back six months. The average resident will see their monthly water bill increase by $0.71 in January 2021. Adjustments and modest residential account growth are projected to increase water revenues to $50.9 million in FY 2021. 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 FY17 Actual $38.6 0.7 0.6 0.5 0.2 0.3 0.2 0.2 0.3 FY18 Actual $42.6 0.8 0.6 0.4 0.2 0.3 0.3 0.4 2.0 FY19 Actual $40.4 0.7 0.5 0.4 0.2 0.3 0.2 0.6 1.6 FY20 Estimate $43.8 0.8 0.6 0.5 0.2 0.3 0.2 0.5 1.5 FY21 Budget $46.1 0.9 0.6 0.7 0.2 0.3 0.3 0.2 1.6 $41.6 $47.6 $44.9 $48.4 $50.9 90 City of Peoria FY 2021 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 2020 and FY 2021, respectively. Due to COVID19 hardship, Council has pushed the FY 2021 rate increase back six months. The average resident will see their monthly wastewater bill increase by $0.38 in January 2021. Projected revenues for FY 2021 are $24.9 million, an increase of $900,000 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 FY17 Actual $20.3 0.9 0.7 0.1 0.1 FY18 Actual $21.1 0.9 0.7 0.1 0.1 FY19 Actual $22.0 1.0 0.8 0.1 0.2 FY20 Estimate $22.2 1.0 0.5 0.1 0.2 FY21 Budget $22.9 1.0 0.7 0.1 0.2 Total Wastewater Utility $22.1 $22.9 $24.1 $24.0 $24.9 91 City of Peoria FY 2021 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 2020 and FY 2021, as well as a 4% increase for commercial solid waste. Due to COVID-19 hardship, Council has pushed the FY 2021 rate increase back six months. The average resident will see their monthly solid waste bill increase by $0.92 in January 2021. Fiscal Year 2021 revenues for combined Solid Waste operations are estimated at $15.1 million, about 7.0% higher than the projected 14.1 million for FY 2020. Uses The revenues collected from the Residential Solid Waste and Commercial Solid Waste activities are used to recover the costs of each service’s operations. The majority of revenue - 83% - is generated from residential user fees, with $12.6 million expected in FY 2021. Commercial user fees are estimated to contribute 17%, or about $2.5 million in projected revenues for FY 2021. Solid Waste Operating Revenue (in Millions) Fund Commercial Solid Waste Fund Residential Solid Waste Fund Total Solid Waste FY17 Actual $2.3 9.6 FY18 Actual $2.2 10.2 FY19 Actual $2.3 10.8 FY20 Estimate $2.4 11.7 FY21 Budget $2.5 12.6 $11.9 $12.4 $13.1 $14.1 $15.1 92 Programs – Performance Management 93 Programs – Performance Management 94 City of Peoria FY 2021 Annual Program Budget Programs – Performance Management Performance Management Why Measure Performance? 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 Community/ Council priorities and organizational goals. For that reason, performance management 95 City of Peoria FY 2021 Annual Program Budget Programs – Performance Management Efficient Allocation of Resources 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. approach to operations. Department spending plans focused on community and organizational priorities and on measurable results for our citizens. These results are noted in the following department summaries and individual division details. Continuous Service Improvement 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. Organizational Priorities 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. 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 in 2017, 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. 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 2021 budget year are: Strategic Approach Performance measurement is most effective when integrated as part of an overall strategic 96 City of Peoria FY 2021 Annual Program Budget Programs – Performance Management A major theme in the FY 2021 budget development was to explore creative ways to maintain service levels on core services and to implement cost-saving efficiencies wherever possible. Departments aligned their core services and addressed future trends in our changing community. In some cases, this approach results in adjusting the way we utilize staff, manage our processes, and conduct our overall business. Yet in doing so, such changes are not expected to impact our current service levels and still preserve the things that make Peoria a great place to live. Aligning departmental goals, objectives and performance measures with the City’s broader strategic direction fosters more data-driven decision making. Organizational Strategic Plan Another set of priorities come within the organization itself. The city staff-developed Organizational Strategic Plan offers every employee insight into our long-term vision, values and standards. The tenets provide a common foundation upon which to work. The Strategic Plan identifies five focus areas that define the expectations of employees as they conduct business and serve the community. The focus areas are: • • • • • 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. Provide Excellent Customer Service Enhance Organizational Development Increase Information Sharing Promote Sustainability Promote Civic Engagement At the highest level, measures are aligned with broader community outcomes such as quality of life improvements, crime reduction, neighborhood stabilization and economic development. Measurement 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. Each department is responsible for creating strategies and performance measures that support these tenets. Department Plans 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 To assist the city leadership in making informed budget recommendations, departments develop organizational priorities into various policies, programs, services, and activities. Each department develops a longer-term plan, with a 2-3 year horizon. However, departments reassess their plans annually as part of the budget process. 97 City of Peoria FY 2021 Annual Program Budget Programs – Performance Management Survey Results response times. These measures require regular review and analysis. 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. Lastly, additional performance data is collected at the department level to provide department managers and supervisors performance data that helps guide daily operational decisions. This data often includes workload data related to specific programs, and is valuable for analyzing current trends, staffing and resources needs. Examples may include the number of recreation program registrations, number of permits issued or total visits to the city’s website. 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. 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. 98 City of Peoria FY 2021 Annual Program Budget City Attorney Operating Budget Summary City Attorney Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $2,807,249 $2,831,943 $3,078,152 $3,080,286 $3,229,510 Contractual Services $2,595,077 $3,110,136 $2,953,773 $3,004,937 $2,962,755 0.30% $58,749 $56,148 $84,410 $75,378 $83,650 -0.90% Total Expenditures $5,461,075 $5,998,228 $6,116,335 $6,160,601 $6,275,915 2.61% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Civil $2,216,505 $2,176,917 $2,283,838 $2,329,407 $2,383,370 4.36% Victims' Assistance Prg $245,838 $228,217 $242,913 $242,913 $250,200 3.00% Criminal $882,493 $909,688 $977,977 $976,674 $1,019,017 4.20% $1,911,045 $2,521,202 $2,383,038 $2,383,038 $2,379,246 -0.16% $201,724 $162,204 $211,169 $211,169 $226,682 7.35% $3,468 $0 $17,400 $17,400 $17,400 0.00% Total Expenditures $5,461,075 $5,998,228 $6,116,335 $6,160,601 $6,275,915 2.61% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 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% Claims Admin 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% Commodities Claims & Insurance Claims Admin St Anti-Racketeering-Cao 99 Pct Chg 4.92% CITY ATTORNEY DEPARTMENT MISSION To provide high-quality legal services to our clients and to achieve the interests of justice. DEPARTMENT DESCRIPTION The City Attorney is the legal advisor to the City of Peoria, including the Mayor and City Council; the City Manager’s Office; City departments; employees and staff; and the boards, commissions and committees of the City. The City Attorney’s Office (CAO) is funded from the City’s general fund, and the CAO manages legal claims against the City through the self-insurance risk fund, as well as with independent insurance policies. The Civil Division serves as the City’s general counsel and provides legal advice and legal counsel to the departments, boards, commissions and committees operating throughout the City to interpret and provide legal guidance on federal, state and local laws as they pertain to City services and activities, business and transactional matters. The CAO provides legal advice and representation related to administrative hearings, licensing, development, permits, taxes, elections, community services, public records, transportation, and natural resources, as well as prepares and reviews City ordinances and resolutions. The Civil Division provides legal representation in court (local, state and federal) that not only safeguards the interests of the City, but also ensures that goals and objectives of a rapidly-expanding modern city continue to be protected. The CAO Criminal Division protects the residents of the City, prosecutes misdemeanor charges and City Code violations in the Peoria Municipal Court and oversees the deferred prosecution program. The CAO Criminal Division provides victim services and protects the constitutional rights of crime victims. A complete description of all the operations of the City Attorney’s Office may be found at https://www.peoriaaz.gov/government/departments/city-attorney. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART CITY ATTORNEY CRIMINAL CIVIL RISK Prosecution General Counsel Insurance Victim Assistance Civil Litigation Claims 100 Criminal Division PURPOSE INITIATIVES The City Attorney’s Office Criminal Division prosecutes crimes that occur in the City, and provides victim assistance services to the victims of those crimes, including important notifications regarding their case, support and advocacy, and contacts with community service agencies. The Criminal Division provides three major functions: Criminal Prosecution, Victim Assistance Services, and Deferred Prosecution/Probation. • BUDGET NOTES A balanced budget, with no requests for increases for either the Criminal Division or Victim Assistance. ACCOMPLISHMENTS • • • The Criminal Division, in cooperation with the Police Department and the Court, is creating policies, procedures, and guidelines for Commercial Motor Vehicle inspection cases with the addition of a full-time officer assigned to Commercial Motor Vehicles. Cleared backlog of over 400 submittals of cases from police department. Donated $2500 in forfeiture funds to the Arizona Coalition for Victim Services for the annual Arizona Victim Assistance Academy. The focus of the Academy is to improve the quality of services provided to crime victims statewide. Victim Services served just over 6.5% more crime victims in 2019 and issued nearly 5% more notifications to crime victims. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Number of matters opened 3,200 3,600 3,700 3,800 Number of cases resolved 1,700 1,800 1,900 2,000 Number of notifications sent to victims 5,878 6,150 6,400 6,600 Number of victims served 1,815 1,936 2,000 2,050 PERFORMANCE MEASURES 101 Civil Division PURPOSE • The City Attorney’s Office Civil Division provides general counsel legal services to the Mayor, City Council, Departments in development, licensing/ permits, community services, business, economic development, compliance, elections, public records, general transactional matters, administrative hearings and litigation proceedings. The Civil division provides overall legal management and administration for the City’s Insurance and Claims Management unit. The Civil Division has attorneys, paralegals, legal administrators and legal specialists to provide comprehensive legal services to city departments, employees, and staff for all legal matters involving the City, from parks to police, to streets and water services. • • INITIATIVES • • • ACCOMPLISHMENTS • • • • • • • • Legal guidance on Mayor and Council recommended changes to the City Charter. Provided legal assistance regarding intergovernmental agreements (IGAs) involving the Police Department, ASU, the Central Arizona Project (CAP), Valley Metro, Tohono O’odham Nation and others. Review and redaction of steadily increasing volume of public records and body worn camera public records requests. Provide legal support on coordination of a State Trust Land annexation strategy. Improve response times to public records requests. Implement updates and upgrades to RiskMaster, CAO claims management software solution. BUDGET NOTES Vetting and purchase of comprehensive insurance coverage for the City, including property, liability, fleet, and cyber-threat coverages. Several Departmental Code updates and drafting of Ordinances and Resolutions. Code Amending Ordinance to clarify definition of votes cast. Legal support for 2019 Primary Election. Provided legal services in support of economic development matters. Supported launch of POGO. Legal support for negotiations to improve Peoria’s access to long-term water storage. Provided legal advice and services to Human Resources in Employee-related matters. Critical importance of supplemental request to add an FTE to improve response times to everincreasing public record requests. Acknowledging that the current public health emergency has drastically realigned city budget priorities, and that approval of this request is unlikely, this is the first substantive request brought forward that will address the growing caseload of public record requests. This request brings important focus to an area of mandatory essential services that will continue to erode until allocated more resources to address it, if not in the next, perhaps in a later fiscal year. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 102 City Clerk City of Peoria FY 2021 Annual Program Budget Operating Budget Summary City Clerk Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Personal Services $680,549 $741,288 $734,095 $734,095 $734,358 0.04% Contractual Services $221,860 $268,321 $228,798 $228,798 $502,220 119.50% Commodities $11,103 $8,348 $5,400 $5,400 $20,400 277.78% Total Expenditures $913,512 $1,017,958 $968,293 $968,293 $1,256,978 29.81% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg City Clerk $913,512 $1,017,958 $968,293 $968,293 $1,256,978 29.81% Total Expenditures $913,512 $1,017,958 $968,293 $968,293 $1,256,978 29.81% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg City Clerk 7.00 7.00 7.00 7.00 6.00 -14.29% Total Staffing 7.00 7.00 7.00 7.00 6.00 -14.29% 103 CITY CLERK DEPARTMENT MISSION To connect 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. 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 and code changes. In addition, the City Clerk provides training and ensures compliance with open meeting laws for City Council and Boards and Commissions. Chief Elections Officer The City Clerk is the Chief Elections Officer for the City and is responsible for administering all aspects of municipal elections with adherence to strict statutory requirements. Services include conducting primary, general, recall and other special elections, campaign finance related filings, preparation and distribution of publicity pamphlets and tracking and implementing election related legislation. 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, providing records management training and consultation to City departments, as well as, providing customized, physical records management services to every department and division within the city. https://www.peoriaaz.gov/government/departments/city-clerk-office ORGANIZATIONAL CHART CITY CLERK Deputy City Clerk Business Analyst Specialist Council Specialist Elections 104 Specialist Records Records Assistant CITY CLERK PURPOSE INITIATIVES The purpose of the City Clerk’s Office is to connect 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. • • • • ACCOMPLISHMENTS • • • • • • Developed and rolled out a new Board and Commission member online training Completed Phase I of citywide public records request automation Hired and training a Business Analyst to increase automation within the office Developed desktop procedures for recording documents, recruitment records, automated public records requests, contract processing and offsite storage of records Prepared three years of Ordinances and Resolutions and 10 years of City Council meeting minutes for citizen access through an online public portal Consolidated four Boards/Commissions into two and developed proposed code changes for Council approval on all Boards/Commissions • Develop a citywide Records Management Policy Draft a desktop procedure for Council vacancies and propose changes to Council Policy 1-3 regarding Council vacancies Finalize an election complaint procedure Begin development of an automated Board and Commission/Open Meeting Law Compliance/Council Subcommittee process Begin redistricting efforts BUDGET NOTES The City Clerk’s Office has requested budget supplements for the following: • • • Elections Redistricting Part-time contract Management Analyst LIVE PEORIA These icons indicate the Live Peoria goals addressed within the department PERFORMANCE MEASURES Provide transparency and public access to city government through compliance with open meeting law. Average number of days to complete public information requests without redactions Average number of days to complete public information requests with redactions Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 100% 99.32.% 100% 100% 2.1 2.26 2.3 2.3 17.2 26.81 30 30 105 City of Peoria FY 2021 Annual Program Budget Development and Engineering Operating Budget Summary Development and Engineering Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $6,935,616 $7,192,726 $8,044,955 $8,048,265 $8,260,352 2.68% Contractual Services $1,534,808 $1,496,841 $1,600,367 $1,497,056 $1,576,121 -1.52% Commodities $84,932 $66,462 $64,973 $51,434 $67,948 4.58% Capital Outlay $83,112 $99,921 $85,000 $85,000 $85,000 0.00% Total Expenditures $8,638,468 $8,855,951 $9,795,295 $9,681,755 $9,989,421 1.98% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Building Development $2,604,927 $2,642,652 $3,036,370 $2,974,816 $3,026,639 -0.32% Engineering Admin $767,583 $732,966 $901,228 $888,823 $926,275 2.78% Site Development $1,023,640 $967,315 $1,043,545 $1,037,040 $1,124,624 7.77% Engineering Services $1,283,341 $1,455,276 $1,572,503 $1,560,965 $1,580,122 0.48% Architectural Services Eng Inspection Svc Traffic Engineering Pct Chg $615,451 $628,513 $636,951 $629,761 $660,536 3.70% $1,052,104 $1,104,182 $1,196,193 $1,188,095 $1,225,493 2.45% $1,291,422 $1,325,047 $1,408,505 $1,402,255 $1,445,732 2.64% Total Expenditures $8,638,468 $8,855,951 $9,795,295 $9,681,755 $9,989,421 1.98% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Building Development 24.50 24.00 24.00 24.00 24.00 0.00% Engineering Admin 4.00 5.00 5.00 5.00 5.00 0.00% Site Development 8.00 8.00 8.00 8.00 8.00 0.00% Engineering Services 9.50 10.75 11.00 11.00 11.00 0.00% Architectural Services 5.00 4.00 4.00 4.00 4.00 0.00% Eng Inspection Svc 8.00 9.00 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 66.75 67.00 67.00 67.00 0.00% 106 DEVELOPMENT & 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 DESCRIPTION The City of Peoria’s 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. Funding 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. https://www.peoriaaz.gov/government/departments/development-and-engineering-department LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART DEVELOPMENT & ENGINEERING DIRECTOR Administration Architectural Services Building Development Engineering Inspections 107 Engineering Services Site Development Traffic Engineering Administration PURPOSE INITIATIVES The Administration Division provides overall management direction and support. Division staff provides financial, administrative, and technical support to the department. • ACCOMPLISHMENTS • • • • • • • • Completed the Development Impact Fee study and implemented new impact fees for streets, fire, parks, law, fire, water, wastewater and water resources. Developed and managed the department operating budget. Processed pay applications within established timeframes. Administered the Department’s records management program. Addressed citizen inquiries via the telephone, website or in person in a timely manner. • • • Effectively prepare and manage the fiscal year operating budget. Provide timely and accurate processing of payment requests from vendors. Manage the development impact fee program. Maintain departmental records according to adopted records schedule. Provide accurate and timely information to customers via the phone, web or in person. Provide clear, consistent and responsible communication. Provide leadership and serve on regional/valley wide committees related to various engineering issues. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Percentage of completed pay applications within established timeframes Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 * * 95% 95% *New reporting measure 108 Architectural Services PURPOSE INITIATIVES 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. • ACCOMPLISHMENTS • • • • • • • Ensure measured completion of key neighborhood park capital projects in support of neighborhood needs and fiscal responsibilities. BUDGET NOTES Completed underground infrastructure at Paloma Community Park. Completed modifications to the Senator John McCain Memorial Plaza at the Rio Vista Veteran’s Memorial Finalized design of three neighborhood parks: Country Meadows (renovations), Sonoran Mountain Ranch (renovations), and the Meadows subdivision (new park). Advanced planned and constructed (Phase 1) of PSAB 911 Dispatch Workstations Initiated design agreements for: - Centennial Plaza Decades Walk Expansion - DCSB Development Counter Modifications Selected Architect/ Engineer and Construction Manager for Jomax WRF Operations Building The Architectural Services Division extends its planning and project management skills to operational projects of greater complexity, ensuring that customer goals and timelines are achieved. Key noteworthy projects include City Hall Council Suite door relocation and PSAB 911 Dispatch Workstations. These projects enhance working relationships across City departments. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES % Budget Variance on Completed Capital Projects (Parks, Recreation, & Community Facilities, Neighborhood & Human Services, Police, Fire, Economic Development, Water Services, and/or City Management) Budget Value (Initial) of Completed Capital Projects (Parks, Recreation, & Community Facilities, Neighborhood & Human Services, Police, Fire, Economic Development, Water Services, and/or City Management) 109 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 -1.7% -14.0% -5.4% -3.0% $12.49M $4.69M $6.67M $50.60M Building Development PURPOSE • 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. INITIATIVES • • • ACCOMPLISHMENTS • • • Created an automated customer service survey generated at the time of plan review completion and project completion • Performed same day inspections at a rate of 95% Maintained lower turnaround times for plan review completing in less calendar days than City guidelines. Updated City Building Codes from the 2015 to the 2018 editions of the International Codes Provide professional level inspection services Perform inspections on the same day as requested at a rate of 95% Strive to continue to complete plan reviews in quicker turnaround times than City guidelines Provide accurate and timely permit processing and issuance BUDGET NOTES • The City of Peoria has 15 different application types that can be submitted, reviewed, and permitted electronically. The electronic document review (EDR) process enables customers to submit applications and construction drawings in PDF format 24 hours a day, seven days a week. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Average number of business days for 1st review the following plan types*: • Residential Standard Plans • Residential Plot Plans • Custom Homes • New Commercial • Tenant Improvement • Solar % of plan reviews processed as Electronic Document Review (EDR) ** % of building inspections performed on scheduled date Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 6 1.5 10 11 9 9 9 1.5 11 9 10 3 9 2 10 13 10 3 10 2 10 14 10 3 12% 22% 38% 45% 98.5% 98.6% 98% 95% * Review times are calculated using business days and are based on a 4-day workweek (not including holidays). Plan review times vary by application type. Actual and target plan review turnaround times are less than City standard. ** EDR implementation was a phased approach. All applications went live in FY20. 110 Engineering Inspection Services PURPOSE • The Engineering Inspection Division is responsible for the inspection of non-City owned utilities and small cell sites, private development and publicly funded right-of-way infrastructure, including water, wastewater, storm drains, bridges, traffic signals, and roadways. • • ACCOMPLISHMENTS • • • • Filled Engineering Inspector and Contract Engineering Inspector positions. Strengthened communications with City departments and continued effective working relationships with municipalities and agencies. Assisted with completion of the Stormwater Management Plan update as obligated by the City’s Municipal Separate Storm Sewer System Permit (MS4). INITIATIVES Conducted approximately 2,400 inspections related to permits issued for non-city owned utilities and small cell sites, residential/commercial private development and CIP projects. An electronic mailbox specific to Traffic Control Plans (TCPs) was created tcp@peoriaaz.gov. All TCPs (with the exception of those for Public Works projects), are submitted and approved through the TCP mailbox. Upon approval, the TCPs are then linked to the AZ511 website. Reviewed and approved 651 traffic control plans. Developed process for construction and inspection of the Small Cell Sites, fiber and power connections in the public rights-ofway. • • • • • Provide professional level inspection services. Respond to inspection requests within 24 hours. Collaborate with other municipalities throughout the Phoenix metropolitan area on standardizing inspection methods and processes. Continue to track, monitor and record Storm Water Pollution Prevention Plan (SWPPP) Best Practices in accordance with the City's Municipal Separate Storm Sewer System Permit (MS4). Provide training on inspection specifications, details, and methods, ensuring compliance with local, state and federal regulations. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Number of utility permits issued/inspected 578 704 780 704 Number of ROW permits issued/inspected related to development 797 812 695 695 Number of CIP permits issued 221 203 210 203 Number of small cell sites submitted for design review and construction/inspections completed 6 41 100 150 PERFORMANCE MEASURES 111 Engineering Services PURPOSE The Engineering Services Division is responsible for providing professional engineering and property acquisition 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, ROW, and easements for the rest of the City and provides technical support to internal and external customers of the Development and Engineering Department. • ACCOMPLISHMENTS • • • • Completed the 2019 update to the Peoria Engineering Standards Manual (PESM) Updated City Code for compliance with SB 1140 - Video Licensing Acquired and disposed of numerous deeds, roadway dedications, and various types of easements INITIATIVES • Completed the following CIP projects: - 103rd Ave; Northern Ave to Olive Ave - Pinnacle Peak Road; 91st Ave to 95th Ave - New River Multi-Use Path; Williams Road to Pinnacle Peak Road - Peoria Auto District - 67th Ave and Peoria Ave Monument Sign - Lake Pleasant Pkwy Waterline; 87th Ave to 95th Ave - Phase I of Section 12 Near Term Drainage - Deer Valley Rd and 95th Ave Traffic Signal - 83rd Ave and Ludlow Dr Traffic Signal • • • Provide superior capital project delivery services Coordinate preparation of CIP with other city departments and work with internal stakeholders to develop estimates for CIP projects for each specific project stage Update and maintain GIS layer for Small Cell Sites Manage the 2020 update to the PESM. Complete timely acquisition, disposal, and management of City owned property to meet infrastructure needs, providing professional real estate services to other departments and property owners LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Average Number of Capital Projects Assigned to PM (Traffic Control, Water, Wastewater, Drainage, and Streets) Budget Value of Initiated Capital Projects (Traffic Control, Water, Wastewater, Drainage, and Streets) 112 Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 9.0 10 10 9.0 $83.6M $92.3M $70.4M $56.6M Site Development PURPOSE INITIATIVES 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). • ACCOMPLISHMENTS • • • • • Established a review and permitting process for Small Cell Sites, complying with Arizona Revised Statutes and the Federal Communications Commission regulations Worked in conjunction with City departments and stakeholders to develop the Peoria Engineering Standards Manual (PESM) Permitted and approved Engineering plans for 731 new residential lots in FY18 and 1,680 in FY19 • Continue to work with the development community to increase the usage of the City’s Electronic Document Review (EDR) process Update the City’s Custom Home Plan Submittal Guide to include a grading and drainage plan review checklist Improve the Small Cell Site submittal and review process to reduce coordination conflict Create Standard Operating Procedures (SOPs) for various tasks performed by Site Development staff BUDGET NOTES • The Site Development Division has transitioned to supporting EDR for all final engineering plan types. This has resulted in the reduction of paper copies and applicant visits to the City to make physical submittals. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Average number of business days to review 1st submittal of Civil Engineering plans.* % of Engineering plan reviews processed as Electronic Document Review (EDR). ** Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 14 16 15 15 37% 85% 85% 90% * Review times are calculated using business days and are based on a 4-day workweek (not including holidays). City standard for 1st review of Civil Engineering plans is 21 business days. ** EDR for dry utilities went live in FY19. 113 Traffic Engineering PURPOSE The Traffic Engineering Division is responsible for plan review, design, long-range planning, and operation of the Traffic Management Center (TMC) connecting 127 traffic signals within the City's transportation network. These undertakings are accomplished through compliance of traffic engineering standards, traffic impact studies, pavement marking and signing plan reviews, traffic count coordination, traffic investigations, and school safety coordination. The division also handles the Resident Traffic Program (formerly known as the Neighborhood Traffic Management Program). • • • • ACCOMPLISHMENTS • • • • • • Activated three new traffic signals: Deer Valley Rd/95th Ave, 77th Ave/Peoria Ave, and 83rd Ave/Ludlow Dr. Modernized the Traffic Management Center (TMC) with a new 4k video wall, and additional processors and workstations Upgraded to new High Definition CCTVs from the original analog cameras Acquired two MCDOT traffic signals with full rehabilitation at 91st Ave and Pinnacle Peak Rd. Added new 10G fiber optic data ring in southern portion of city Provided outreach to all Peoria Unified School District (PUSD) schools and coordinated 15 onsite traffic and congestion reviews Initiated pilot green bike lane program in three specific locations to review effect, longevity, and safety enhancements Published new Traffic Impact Analysis Guidelines for developers to expedite review process Added interactive traffic maps to website for Traffic Engineers and Economic Development Received MAG grants for: adaptive traffic signal system along Lake Pleasant Pkwy and Olive Ave, a DCR for feasibility report to add a pedestrian bridge across Grand Ave and Burlington Northern Santa Fe (BNSF) railroad tracks for Peoria High School, construction of Skunk Creek pedestrian bridge in P83, a new traffic signal at 107th Ave and Rose Garden Ln, and emerging technologies on Cactus Rd. INITIATIVES • • • • Continue ongoing CCTV camera replacement Assist with deployment of new “emerging” technologies” MAG partnership Work with regional Olive Ave/Dunlap Ave partnership on adaptive traffic signal project Create comprehensive crash database with Peoria Police Department BUDGET NOTES • The Traffic Engineering Division utilizes state of the art video detection at a majority of City intersections that provides performance measures, including arrival of vehicles on a red light. This information is used to help time the traffic signal and corridors. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Congestion Management (# of CCTVs) Traffic Signals (# of new signals activated) Resident Traffic Program (# of projects) Traffic and School Safety (# of schools) Pedestrian and Bicycle Programs (# of miles of bike lanes addressed) Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 113 121 125 130 67 1 3 8 114 78 1 2 17 115 5 2 5 130 4 2 5 City of Peoria FY 2021 Annual Program Budget Economic Development Services Operating Budget Summary Economic Development Services Expenditures by Category FY2018 Actual Personal Services $1,057,303 $900,444 $981,744 $983,840 $998,352 1.69% Contractual Services $672,098 $497,892 $739,688 $644,116 $680,308 -8.03% Commodities $18,000 $17,904 $18,650 $18,712 $18,000 -3.49% Total Expenditures $1,747,402 $1,416,241 $1,740,082 $1,646,668 $1,696,660 -2.50% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Economic Development Services Administration Economic Development Services $507,995 FY2019 Actual FY2020 Budget $448,268 FY2020 Estimate $0 FY2021 Budget $0 Pct Chg $0 NA $1,239,407 $967,973 $1,740,082 $1,646,668 $1,696,660 -2.50% Total Expenditures $1,747,402 $1,416,241 $1,740,082 $1,646,668 $1,696,660 -2.50% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Economic Development Services Administration 3.00 0.00 0.00 0.00 0.00 NA Economic Development Services 5.00 7.00 7.00 7.00 7.00 0.00% Total Staffing 8.00 7.00 7.00 7.00 7.00 0.00% 115 ECONOMIC DEVELOPMENT DEPARTMENT MISSION It is the mission of the Economic Development Services Department to significantly develop and advance a vibrant economic ecosystem that is World Class, Sustainable and Future Ready, by developing and cultivating relationships and strategic partnerships designed to bring leads to locates, while also providing exceptional customer service and horizontal and vertical integration to the existing businesses of Peoria. DEPARTMENT DESCRIPTION The City of Peoria’s EDS team provides support to executive management in support of the Council’s Livability goal, Economic Prosperity. Focusing on creating a World Class, Sustainable, Future Ready city, the EDS team works diligently to promote the assets and opportunity that the City of Peoria has to offer on a local, regional, national, and international level. Continuing the targeted efforts to bring visibility of the City on a regional, national, and global scale through targeted activities, relationships, and strategic partnerships is a critical component of success for the department and City. https://www.peoriaed.com LIVE PEORIA These icons indicate the Live Peoria goals addressed by the department ORGANIZATIONAL CHART Economic Development Director Job Attraction & Expansion Customer Service Marketing & Communication Global Business Attraction & Expansion BRE, Vertical & Horizontal Integration 116 Operations, R&D, Special Projects Economic Development PURPOSE INITIATIVES It is the mission of the Economic Development Services Department to significantly develop and advance a vibrant economic ecosystem that is World Class, Sustainable and Future Ready, by developing and cultivating relationships and strategic partnerships designed to bring leads to locates, while also providing exceptional customer service and horizontal and vertical integration to the existing businesses of Peoria. • Enhance the business concierge program by creating short informative videos to be easily accessed online • Research new workshop options for ASU and SBDC to fulfill small business needs • Increase Class A office space • Preserve and increase industrial and commercial space • Update marketing campaign and complete marketing collateral for all targeted industries • From the pipeline, close qualified prospects at a level of at least $200 million in CapEx • From the pipeline, close qualified prospects with at least 500 jobs • Through various channel marketing and outreach efforts, generate a minimum of 200 leads • For Project Stadium Point, our initiative is to follow the project timeline: Begin the selection process in January, interviews in February, selection in March, DA agreement in April and Council approval in May and groundbreaking by January of 2021 or sooner. ACCOMPLISHMENTS • On October 30th, an RFP for Stadium Point was publicly issued. Staff led all premarketing efforts for this game changing 1M+ Square Foot Vertical Mixed Use Project • During FY20, EDS services expanded to include a Comprehensive Customer Service Program, highlighted by the Business Concierge Program. This program provides a unique customer service experience to local businesses. • The business concierge program in collaboration with Peoria Forward and SBDC, Peoria was awarded the West Valley Excellence in Innovation Award at WESTMARC’s annual Best of the West Awards. • The EDS contract management system was internationally recognized by the International Economic Development Council and received a Gold Award for Innovation Programs and Initiatives. • In conjunction with Huntington University, EDS hosted the second annual Peoria Film Festival. The festival was a huge success with a 30% increase in audience attendance. • We had many wins within the City this past year. Wins from advanced manufacturing, such as Wasserstrom and their 71K square foot expansion, to strengthening our financial services industry with the new addition of Bell Bank. • Staff developed the Prospect and Project Tracking matrix to track leads to locates while also tracking marketing, operations and special projects. The matrix totaled $55M in Capital Expenditures with over 550 jobs created. BUDGET NOTES EDS will prioritize our spending in accordance to the City of Peoria management goals, with a specific focus on ROI. Fiscally responsible decisions will be made in all areas. 117 Economic Development LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Increase awareness of concierge program by maintaining a (+/-) 5% variance in customer service requests from FY20 total 0 0 100 (+/-)5% Retain current jobs in Peoria while attracting additional jobs to Peoria 41,905 43,616 45,000 +2% PERFORMANCE MEASURES 118 City of Peoria FY 2021 Annual Program Budget Finance and Budget Operating Budget Summary Finance and Budget Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $3,650,567 $3,768,979 $4,147,997 $4,147,997 $4,252,765 Contractual Services $1,238,720 $1,249,992 $1,442,392 $1,391,782 $1,451,277 0.62% $54,213 $91,755 $114,156 $109,424 $76,681 -32.83% Total Expenditures $4,943,500 $5,110,727 $5,704,545 $5,649,203 $5,780,723 1.34% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Commodities Pct Chg 2.53% Pct Chg Finance Admin $315,639 $321,989 $343,186 $342,536 $361,252 5.26% Financial Services $1,691,138 $1,415,469 $1,673,611 $1,633,651 $1,718,446 2.68% Tax Audit & Collections $1,031,394 $1,134,200 $1,327,183 $1,319,726 $1,355,847 2.16% Management and Budget $847,911 $936,231 $945,965 $945,240 $952,792 0.72% Materials Management $599,213 $817,001 $876,967 $874,867 $834,613 -4.83% Inventory Control $458,204 $485,836 $537,633 $533,183 $557,773 3.75% Total Expenditures $4,943,500 $5,110,727 $5,704,545 $5,649,203 $5,780,723 1.34% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Finance Admin 2.00 2.00 2.00 2.00 2.00 0.00% Financial Services 15.00 13.00 13.00 13.00 13.00 0.00% Tax Audit & Collections 7.00 7.00 7.00 7.00 7.00 0.00% Management and Budget 6.00 6.00 6.00 6.00 6.00 0.00% Materials Management 7.00 7.00 7.00 7.00 7.00 0.00% Inventory Control 5.00 5.00 5.00 5.00 5.00 0.00% Total Staffing 42.00 40.00 40.00 40.00 40.00 0.00% 119 City of Peoria FY 2021 Annual Program Budget Finance Utilities Operating Budget Summary Finance Utilities Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $2,697,579 $2,795,095 $3,090,610 $3,090,610 $3,192,666 3.30% Contractual Services $1,501,478 $1,522,249 $1,841,244 $1,839,744 $1,742,105 -5.38% Commodities $337,314 $412,510 $574,219 $425,719 $530,119 -7.68% Capital Outlay $349,029 $331,238 $368,114 $423,114 $368,114 0.00% Total Expenditures $4,885,399 $5,061,093 $5,874,187 $5,779,187 $5,833,004 -0.70% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Customer Service $2,778,599 $2,131,836 $2,426,341 $2,426,341 $2,361,678 -2.67% Revenue Administration Pct Chg $592,723 $630,516 $857,490 $762,490 $774,435 -9.69% $1,514,077 $1,596,131 $1,708,287 $1,708,287 $1,733,627 1.48% $0 $702,610 $882,069 $882,069 $963,264 9.21% Total Expenditures $4,885,399 $5,061,093 $5,874,187 $5,779,187 $5,833,004 -0.70% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Customer Service 22.00 15.00 15.00 15.00 15.00 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% Utility Billing 0.00 7.00 7.00 7.00 7.00 0.00% Total Staffing 38.00 38.00 38.00 38.00 38.00 0.00% Meter Services Utility Billing 120 FINANCE & BUDGET DEPARTMENT MISSION To provide responsible fiscal stewardship and professional financial management with integrity, accountability, and exceptional customer service. DEPARTMENT DESCRIPTION The City of Peoria’s Finance and Budget Department provides a wide variety of financial services and support to departments and executive management to ensure responsible management of public funds, superior public service and fulfilment of Council goals. Primary functions include development and management of the city’s budget, financial accounting and reporting, disbursements, procurement, revenue administration, utility rate setting and sales tax and business licensing services. Funding comes from both the general fund and utility funds. The Revenue Administration division primarily serves external customers while the Materials Management, Financial Services, and Management and Budget divisions provide services to internal customers in various departments. https://www.peoriaaz.gov/government/departments/finance LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART FINANCE & BUDGET Chief Financial Officer Revenue Administration Customer Service Utility Billing Meter Services Materials Management Sales Tax and Licensing Inventory Control 121 Financial Services Accounting and Reporting Accounts Payable and Payroll Management and Budget Revenue Administration PURPOSE INITIATIVES To provide residents and businesses with superior public services in utility billing and collections, meter services, business tax and licensing and other miscellaneous billing services through efficient and effective practices, excellent customer service and responsible handling of public funds. • BUDGET NOTES No significant change in division budget from prior year. ACCOMPLISHMENTS • • • Implement One-Stop Payment solution to enhance customer payment options, improve efficiencies and PCI compliance Implemented Citizenserve to provide customers with automation and online solutions for business license applications Implemented improvements to call center phone system to enhance customer experience and operational efficiencies Increased sales tax audit recoveries LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Metering Services Total water meter accounts - Number of service orders resolved within 24 hours Billing Total utility accounts - Delinquency percent - Percent of customers billed electronically - Percent of customers paid electronically Sales Tax, Business License & Collections - Audit recoveries - Percent of applications processed within 30 days - Percent of licenses renewed electronically Customer Service: Total Calls Answered - Calls abandoned rate - Average speed of answer - Average call handling time Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 57,337 58,440 59,319 59,600 99.3% 99.6% 97.0% 97.0% 62,815 6% 28.0% 94.5% 64,215 6% 32.8% 94.8% 65,199 5% 34.3% 95.6% 65,600 5% 36.0% 97.5% $0.4M 97% N/A $1.4M 98% N/A $1.0M 98% 18% $1.0M 99% 50% 77,361 8% 1:33 4:02 82,938 9% 1:26 4:12 85,298 9% 1:25 4:01 81,500 9% 1:00 3:45 122 Materials Management PURPOSE INITIATIVES To provide centralized purchasing, warehousing and management of surplus property, mail distribution and copy center. The principal objective of the Materials Management Division is to acquire quality goods and services that meet the City’s needs at a reasonable price while ensuring a fair and competitive process in compliance with legal procurement requirements. • BUDGET NOTES No significant change in division budget from prior year. ACCOMPLISHMENTS • • Enhance contract and vendor management to improve procurement effectiveness and performance Implemented Amazon Business to allow departments greater flexibility in procurement while enhancing controls and monitoring of internet purchases Implemented E-procurement to increase efficiency, cost savings, and improve transparency in the city’s procurement practices LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Percent of Formal Solicitations awarded within 120 days Compliance with Procurement Code 96% 86% 85% 85% Yes Yes Yes Yes # of Protests Received/Sustained 0/0 0/0 0/0 0/0 PERFORMANCE MEASURES 123 Financial Services PURPOSE • To provide accurate and timely financial information that complies with Generally Accepted Accounting Principles and to ensure responsible management of public funds. INITIATIVES ACCOMPLISHMENTS • • • • • Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 34th consecutive year Obtained a bond rating upgrade for water and wastewater from Aa3 to Aa2 Obtained a $6.7 million loan for drainage improvements with a $1 million principal forgiveness from the Arizona Water Infrastructure and Financing Authority Completed $30.4 million in general obligation bond issuance for various infrastructure projects • • • Completed implementation of ADP Vantage, which eliminated paper timesheets and outsourced Payroll processing Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 35th consecutive year Enhance financial reporting to provide greater transparency Facility debt issuances to secure funding for the city’s capital program Develop roadmap for future replacement or major upgrade of financial system BUDGET NOTES No significant changes to division budget from the prior year. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the division PERFORMANCE MEASURES Bond ratings for general obligation bonds: Standard & Poor's Moody's Investor Services Fitch Ratings Bond ratings for water/wastewater revenue bonds: Standard & Poor's Moody's Investor Services Fitch Ratings Compliance with the Principles of Sound Financial Management Received "clean" audit opinion from independent CPA firm Compliance with Investment Policy Compliance with Debt Policy Percent of vendor invoices paid within 30 days of invoice date Percent of A/P payments made electronically Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 AA+ Aa1 AA+ AA+ Aa1 AAA AA+ Aa1 AAA AA+ Aa1 AAA AA Aa3 AA AA Aa2 AA AA Aa2 AA AA Aa2 AA Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 82% 86% 85% 85% 52% 60% 65% 65% 124 Management & Budget PURPOSE INITIATIVES To ensure Peoria’s long-term financial viability by adhering to industry best practices and the city’s own Principles of Sound Financial Management and leading a resultsdriven budget process grounded on accurate forecasts of revenues and expenditures. • • • ACCOMPLISHMENTS • • • • • • Received the GFOA Distinguished Budget Presentation Award for the 26th consecutive year Developed an easy to read Budget-InBrief Established affordable rate adjustments for water, wastewater, and solid waste. Coordinated the impact fee study for water and wastewater Participated in the water and wastewater bond ratings upgrade • Receive the GFOA Distinguished Budget Presentation Award for the 27th consecutive year Identify new budget preparation and management software solution Develop new rate models for water, wastewater and solid waste Publish a cost allocation plan to provide transparency for internal charges Revamp the program section of the annual program budget document BUDGET NOTES No significant changes to the budget. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Maintain a (+-) 3% variance in budget forecasts from the original forecast (September) to the final forecast (March Study Session). +1.71% +0.13% 0.00% <3% Maintain a (+-) 3% variance in revenue forecasts from the original forecast (September) to the final forecast (March Study Session). +0.90% +0.13% +0.21% <3% 125 City of Peoria FY 2021 Annual Program Budget Fire-Medical Operating Budget Summary Fire-Medical Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $25,964,877 $29,092,827 $32,685,597 $32,766,340 $33,357,537 2.06% Contractual Services $4,755,341 $4,684,632 $4,888,314 $4,695,496 $4,823,609 -1.32% Commodities $874,801 $1,912,543 $1,008,883 $1,015,844 $719,159 -28.72% Capital Outlay $0 $625,976 $30,000 $30,000 $40,000 33.33% $31,595,019 $36,315,978 $38,612,794 $38,507,680 $38,940,305 0.85% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Fire Admin $1,063,236 $1,188,662 $1,457,897 $1,457,897 $1,456,575 -0.09% Fire Prevention Total Expenditures Pct Chg $1,116,982 $1,060,608 $1,176,289 $1,176,289 $1,180,991 0.40% Fire Support Services $998,106 $1,030,426 $901,350 $900,450 $1,021,033 13.28% Emergency Medical Services $800,570 $1,551,108 $955,755 $923,475 $1,093,887 14.45% Fire Training $480,028 $406,644 $516,843 $516,835 $532,185 2.97% Emergency Management $197,768 $236,233 $254,222 $254,071 $257,979 1.48% Fire Operations $25,062,286 $27,943,875 $27,779,924 $27,779,760 $28,163,827 1.38% Ambulance Operations $1,781,717 $2,814,707 $5,287,995 $5,287,084 $5,212,828 -1.42% Homeland Security Grant $73,926 $66,290 $86,519 $86,519 $0 -100.00% Community Paramedicine IGA $0 $0 $175,000 $110,000 $0 -100.00% Vol Firefighter Pension Trust $20,400 $17,425 $21,000 $15,300 $21,000 0.00% $31,595,019 $36,315,978 $38,612,794 $38,507,680 $38,940,305 0.85% FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Fire Admin 7.00 8.00 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 1.00 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 32.00 40.00 40.00 40.00 0.00% Total Staffing 194.50 212.00 220.00 220.00 220.00 0.00% Total Expenditures Staffing by Division 126 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 communities trust and respect through superior life safety services. DEPARTMENT DESCRIPTION The City of Peoria’s Fire-Medical Department provides paramedic-level emergency medical care, fire suppression, hazardous materials response and mitigation, technical rescue, fire inspections and investigations, fire-related public education, emergency management and preparedness, and emergency medical transportation services. All services are delivered by the men and women of the Peoria FireMedical Department, and in cooperation with our local, regional and statewide partners. The department is staffed by 220 personnel and operates eight fire stations throughout the city, including a station at Lake Pleasant. The Fire-Medical Department consists of eight divisions: Administration, Support Services, Operations, Training, Fire Prevention/Community Involvement, Emergency Management, Emergency Medical Services, and Emergency Medical Transportation Services. Each division maintains a budget, performance measures, and is overseen by a Deputy Fire Chief who reports directly to the Fire Chief. Funding comes from the general fund, impact fees, grants and Capital Improvement Projects. https://www.peoriaaz.gov/government/departments/fire-medical LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department. ORGANIZATIONAL CHART FIRE-MEDICAL CHIEF Administrative/ Support Services Administration Division Support Services Division Fire Prevention/ Community Involvment Operations/ Training Operations Division Public Relations Training Division Fire Prevention Division Public Education 127 Emergency Management Division Medical Services Emergency Medical Services Divsion Emergency Transportation Services Division Administration and Support Services PURPOSE INITIATIVES The Peoria Fire-Medical Department’s Administration and Support Services Divisions provide overall leadership and support to the department including strategic planning, budget/financial management, grant administration, personnel and payroll, contract administration, fire station and equipment maintenance/repair, computeraided dispatch coordination, fire fleet maintenance/repair and purchasing in order to ensure the efficient daily operations of the Fire-Medical Department. • • • • • ACCOMPLISHMENTS • • • • • • • • • Established a new Employee Wellness Program for Firefighters to support mental and physical wellbeing Renewed a ten-year lease agreement for Fire Station 199 at Lake Pleasant Accepted two federal grants from the Arizona Department of Homeland Security to support special operations teams Capital Improvement Project replaced entire inventory of radio communication equipment for the department Renovated Fire Station 193 to add an apparatus bay and fitness room to accommodate an ambulance Two sets of PPE issued to every sworn member as part of cancer prevention Decon policy and training completed New fleet/equipment tracking software • • • Replace the outdated records management system with a web-based solution Perform the required self-assessment to retain accredited status through the Center for Public Safety Excellence Renovate Fire Station 192 to accommodate additional staff and apparatus Fire Station 195 addition of training room, bunk rooms and apparatus bay Procurement process to replace all firefighter Self-Contained Breathing Apparatus Replace the current Fire Boat with a bigger, more durable boat configured to optimize patient rescue and treatment Capital Improvement Project to increase the connectivity to the Fire Support Services Building Begin data analysis for the placement of next fire station Replacement of a frontline Fire Truck BUDGET NOTES The administration/support services divisions received a $100,000 one-time funding supplemental process to replace the department’s records management system and a $150,000 one-time supplemental to upgrade the support service building’s connectivity and the City’s network. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 98.5% 97.9% 98% >98% Ensure operations fleet is in service 98% of total service hours annually. 128 Operations and Training PURPOSE INITIATIVES The Peoria Fire-Medical Department’s Operations and Training Divisions provide fire protection, technical rescue, hazardous material emergency responses and fire/rescue boat operations. The Operations Division currently staffs seven 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 types of brush trucks, one hazardous materials technical rescue truck, two Battalion Command vehicles, one fireboat, and one 6x6 Utility Terrain Vehicle. The divisions are 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. • • • • Replace the current Fire Boat with a bigger, more durable boat for better patient care and firefighting capabilities Implement a new process of tracking training hours in the current software to better assess training needs Research new and improved firefighter helmets Research new training for response to battery storage facilities BUDGET NOTES The divisions used existing budget to create a new and innovative way to train firefighters with a simulation software. ACCOMPLISHMENTS • • Completed a grant proposal and received a grant for a Hazardous Materials incident response robot Fire incident simulation studio was created and the new training has been very successful LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 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 84% 80% 82% 90% ISO Standards require 220 hours of training in multiple disciplines. N/A 100% 100% 100% PERFORMANCE MEASURES 129 Fire Prevention and Emergency Management PURPOSE INITIATIVES The Peoria Fire-Medical Department’s Fire Prevention and Emergency Management divisions provide inspection services, plan review, issuance of permits, fire code enforcement, fire cause investigations, internal safety investigations, and citizen safety programs. The divisions direct 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. • • • • Scan building plans to make an electronic historical record for fire inspection proposes Research the need for a juvenile firesetter program Train new fire inspectors on aspects of basic plan review Review and update the City’s Emergency Operations Plan (EOP) BUDGET NOTES The Fire Prevention division was able to find and utilize existing budget to purchase a large format scanner to begin the project of scanning all paper copies of building plans. ACCOMPLISHMENTS • • • • Purchased a large format printer for converting building plans to digital Fire Inspectors have been present at all City Special events to do fire inspections and consult of fire safety Fire Crews are scheduled throughout the year to visit schools and teach fire safety, CPR and first aid Completed IGA with Maricopa County Department of Emergency Management LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Inspect 100% of occupied businesses annually 79% 77% 80% 100% Fire plan review average turnaround time (days) 9.14 10.75 10 10 PERFORMANCE MEASURES 130 Emergency Medical and Emergency Transportation PURPOSE • The Peoria Fire-Medical Department’s Emergency Medical and Emergency Transportation Services 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. The divisions are responsible for the operation of five full-time emergency response ambulances capable of transporting patients and the medical billing for all transported patients. • INITIATIVES • • • • • Medical Supply Dispensing Machines at seven (7) Fire Stations for inventory control and tracking without the need for additional staff hours Analyze the need for an additional ambulance and billing staff Send billing staff to ambulance coder certificate course BUDGET NOTES ACCOMPLISHMENTS • Received a grant to be the administrator of a community paramedicine program in conjunction with other municipal fire departments Seven firefighters completed paramedic school The divisions’ budgets increased by 1.6% to support the operation of a fifth ambulance. Successfully launched a fifth ambulance into service and hired seven firefighters to operate Hired a billing specialist and administrative assistant to support ambulance operations Became a participating partner in the Electronic Health Information Exchange (HIE) LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Total travel time of an ambulance is less than 10:00 minutes from time of call 90% of the time 84% 89% 90% 90% Accounts Receivable Net Collection Percentage N/A 79.8% 80% 80% 131 City of Peoria FY 2021 Annual Program Budget Human Resources Operating Budget Summary Human Resources Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Personal Services $2,081,844 $2,439,882 $2,522,205 $2,537,205 $2,498,327 Contractual Services $20,465,603 $22,174,603 $24,023,588 $22,029,881 $24,799,034 3.23% $94,591 $61,909 $80,103 $76,353 $90,703 13.23% $22,642,037 $24,676,395 $26,625,896 $24,643,439 $27,388,064 2.86% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Human Resources $2,311,285 $3,390,850 $3,737,998 $3,637,998 $3,780,383 1.13% Commodities Total Expenditures Training -0.95% $396,414 $0 $0 $0 $0 Workers Compensation Self-Insurance $1,790,942 $2,957,803 $2,284,750 $2,241,856 $2,630,000 15.11% Employee Benefits - Health $16,996,098 $17,183,819 $19,365,148 $17,715,066 $19,699,681 1.73% Employee Benefits - Dental/Vision $1,135,251 $1,139,339 $1,235,000 $1,045,519 $1,275,000 3.24% $2,975 $3,000 $3,000 $3,000 $3,000 0.00% Employee Event Fund NA Employee Wellness Prg $9,072 $1,583 $0 $0 $0 Total Expenditures $22,642,037 $24,676,395 $26,625,896 $24,643,439 $27,388,064 2.86% FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Human Resources 19.00 20.50 21.50 21.50 21.50 0.00% Training 1.00 0.00 0.00 0.00 0.00 NA Total Staffing 20.00 20.50 21.50 21.50 21.50 0.00% Staffing by Division 132 NA HUMAN RESOURCES DEPARTMENT MISSION Supporting Superior Public Service through people! DEPARTMENT DESCRIPTION The City of Peoria Human Resources Department, through strategic partnerships and collaboration, recruits, develops and retains a high performing and diverse workforce. Human Resources fosters a healthy, safe, and productive work environment in order to maximize individual and organizational potential and position the City of Peoria as an employer of choice and support City employees in providing Superior Public Service. https://www.peoriaaz.gov/government/departments/human-resources LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART HUMAN RESOURCES DIRECTOR Workforce Administration/ Employee Programs Benefits/Classification & Compensation Human Capital Management (HCM) Recruitment Safety Workers' Compensation Time Administration Employee Relations Health & Wellness Disability Management HR Systems Administration Labor Relations Education & Training Development Classification & Compensation Employee File Recordkeeping Benefits Administration 133 Human Resources PURPOSE INITIATIVES The City of Peoria Human Resources department is a business partner, working collaboratively with all other city departments. We are focused on delivering high quality customer service with collaboration, compassion and commitment. We seek to provide Superior Public Service in benefits and compensation programs, recruitment, training, employee and labor relations, safety and employee development. • • • • ACCOMPLISHMENTS • • • • • • • • • Implemented ADP Vantage Human Capital System for Time, Benefits, Recruitment and Human Resources Selected a third party administrator to provide Workers’ Compensation claims management and Nurse Triage services to the City of Peoria workforce Held 41 wellness events (screenings, seminars, flu clinics, etc.) Received Platinum level of the Healthy Arizona Worksites Program (HAWP) for the third year in a row Implemented in-person blood pressure screenings and health coaching Updated the leadership development programs Successfully negotiated a three year Memorandum of Understanding for Firefighters (PFFA Local 493) in effect through June 30, 2023 Developed a partnership with the SkillBridge program allowing the City of Peoria to offer opportunities for veterans transitioning from military to civilian life. Three veterans were placed in the program in year one. • • 134 Evaluate available benefit offerings to expand options provided to employees, including voluntary benefits and services Finalize the review and update of all Personnel Administrative Regulations (PARs) Completion of the Public Entity Partnership Program (PEPP) with ADOSH Receive Platinum level of the Healthy Arizona Worksites Program (HAWP) for the fourth year in a row Apply for the Voluntary Protection Program (VPP) with ADOSH Implement the Extended Onboarding program to all departments, offering check-ins with new employees from a member of the recruiting team at least twice during the first year of employment Develop a tracking and reporting system for discipline, grievance, and investigation procedures Human Resources LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Percentage of new hires and competitively selected probationary employees that pass probation 86% 91% 91% 90% Percent of employees that voluntarily leave and would recommend the city as a place of employment 97% 97% 97% 98% 113 78 80 PERFORMANCE MEASURES Number of in-person learning opportunities provided to employees* *New measure in FY19 135 City of Peoria FY 2021 Annual Program Budget Information Technology Operating Budget Summary Information Technology Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Personal Services $4,075,885 $4,000,986 $5,158,095 $5,153,595 $5,390,823 4.51% Contractual Services $4,486,831 $4,488,212 $5,719,196 $5,286,910 $5,617,736 -1.77% Commodities $683,366 $682,418 $1,268,390 $1,279,582 $718,295 -43.37% Capital Outlay $635,048 $1,157,415 $2,679,309 $2,604,918 $1,426,700 -46.75% Total Expenditures $9,881,131 $10,329,031 $14,824,990 $14,325,005 $13,153,554 -11.27% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg IT Operations $8,065,230 $7,758,647 $10,321,665 $9,953,721 $10,230,574 -0.88% Radio System Operations $829,989 $971,197 $1,000,180 $991,714 $947,807 -5.24% Res For System Comp Eqt $462,657 $701,905 $2,298,793 $2,254,793 $1,426,000 -37.97% Res For Personal Comp Eqt $337,189 $384,508 $488,568 $488,568 $446,173 -8.68% IT Projects $186,066 $512,775 $715,784 $636,209 $103,000 -85.61% Total Expenditures $9,881,131 $10,329,031 $14,824,990 $14,325,005 $13,153,554 -11.27% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg IT Operations 40.00 40.00 41.00 41.00 42.00 2.44% Radio System Operations 2.00 2.00 2.00 2.00 2.00 0.00% Total Staffing 42.00 42.00 43.00 43.00 44.00 2.33% 136 INFORMATION TECHNOLOGY DEPARTMENT MISSION To provide high quality, reliable and secure technology services with a focus on innovation, fiscal responsibility and exceptional customer service. DEPARTMENT DESCRIPTION The City of Peoria’s Information Technology Departments provides technology support and resources to all City departments. The Information Technology Department provides citywide technical support to executive management in support of the Council’s goals, provides professional, technical support to all city departments, and provides exemplary service to the customers and citizens of the City. Funding comes from internal service charges. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART INFORMATION TECHNOLOGY DIRECTOR Administration Operations Enterprise Applications Project Management Service Desk Application Support Budget and Inventory Control Infrastructure Geographic Information Services (GIS) Security Radio Support 137 Administration PURPOSE INITIATIVES To provide leadership and operational support for the Information Technology Department while also providing project management to city departments for all technology driven initiatives. • • • ACCOMPLISHMENTS • • • • • • Tracked and maintained licensing for all desktops and servers during upgrades of both platforms Coordinated the purchase of the Microsoft Enterprise Agreement allowing the City to move to Office365 Managed multiple high profile projects to completion for several city departments. Projects such as ADP, PerfectMind and the Tyler New World upgrade Completed the process analysis and improvement for Project Management within IT Maintained a strong security posture on all systems and applications, including ACJIS certification and PCI compliance • • • Evaluate all licensing and propose improvements to purchasing and tracking Participate in the implementation of a new inventory tracking system Identify opportunities for Lean improvements, specifically driving towards paperless processes Continue providing professional project management to city departments Perform an internal process review to improve the flow of work throughout Information Technology Address all compensating controls within our PCI-RO Disaster recovery simulation. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Estimate FY 2020 Target FY 2021 Adherence to budgeted expenses* 98% 100% Cost Optimization* 95% 98% Security Compliance – Identify security best practices for the City of Peoria, document and disseminate* 98% 100% PERFORMANCE MEASURES Actual FY 2018 *New measure in FY20 138 Actual FY 2019 Operations PURPOSE INITIATIVES To provide operational services including service desk support, network infrastructure, engineering, systems administration and radio support. • • ACCOMPLISHMENTS • • • • • • Upgraded network infrastructure hardware at key sites throughout the city Upgraded over 100 servers from an end of life operating system to a newer, supported version Upgraded 1,400 PCs and laptops from an end of life operating system to a newer, supported version Improved the design and architecture of both the network and server infrastructure, providing a more reliable and secure platform for city departments Maintained security and compliance on all infrastructure and personal computing devices Implement the Office365 solution for email, file storage and collaboration Evaluate and propose a new wireless architecture for key city buildings and locations Implement a new management suite of software allowing for more automated processes in inventory, desktop management and license tracking LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Estimate FY 2020 Target FY 2021 Ticket Handling Time – Tickets will meet SLA agreed upon response* 93% 95% Backup and restore success rate – Backup rate and successful restore operations* 93% 95% Service Desk Tier 1 Resolution Rate – Calls are resolved at the Tier 1 level* 93% 98% Security Compliance Rate – All infrastructure is compliant with identified security best practices* 95% 100% PERFORMANCE MEASURES Actual FY 2018 *New measure in FY20 139 Actual FY 2019 Enterprise Applications PURPOSE INITIATIVES To provide enterprise application support including GIS support for all city departments. Enterprise applications include services 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. • • • • ACCOMPLISHMENTS • • • • • Upgraded operating system and SQL for multiple applications to maintain compliancy Application upgrades successfully completed for several systems Assisted in the automation of manual processes within applications and interfaces, improving the functionality of systems for end users Completed multiple public facing web apps for GIS related information and needs Establish an application portfolio for all applications supported by IT Consolidate database instances throughout the environment Establish a development environment for all applications in production and maintain these environments in tandem with production Working with departments, create maintenance calendars for all Tier 1 and Tier 2 applications Analyze and propose solution for known and unknown Access databases throughout the environment LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Estimate FY 2020 Target FY 2021 93% 95% Preventive Maintenance Backlog – Identify and maintain a preventive maintenance process for all supported applications* Tier 1 completion Tier 1 & 2 completion Security Compliance Rate – All applications are compliant with identified security best practices* 95% 100% PERFORMANCE MEASURES Actual FY 2018 Problem Resolution Rate – Problems are identified and resolved with either a full resolution or known workaround* *New measure in FY20 140 Actual FY 2019 City of Peoria FY 2021 Annual Program Budget Leadership and Management Operating Budget Summary Leadership and Management Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $2,740,008 $2,918,988 $3,131,665 $3,131,215 $3,412,580 8.97% Contractual Services $447,411 $766,262 $1,044,986 $1,047,737 $575,045 -44.97% Commodities $16,767 $32,981 $21,417 $22,976 $21,295 -0.57% Total Expenditures $3,204,185 $3,718,231 $4,198,068 $4,201,928 $4,008,920 -4.51% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg City Manager's Office $2,533,686 $2,548,038 $2,765,754 $2,746,145 $2,989,909 8.10% Governmental Affairs $458,681 $471,294 $557,310 $557,310 $531,735 -4.59% Office of Sustainability $211,818 $54,730 $0 $23,469 $0 NA $0 $644,169 $875,004 $875,004 $487,276 -44.31% Total Expenditures $3,204,185 $3,718,231 $4,198,068 $4,201,928 $4,008,920 -4.51% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg City Manager's Office 15.00 15.00 15.00 15.00 15.00 0.00% Governmental Affairs 2.00 2.00 2.00 2.00 2.00 0.00% Office of Sustainability 1.00 0.00 0.00 0.00 0.00 NA Office of Real Estate Development 0.00 2.00 2.00 2.00 2.00 0.00% Total Staffing 18.00 19.00 19.00 19.00 19.00 0.00% Office of Real Estate Development 141 Pct Chg LEADERSHIP AND MANAGEMENT DEPARTMENT MISSION To 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 DESCRIPTION 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. 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 Employee’s Code of Ethics. https://www.peoriaaz.gov/government/departments/city-manager LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART Jeff Tyne City Manager 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 Christine Nickel Human Resources Director Scott Whyte Real Estate Development Office Andy Granger Deputy City Manager Erik Strunk Deputy City Manager 142 Katie Gregory Deputy City Manager Office of City Management PURPOSE INITIATIVES To implement and support Council priorities and provide 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. • ACCOMPLISHMENTS • • • • • Professional credentialing of all eligible departments Partnership with Arizona State University’s School of Sustainability for Project Cities initiative Led strategic cross-functional teams to engage internal stakeholders in advancing key Council priorities and livability initiatives • • Continue to lead economic development efforts to revitalize Old Town, P83 and the Vistancia Commercial Core Continue to work with Arizona State University and the School of Sustainability to complete Project Cities initiative Support Charter Review Process and coordinate placement of amendments on General Ballot for voter approval Lead Census 2020 efforts and outreach in hard-to-count areas of the City Lead coordinated regional planning and policy development efforts for Proposition 400 Extension LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Professional credentialing of all eligible departments 4 4 4 4 Meet community needs, council priorities and organizational goals through efficient and effective service delivery. Measured through % of citizen inquiries responded to or acted upon within two business days 98% 98% 99% 100% Recognition of budget excellence by Government Finance Officers Association Receive GFOA Distinguished Budget Award Yes Yes Yes Yes PERFORMANCE MEASURES 143 Office of Real Estate Development PURPOSE ACCOMPLISHMENTS To create new development opportunities on strategic sites throughout the City to achieve the goals identified in the Counciladopted Economic Development Implementation Strategy (EDIS II). The target sites become ready for development through land acquisition, pre-development work, and the creation of development programs. • • • Completed the Old Town Conceptual Design Created a new master land use plan for Peoria Place Assisted Planning in updates to the Zoning Ordinance and Design Review Manual INITIATIVES • • • 144 Creation of new development opportunities in Peoria Place, Old Town, NEC 303/LPP, NWC 303/LPP, Deer Valley/LPP and 303/Happy Valley Lead efforts to acquire land, amend entitlements and complete design concepts Complete PAD amendments for CoreWest and Skunk Creek properties Office of Real Estate Development LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Land Acquisition - Acquiring properties for development opportunities, to support economic development Due diligence work completed on key development parcels - Creation of new development opportunities Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Properties in Old Town (Aparicio, Washington block remainder; key shop; car wash; remainder parcel for 83rd Ave realignment; 91st Ave/Olive; Smitty’s Development program; conceptual land use/site plan for 130+/- acres near Grand/Olive Skunk Creek Napa Building None N/A Peoria Place ASLD Parcels (4) Peoria Place PAD Amend; completion of the Zoning Ordinance & Design Review Manual Updates Skunk Creek PAD Amendment; CoreWest PAD OTDC Grand Avenue Corridor Entitlements/Amendments – Create/amend existing zoning/PADs to reflect desired development N/A Draft Zoning Ordinance & Design Review Manual Updates Creation of development and design concepts for targeted areas – Completion of Design Concepts N/A Old Town 145 City of Peoria FY 2021 Annual Program Budget Mayor and Council Operating Budget Summary Mayor and Council Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Personal Services $318,807 $388,215 $448,825 $448,825 $411,046 -8.42% Contractual Services $338,052 $346,427 $353,452 $329,316 $363,324 2.79% Commodities $12,322 $16,162 $11,325 $7,279 $11,325 0.00% Total Expenditures $669,181 $750,803 $813,602 $785,420 $785,695 -3.43% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Mayor & City Council Total Expenditures $669,181 $669,181 $750,803 $813,602 $785,420 $785,695 -3.43% $750,803 $813,602 $785,420 $785,695 -3.43% 146 MAYOR AND COUNCIL DEPARTMENT 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 DESCRIPTION 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. 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: Superior Public Safety; Smart Growth; Economic Prosperity; Arts, Culture and Recreational Enrichment; Integrated Transportation; Healthy Neighborhoods; and Superior Public Services. https://www.peoriaaz.gov/government/mayor-and-city-council 147 City of Peoria FY 2021 Annual Program Budget Municipal Court Operating Budget Summary Municipal Court Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $1,650,529 $1,789,150 $1,938,513 $1,936,963 $1,829,914 -5.60% Contractual Services $484,849 $485,101 $529,548 $535,045 $519,924 -1.82% Commodities $24,067 $20,545 $24,680 $20,733 $24,680 0.00% Total Expenditures $2,159,445 $2,294,796 $2,492,741 $2,492,741 $2,374,518 -4.74% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Municipal Court $1,928,747 $2,086,606 $2,236,090 $2,236,090 $2,275,532 1.76% Ftg Trust Fund (Court) Pct Chg $0 $0 $24,700 $24,700 $0 -100.00% $230,698 $208,190 $231,951 $231,951 $98,986 -57.32% Total Expenditures $2,159,445 $2,294,796 $2,492,741 $2,492,741 $2,374,518 -4.74% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Municipal Court 20.00 20.00 20.00 20.00 20.45 2.25% Municipal Court Enhancement Fd 0.90 0.90 0.90 0.90 0.45 -50.00% Total Staffing 20.90 20.90 20.90 20.90 20.90 0.00% Municipal Court Enhancement Fd 148 MUNICIPAL COURT 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 DESCRIPTION The City Court is dedicated to providing the community with an independent judiciary, which serves the public by the fair and impartial administration of justice. https://www.peoriaaz.gov/government/departments/city-court LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART PRESIDING JUDGE Pro Tem Judges Court Administrator Court Supervisor Court Supervisor Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant 149 Municipal Court PURPOSE INITIATIVES To promote and preserve the rule of law and protection of citizen rights by providing a fair, independent, and impartial forum for the peaceful resolution of legal conflicts according to the law. • ACCOMPLISHMENTS • • • • Participation with Veterans Stand-Down & Veterans Stand-Up. Event designed to assist veterans that include addressing fines/warrants driver’s license suspensions. Compliance with the standards and requirements set by Committee on Judicial Education summarized in the AZ Code of Judicial Administration Section 1-302, court staff must complete a minimum of 16 hours of continuing education per calendar year. Minimum number of COJET training hours required 336. Number of COJET hours completed is 423. Court staff received ETHICS, Computer Network, Active Shooter Awareness, AntiDiscrimination and Harassment as part of the required training. Entering final phase for the Court Security Standards adopted by Arizona Supreme Court Administrative Order 2017-015. • Introduction to offsite cash payments project “Pay Near Me.” Offsite Cash Payments (OCP) allow cash-preferred customers a secure and convenient method for paying court financial obligations without visiting the court. Linked directly to the Fair Justice Initiatives and the Supreme Court of Arizona’s Strategic Agenda, the AOC is currently working on another project to improve access to justice through technology with online payment plans to allow customers convenience. Portal is for new payment agreements only; minimum down payment based on total balance; option to enroll in monthly automatic payments (credit card). Text reminders for payment due dates and missed payments. Legislation passed in the 2018 session to make changes to parts of the protective order process beginning January 1, 2020. AZPOINT is a technology project that supports implementation of the revised statutes. AZPOINT has three components— a petition portal, a clerk portal, and a service portal. Court working with AOC with installing public PC’s in the lobby for accessibility. LIVE PEORIA These icons indicate the Live Peoria goals addressed within the department PERFORMANCE MEASURES % of cases with customer service complaints % of cases adjudicated (Cases closed/Cases opened) % of cases referred to judicial commission % of qualified cases receiving court appointed counsel % of qualified cases receiving interpreter services for foreign languages and sign language % of timely disbursements for bond refunds, restitution orders, fees to other government agencies and payment for services to vendors and jurors Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 <1% <1% <1% <1% 126% 131% 130% 128%* 0% 0% 0% 0% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 150 City of Peoria FY 2021 Annual Program Budget Neighborhood & Human Services Operating Budget Summary Neighborhood & Human Services Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $7,408,605 $6,015,418 $6,710,337 $6,721,613 $6,959,914 3.72% Contractual Services $4,303,074 $3,825,424 $6,753,910 $5,660,749 $6,336,451 -6.18% Commodities $563,556 $545,307 $701,693 $707,342 $615,170 -12.33% Capital Outlay $1,083,814 $820,488 $1,157,787 $1,157,787 $212,020 -81.69% $13,359,049 $11,206,637 $15,323,727 $14,247,491 $14,123,555 -7.83% FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Total Expenditures Expenditures by Division Arts Commission Peoria Center for Performing Arts $59,354 $116,405 $130,471 Pct Chg Pct Chg $130,471 $180,563 38.39% $491,159 $417,793 $519,235 $538,135 $554,201 6.73% Percent For The Arts $1,309,193 $629,147 $1,648,349 $1,587,349 $539,612 -67.26% Code Compliance $1,827,910 $1,054,225 $1,143,600 $1,143,600 $1,078,535 -5.69% Community Assistance $957,953 $691,223 $1,261,682 $1,197,432 $1,205,541 -4.45% Community Engagement $0 $0 $0 $0 $387,806 NA NHS Administration $1,540,741 $985,076 $904,840 $891,454 $681,813 -24.65% Am/Pm Program $1,712,877 $1,770,331 $2,004,945 $2,004,945 $2,062,577 2.87% Little Learners Program $402,875 $387,601 $423,253 $423,253 $425,245 0.47% Summer Recreation Program $353,397 $302,961 $459,505 $425,241 $424,951 -7.52% Summer Camp Program $728,575 $825,111 $853,648 $887,912 $917,846 7.52% Active Adult Program $184,020 $188,623 $209,129 $208,315 $211,080 0.93% Adaptive Recreation Program $181,336 $203,519 $187,680 $186,806 $187,255 -0.23% $1,163,811 $1,209,635 $1,626,940 $1,506,140 $1,263,100 -22.36% Teen Program $234,571 $198,386 $309,441 $311,187 $266,099 -14.01% Community Center $976,183 $973,531 $1,017,371 $1,021,187 $1,096,326 7.76% Home Grant $180,469 $15,446 $501,627 $323,662 $526,948 5.05% Comm Dev Block Grant $485,254 $729,700 $1,483,470 $821,525 $1,493,551 0.68% Neighborhood Stabilization Grant III $108,268 $1,610 $0 $0 $0 NA Special Events Program Adult Day Prg Grant $461,104 $506,313 $638,541 $638,877 $620,506 -2.82% Total Expenditures $13,359,049 $11,206,637 $15,323,727 $14,247,491 $14,123,555 -7.83% FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Arts Commission 0.50 0.95 0.95 1.16 1.16 22.11% Peoria Center for Performing Arts 1.00 0.55 0.55 0.68 0.68 23.64% Percent For The Arts 1.00 1.00 1.00 1.00 1.00 0.00% Code Compliance 21.00 10.00 10.00 9.00 9.00 -10.00% Community Assistance 5.08 4.80 4.80 4.80 4.80 0.00% Community Engagement 0.00 0.00 0.00 2.00 2.00 NA NHS Administration 13.50 3.00 4.00 3.00 3.00 -25.00% Am/Pm Program 3.80 3.00 3.00 3.19 3.19 6.33% Little Learners Program 2.10 2.35 2.35 2.23 2.23 -5.11% Summer Recreation Program 0.30 0.55 0.55 0.52 0.52 -5.45% Summer Camp Program 0.70 1.35 1.35 1.46 1.46 8.15% Active Adult Program 1.05 1.05 1.05 1.09 1.09 3.81% Staffing by Division 151 City of Peoria FY 2021 Annual Program Budget Neighborhood & Human Services Operating Budget Summary Neighborhood & Human Services Adaptive Recreation Program 0.70 0.70 0.70 0.74 0.74 5.71% Special Events Program 2.40 2.00 2.00 1.66 1.66 -17.00% Teen Program 0.70 0.75 0.75 0.39 0.39 -48.00% Community Center 3.00 3.00 3.00 3.13 3.13 4.33% Comm Dev Block Grant 0.92 0.95 0.95 0.95 0.95 0.00% Adult Day Prg Grant 6.25 7.25 7.25 7.25 7.25 0.00% Total Staffing 64.00 43.25 44.25 44.25 44.25 0.00% 152 NEIGHBORHOOD & HUMAN SERVICES DEPARTMENT MISSION To improve the quality of life in Peoria by engaging residents, promoting safe and healthy neighborhoods and creating a sense of community and pride. DEPARTMENT DESCRIPTION The City of Peoria’s Neighborhood and Human Services Department provides residents and visitors alike with various citywide 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. https://www.peoriaaz.gov/government/departments/neighborhood-and-human-services LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART Neighborhood & Human Services Director Family & Youth Services Arts & Events Community Assistance Code Compliance 153 Business Services Arts & Special Events PURPOSE INITIATIVES To provide Peoria citizens with arts and cultural opportunities, special events and placemaking experiences, that educate, inform, enrich, inspire, and entertain, as well as enhance the quality of life in Peoria. • • • ACCOMPLISHMENTS • • • • • • Completed placemaking streetscape projects in Old Town: 1) Expansion of Decorative pots; 2) Intersection street painting Created regular placemaking programming in Old Town that started with “Music on the Plaza” and has grown to “Peoria’s 2nd Saturdays” Successfully implemented the temporary art program INFLUX and it is now in its second year Partnered with several new organizations to provide innovative community programming and events in Peoria, such as Vistancia JazzFest, Devour the World, Park West Farmer’s Market Integrated POGO transportation into major events Incorporated a Sensory Room at large events to be more inclusive to individuals with disabilities. • Increase the exposure of the Arts Grants Program to bring new arts programs to Peoria Review ADA assessment for the PCPA and rank the priorities for facility updates Upgrade the level of entertainment/talent at events such as “All American Festival” and “Peoria Country Music Fest” Increase the opportunities to feature local talent and artists at events, such as the recurring monthly Peoria’s 2nd Saturdays. BUDGET NOTES • The Arts and Special Events Divisions have been combined into one and are reflected as such in this recap. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Number of Special Events, including placemaking Number of Special Event community applications Total attendance at the Peoria Center for the Performing Arts Public Art collection (large-scale) Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 44 67 40 60 48 57 60 60 63,512 64,232 34,000 60,000 21 25 27 28 154 Community Assistance Division PURPOSE INITIATIVES The purpose of the Community Assistance Division is to provide programs and services to residents, neighborhood associations, and nonprofit partners to enhance the quality of life in Peoria. • • ACCOMPLISHMENTS • • • • • Completed construction of the new Community Assistance Resource Center located within the City’s Community Center Contracted with 19 non-profit agencies to provide on-site services at the Community Assistance Resource Center Awarded first place in the Best Neighborhood Program category at the National Neighborhoods USA Conference for the City’s Neighborhood Pride Program Assisted 28,843 residents through local and federal grants. Received no findings, concerns or suggestions from the City’s Single Audit review of HUD programs • • • • Complete the Consolidated Plan, which guides the use of grant funds from the U.S. Department of Housing and Urban Development (HUD) for the five (5) year period FY21-FY25 Initiate a Community Engagement Section to focus on community outreach and providing liaison assistance to traditional neighborhoods Create My Peoria Grants to assist traditional neighborhoods with small capital improvements and resident engagement Formalize homeless Point-in-Time (PIT) count procedures for the City, including inter-departmental responsibilities Procure services and oversee contracts for homeless navigation and outreach activities as well as shelter bed night services Partner with non-profit partners to provide direct services for residents at the Community Assistance Resource Center BUDGET NOTES Division 1000-0590 was created for the Community Engagement Section LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Value of in-kind labor from volunteers providing services to residents through non-profit agencies or programs $3.89M $2.12M $1.72M $1.89M Maintain timely expenditure of HUD grant funds by ensuring less than 1.5 times the current grant allocation is undisbursed in the City’s line of credit with the U.S. Treasury .58 .71 .70 <1.50 Residents served through Peoria SUPPORT program and non-profit partners at the Community Assistance Resource Center N/A N/A 1,400 1,600 155 Active Adults PURPOSE INITIATIVES To provide meaningful leisure opportunities that sustain lifelong interests, introduce new activities, and increase socialization that enhances quality of life. • • ACCOMPLISHMENTS • • The active adult program offered new outdoor recreation opportunities. This includes urban hikes and city scavenger hunts. Archery and Adult Kayak Exploration were also offered, successfully teaching the basic knowledge of these sports as well as important safety requirements. Increased usage of Silver Sneakers, Optum/Renew fitness, and Silver&Fit insurance fitness coverage. Over 125 individuals have taken advantage of these insurance programs. Introduce alternative and offsite classes to expand lifelong learning opportunities Collaborate with youth programs, as well as community organizations, to offer inclusive events, such as trips, dances, and special events BUDGET NOTES The Active Adult Program continues to meet budgeted projected expenses and cost recovery. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Active adult participation 18,033 19,624 16,274 16,000 Customer Satisfaction - Above average/excellent 90% 91% 94% 95% PERFORMANCE MEASURES 156 Code Compliance PURPOSE INITIATIVES The purpose of the Code Compliance Division is to implement the City’s adopted ordinances and provide educational outreach by assisting communities to maintain safe and healthy neighborhoods. • • ACCOMPLISHMENTS • • • • • • • • • • Opened 7,554 code cases Addressed 9,047 Code Violations Addressed 13 structures via enhanced abatement Completed 23 Special cleanup projects Completed three Code 101 training sessions for the community Created a link for the public to access, track and report violations directly to the Citizenserve program Participated in an Ad Hoc Council/Code Subcommittee for code amendments. Codified five sections of city code for administrative cleanup. • Protect the public's health and safety in the neighborhoods by updating and keeping all city codes current Continue reviewing and improving processes to address the needs of the community through educational and outreach programs. Create ways to improve response times Create ways the public can easily access information concerning code issues Updating codes under the Ad Hoc Subcommittee for: accessory structures, food trucks and signage. BUDGET NOTES Continued focus on citywide property abatements and cleanup projects. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 % of code violation cases resolved through (CY): -Voluntary compliance - Induced compliance judicial process 94% 6% 97% 3% 95% 5% 95% 5% 157 Family and Youth Services – AM/PM PURPOSE INITIATIVES The AM/PM program is focused on providing a quality, enriching experience for participants by implementing a structured curriculum, excellent staff training and ongoing parent communication. • • • ACCOMPLISHMENTS • • • • • • Opened a new AM/PM site at Academy of Math and Science Restructured administrative support to assist in streamlining roles and responsibilities Developed champion teams to focus on marketing, communications, programming, training and culture building Ensured 100% of all AM/PM staff completed camp orientation training and additional topic specific monthly trainings. Increase champion team site visits to ensure program quality • • Develop and implement a first 30-day training program for all recreation leaders Provide culture-building events to enforce the Superior Public Service components Develop and implement programming objectives targeting educational, healthy and character enrichment curriculums Develop and implement a 12-month marketing and communication calendar to provide effective and timely messaging Explore a new accommodation process to better meet the needs of all youth Explore and develop the possibility of implementing a youth scholarship pilot program at a Title 1 school BUDGET NOTES This budget will continue to be evaluated as improvements and efficiencies are developed, and budget implementation will support the current initiatives. Due to the closure of programs for COVID-19, there will be a decrease in revenue and registrations will vary. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Revenue will decrease $2,373,044 $2,530,763 $1,957,587 $1,771,534 Registrations will vary 2,215 2,036 2,395 1,800 PERFORMANCE MEASURES 158 Family and Youth Services – Lil’ Learners PURPOSE INITIATIVES Little Learners preschool is focused on providing a warm, welcoming and engaging early childhood environment for youth to succeed and prepare for kindergarten. • • ACCOMPLISHMENTS • • • • Completed the cement painting on the outside playground Ensured 100% of all preschool staff completed required trainings Reviewed ADA compliance report and have begun making updates and corrections to the facility. Developed a new absence policy for Lil’ Learner participants to reduce various program costs, such as food, recreation supplies and trip admissions • • Implement the Youth Program Strategic Plan – Training, Communication, Culture Building and Programming Expand staff training hours to increase knowledge in Department of Health Services (DHS) and City policies to ensure program growth Continue to provide opportunities for quality programming with a variety of attendance options Develop and track Kindergarten readiness testing -- Delayed due to COVID-19 program closures and subsequent rehiring of staff. BUDGET NOTES This budget will continue to be evaluated to ensure that staffing and program costs are operating at a highly efficient level and supporting the current initiatives. Registration and revenue will decline due to the closing of programs during the COVID-19 pandemic. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Revenue will vary Registrations will vary Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 $470,481 $505,143 $347,126 $384,696 98 98 *80 80 *Part-time (PT) participant slots changed to full time. Some PT slots were 2 or 3 days a week, making it 1 time slot. Not all registered participants received childcare due to the COVID-19 pandemic. 159 Family and Youth Services – Summer Rec PURPOSE INITIATIVES Summer Rec is focused on providing a safe, enriching and creative place for youth to grow, learn and develop friendships during the summer months. • BUDGET NOTES ACCOMPLISHMENTS • • • • • • Implement the Youth Program Strategic Plan – Training, Communication, Culture Building and Programming This budget will continue to be evaluated to ensure that staffing and program costs are operating at a highly efficient level and supporting the initiatives. Due to program closures during COVID-19, revenue and registration will show a significant decrease. Adjusted operation hours to follow the PUSD normal school day (8am-3pm) Expanded STEM/STEAM enrichment opportunities through newly added onsite trips such as Limitless Learning and Building Bonanza Offered more variety for fieldtrips, providing new opportunities for youth Ensured 100% of all summer rec staff completed orientation training Developed and implemented an online Parent’s Guide to provide communication for field trips Successfully implemented online registration LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Revenue will vary $124,283 $93,187 $31,770 $317,70 Registration will vary 823 585 185 185 PERFORMANCE MEASURES 160 Family and Youth Services – Summer Camp PURPOSE INITIATIVES Summer Camp is focused on providing a safe, enriching and creative space for youth to grow, learn and develop friendships during the summer months. • • ACCOMPLISHMENTS • • • • • • Expanded STEM/STEAM enrichment opportunities through newly added onsite trips such as Limitless Learning and Building Bonanza Exceeded revenue goal by 7% Ensured 100% of all summer camp staff completed orientation training Developed and implemented an online parent’s guide to provide communication for field trips Successfully implemented online registration • Implement Youth Program Strategic Plan – Training, Communication, Culture Building and Programming Expand staff training hours to increase knowledge in Department of Health Services (DHS) and City policies Develop and implement an enhanced STEM/STEAM programs at all Summer Camps Increase levels of parent communication by providing camp specific welcome letters weekly newsletter outlining upcoming activities BUDGET NOTES This budget will continue to be evaluated to ensure that staffing and program costs are operating at a highly efficient level and supporting the initiatives. Due to program closures during COVID-19, revenue and registration will show a significant decrease. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 *Revenue is anticipated to decrease $840,061 $864,453 $506,651 $285,922 *Registrations are anticipated to vary 1,307 1,420 900 1,065 PERFORMANCE MEASURES *Summer Camp operated normally in July and August of 2019 however, as of June 15, 2020, there will only be 3 sites with 54 participants (ratio of 1 to 9). 161 Adaptive Program PURPOSE INITIATIVES The Adaptive Program recognizes that meaningful leisure activities can have a positive and often profound impact on the lives of persons with disabilities. Therefore, we are committed to providing a wide range of integrated and specialized activities. • • Research expansion of program to include those with physical disabilities. Develop a transition program for students exiting the school system and wanting to stay involved in Special Olympics programs in a community based setting. ACCOMPLISHMENTS • • • • BUDGET NOTES The Adaptive Time to Shine Theater Program saw rapid growth for the last production. Implementation of the Sensory Room at city signature special events enhanced the July 4, Halloween, and the Old Town Holiday Festival to make them more inclusive and accessible. Special Olympics sports opportunities expanded to include golf, bringing the total number of Special Olympics Sports offered to ten. Developed an outdoor Adventure Program, which includes archery, hiking, kayaking, and skiing. FY20 budget will see a decline in attendance that will carry over to FY21 due to COVID19 related protocols and guidelines implemented. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 % surveys rated above average to excellent 91% 96% 96% 96% Participation 18,985 19,191 7,350 6,620 PERFORMANCE MEASURES 162 Teens PURPOSE INITIATIVES The City of Peoria's Teen Program offers a variety of activities and events for teenagers and young adults. We specialize in creating activities that are engaging for teens and their friends, as well as the opportunity to meet new people. • • BUDGET NOTES ACCOMPLISHMENTS • Introduce alternative and offsite classes to expand lifelong learning opportunities. Bring together all the different divisions to market a collective, inclusive and diverse teen program. The Teen program budget has remained steady and supports the current initiatives. The Teen program budget will see a decline this year due to the COVID-19 pandemic, less participation and registrations are anticipated. Collaborated with teen coordinators in neighboring cities to brainstorm and share resources and program information. This resulted in a successful trip to Snowbowl and the possibility of future activities. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Decline in participation due to less participants, smaller group sizes 4,145 3,557 900 900 Maintain current programming 4 7 1 1 163 Community Center PURPOSE INITIATIVES The Community Center is a place for the community to meet and engage in social events, community meetings, and recreational activities for all ages and abilities. It provides valuable resources for the benefit of residents in need through the Community Assistance Resource Center and additional partnering agencies. • • BUDGET NOTES ACCOMPLISHMENTS • • • Increase marketing for rental opportunities. Expand summer programming for youth and teens. This is on hold until we resume programming. The Community Center budget continues to be evolving with the addition of the Community Assistance Resource Center. Food distribution programs have expanded this year to include Phoenix Rescue Mission providing monthly food distribution on Saturday mornings. Eight community events were held at the Center this past year, highlighted by the Community Picnic. The Community Center has acquired multiple community partners that make special events and programs possible. Those partners include Sonic, Sky Zone, Axiom Church, Girl Scouts Cactus Pine, St Mary’s Food Bank, and Heart Pantry. Due to temporary closure, facility rentals were suspended beginning the 3rd quarter, including all non-profits and private events. Food programs have seen an increase due to Covid-19 and it is anticipated that this will continue into FY21. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Food Programs FY19 Meals Provided FY20 Meals Estimate FY21 Meals Target Congregate Meals 9,737 10,500 11,025 Home Delivered Meals 20,670 21,840 22,932 Thursday Brown Bag 7,848 8,400 8,400 Phoenix Rescue Mission 2,116 3,250 3,250 6,275 4,800 6,300 46,646 48,790 51,907 Kids Café/Summer Meal Programs TOTAL Healthy Neighborhoods Family events FY18 Actual FY19 Actual FY20 Estimate FY21 Target 715 955 1,400 1,000 164 DES/DDD Contracted Adaptive Programs PURPOSE INITIATIVES The City of Peoria has been a contracted provider for the Department of Economic Security, Division of Developmental Disabilities (DES/DDD) since 1987. Services offered include Day Treatment and Training Adults, summer and after school programs, recreation, volunteer work, life skills development and community integration. Services expanded in 2017 to include Group Supported Employment. All programs are overseen by a Certified Therapeutic Recreation Specialist. • ACCOMPLISHMENTS Revenue is based on DES/DDD’s published reimbursement rate, which is contingent upon the Arizona State budget appropriations. Program was adjusted to different service delivery, worked with DDD to maintain billable hours and care for clients. • Expand summer program opportunities (once programming resumes) Increase job opportunities for Group Supported Employment. BUDGET NOTES DES/DDD contracted programs have historically been 100% cost recovery, however, FY20 brought unprecedented changes due to COVID-19. As revenue is based on the number of units billed for, the suspension of programs affected the cost recovery. Group Supported Employment launched a food cart business, Prickly Pete’s Snack Cart. All members successfully obtained Food Handlers Cards, prepared fresh homemade goods, and learned valuable customer service skills. In FY19, the City received from AZ Health Care Cost Containment System (AHCCCS) Value Based Purchasing data score of 93%. This indicates that Peoria is in the highest tier in prompt response to referrals and customer services to members registered in contracted programs and those seeking services. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Surveys rated above average to excellent 93% 99% 90% 90% Growth will remain steady FY 20-21 354 372 250 250 PERFORMANCE MEASURES 165 City of Peoria FY 2021 Annual Program Budget Non-Departmental Operating Budget Summary Non-Departmental Expenditures by Category Personal Services Contractual Services FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg $1,578 $0 $0 $0 $0 NA $4,253,162 $3,854,771 $5,264,937 $5,247,216 $4,160,018 -20.99% Commodities ($85,399) ($82,861) $69,000 $69,000 $69,000 0.00% Capital Outlay $364,116 $4,263,968 $1,487,857 $575,534 $2,553,542 71.63% Total Expenditures $4,533,457 $8,035,878 $6,821,794 $5,891,750 $6,782,560 -0.58% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Non-Departmental $1,033,647 $1,553,410 $1,534,300 $1,228,284 -20.93% $881,371 Half Cent Sales Tax $3,499,810 $7,154,507 $5,268,384 $4,357,450 $5,554,276 5.43% Total Expenditures $4,533,457 $8,035,878 $6,821,794 $5,891,750 $6,782,560 -0.58% 166 City of Peoria FY 2021 Annual Program Budget Office of Communications Operating Budget Summary Office of Communications Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Personal Services $940,324 $1,011,386 $1,136,148 $1,136,148 $1,217,061 7.12% Contractual Services $388,388 $386,320 $507,950 $1,202,468 $430,753 -15.20% Commodities $34,896 $71,239 $194,698 $199,998 $34,348 -82.36% Capital Outlay $0 $62,803 $0 $0 $0 NA Total Expenditures $1,363,608 $1,531,749 $1,838,796 $2,538,614 $1,682,162 -8.52% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Public Information Office $1,021,827 $1,026,578 $1,221,010 $1,221,010 $1,220,323 -0.06% Peoria Channel 11 $341,781 $505,171 $617,786 $1,317,604 $461,839 -25.24% Total Expenditures $1,363,608 $1,531,749 $1,838,796 $2,538,614 $1,682,162 -8.52% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Public Information Office 6.00 6.00 7.00 7.00 7.00 0.00% Peoria Channel 11 3.00 3.00 3.00 3.00 3.00 0.00% Total Staffing 9.00 9.00 10.00 10.00 10.00 0.00% 167 OFFICE OF COMMUNICATIONS DEPARTMENT 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 DESCRIPTION The Office of Communications is a dynamic department of communicators providing digital and traditional communications to effectively inform and engage the residents, businesses and visitors of Peoria, national audiences and city staff. In addition, the office provides communications expertise and production resources for all City of Peoria departments to achieve their communication goals. The department’s signature function is media relations, which is conveyed in traditional and digital platforms. The goal is to develop and implement marketing and public relations programs, resident communications and visitor publicity that promote Peoria and ensure the city’s key messages are delivered to target audiences in an accurate, timely and cost-effective manner. https://www.peoriaaz.gov/government/departments/communications LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART 168 Office of Communications PURPOSE • The Office of Communications provides digital and traditional communications to effectively inform and engage the residents, businesses, and visitors of Peoria, national audiences and city staff. In addition, the office provides communications expertise and production resources for all City of Peoria departments to achieve their communication goals. • ACCOMPLISHMENTS • • • • • • • • • • • • • • • • • Social Media numbers increased by 63,000 followers across all platforms. Social media engagements went up by 73%; there were 165,000 engagements. Recommended, implemented and continually refined a new Google Adwords campaign for the economic development department, increasing click through rates and decreasing bounce rates significantly. 2,000 posts during the year on social media outlets. Created a 30-minute State of the City video for the Mayor. Developed Northwest Meets Southwest program to attract potential development interest to Peoria. National Media outreach leading to stand-alone Peoria articles in USA Today and Forbes. Brought back Peoria Film Fest. Continued to implement the branding initiativePeoria is the Place. Destination Creation for Old Town-working with Economic Development to market and redevelop Old Town. It started with profiling Old Town businesses and the development of the People of Peoria series. Began the comprehensive Census outreach effort. Working with ASU project cities on placemaking survey and water conservation messaging. Popup Peoria Storefront at Park West. Finalized Hotel Feasibility study that indicated Peoria not only needs a full-service hotel, but could also successfully support an upscale project. Digital Kiosks-Implemented and set-up digital, visual communication (6 feet tall) to share city information in an interactive way. Currently housed at the library, it can move to any city location. Digital Lab-Secured funding to teach students digital media creation at our library in partnership with Huntington University. From through November 2019, we have received 1.35 million website visitors, a 5.87% increase from 2018. The impact of the Coronavirus has affected our goals for FY20. The Peoria Leadership Institute will, most likely, have to be postponed until FY21. Additionally, our supplemental requests for the website refresh and tourism program will have to be put on hold due to the budget impact of COVID19. The team has provided consistent crisis communications and issues management both internally and externally during the Coronavirus pandemic. For example, a special COVID-19 webpage was immediately developed to house the number of press releases, videos, graphics and information related to the virus. The COVID-19 info page has been updated 184 times since this has occurred (about 3 weeks). The OC Team created the #inittogether campaign in conjunction with the Mayor’s Office and Economic Development Department. This included the creation of social media, graphics and communications outreach for the small business initiative. Further, the team has provided constant updates and social media posts multiple times a day in regards to the impact on our city. The second phase included developing a virtual strategy to record and deliver City classes, events and programs to residents via a digital platform. For example, after 2nd Saturdays was cancelled, the OC recommended that we create a Virtual 2nd Saturdays, featuring Pop-up Dinner Demos, music and an artisan preview. INITIATIVES • • • • • • 169 Branding initiatives to various target markets, businesses and tourists to educate and inform, including POGO and recycling. Channel 11 deployed live broadcast technology, including new Spring Training Cameras, equipment upgrade and technology advancements. Redesign of Peoria Channel 11, moved to all Peoria-related content. Designed and implemented several marketing strategies and campaigns for high profile city initiatives. Developed an internal marketing strategy, dubbed Live Peoria, to build awareness among employees about the city’s six livability goals. Developed and launched a comprehensive online reputation management program that was specifically focused on website and search content, researching, claiming and managing city listings on search sits (primarily Google) as well as responding to reviews and comments. Office of Communications LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES 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 Increase total web traffic to the city’s (5) websites Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 95% 96% 0%~ 97% 128,000 135,000 170,000* 173,000 375 400 390+ 410 27,500 28,750 29,800 30,000 250 255 275 300 1,154,983 1,200,000 1,341,600 1,381,848 *The team has invested in boosting posts to reach a greater audience, which has led to an increase in followers. The city also established the Peoria Eats Instagram page and the HR Careers Instagram page. However, the effect of COVID19 could affect the number of followers we have, as that is not our primary focus during crisis communications. +Due to the impact of the Coronavirus, our new items took a pause to focus on crisis communications. ~The Peoria Leadership Institute’s status is currently unknown. It looks as though it will not take place in FY20. 170 City of Peoria FY 2021 Annual Program Budget Parks, Recreation and Community Facilities Operating Budget Summary Parks, Recreation and Community Facilities Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $9,005,240 $10,899,464 $13,305,224 $13,291,841 $13,677,123 2.80% Contractual Services $9,762,722 $9,476,963 $11,799,559 $11,121,945 $11,298,109 -4.25% Commodities $1,304,921 $1,352,584 $1,942,308 $1,771,859 $1,654,079 -14.84% Capital Outlay $557,985 $651,051 $331,950 $203,950 $505,950 52.42% $20,630,869 $22,380,062 $27,379,041 $26,389,595 $27,135,261 -0.89% FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg $0 $1,205,858 $1,594,759 $1,574,252 $1,547,082 -2.99% Total Expenditures Expenditures by Division PRCF Administration Swimming Pools Pct Chg $1,203,471 $1,143,580 $1,421,104 $1,421,104 $1,440,902 1.39% Outdoor Recreation Program $32,720 $3,501 $22,447 $21,399 $22,528 0.36% Special Interest Classes - Youth $220,401 $168,139 $174,155 $173,155 $146,102 -16.11% Special Interest Classes - Adult $39,926 $34,854 $43,022 $43,022 $17,845 -58.52% Sports Programs - Youth $666,743 $596,842 $699,561 $689,561 $729,217 4.24% Sports Programs - Adult $375,694 $274,372 $491,859 $421,097 $476,354 -3.15% Rio Vista Community Park $855,810 $841,279 $999,151 $999,151 $1,034,860 3.57% Rio Vista Rec Center $1,490,199 $1,594,789 $1,618,050 $1,622,207 $1,567,159 -3.15% Pioneer Community Park $1,011,167 $1,010,149 $1,266,574 $1,266,574 $1,320,193 4.23% Paloma Community Park $0 $171 $1,187,204 $611,454 $1,157,277 -2.52% Main Library $2,628,994 $2,667,904 $2,908,517 $2,908,517 $2,909,084 0.02% Branch Library $1,705,340 $1,745,317 $1,875,022 $1,875,022 $1,766,113 -5.81% Parks North $1,683,448 $1,561,673 $2,204,442 $2,077,572 $2,101,551 -4.67% Parks South $1,740,489 $1,467,829 $1,805,839 $1,803,254 $1,822,597 0.93% Park Rangers $0 $370,329 $721,197 $707,590 $775,235 7.49% Contracted Landscape Maintenance $1,492,938 $1,664,962 $1,922,521 $1,909,047 $1,935,503 0.68% Trails Maintenance $277,896 $271,015 $437,853 $437,853 $446,762 2.03% 101 Pylon Signs $11,590 $6,938 $0 $0 $0 NA $4,419,797 $4,541,665 $5,027,022 $4,997,022 $4,719,655 -6.11% $597,618 $541,948 $730,742 $730,742 $730,742 0.00% Complex Operations/Maint Spring Training Sports Complex Capital Reserve $703 $0 $0 $0 $0 NA Sports Complex Improvement Reserve $13,943 $288,618 $100,000 $0 $100,000 0.00% Sports Complex GA Surcharge $73,652 $155,077 $100,000 $100,000 $151,500 51.50% Complex Eqt Reserve $88,330 $223,254 $28,000 $0 $217,000 675.00% Total Expenditures $20,630,869 $22,380,062 $27,379,041 $26,389,595 $27,135,261 -0.89% FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg PRCF Administration 0.00 12.50 12.50 12.50 12.50 0.00% Swimming Pools 3.34 4.60 4.60 4.60 4.60 0.00% Special Interest Classes - Youth 0.87 0.42 0.42 0.42 0.42 0.00% Special Interest Classes - Adult 0.20 0.17 0.17 0.12 0.12 -29.41% Sports Programs - Youth 2.78 2.30 2.30 3.00 3.00 30.43% Sports Programs - Adult 1.88 1.24 1.24 1.24 1.24 0.00% Staffing by Division 171 City of Peoria FY 2021 Annual Program Budget Parks, Recreation and Community Facilities Operating Budget Summary Parks, Recreation and Community Facilities Rio Vista Community Park 5.00 4.00 4.00 4.33 4.33 8.25% Rio Vista Rec Center 9.00 9.60 9.60 8.90 8.90 -7.29% Pioneer Community Park 3.50 3.99 3.99 4.32 4.32 8.27% Paloma Community Park 0.00 0.24 6.24 5.58 5.58 -10.58% Main Library 17.25 17.23 17.23 16.48 16.48 -4.35% Branch Library 12.50 12.48 12.48 12.73 12.73 2.00% Parks North 12.85 12.07 12.07 11.72 11.72 -2.90% Parks South 11.90 11.12 11.12 11.72 11.72 5.40% Park Rangers 0.00 6.24 8.24 8.24 8.24 0.00% Contracted Landscape Maintenance 1.00 1.61 1.61 1.61 1.61 0.00% Trails Maintenance 2.00 3.74 3.74 3.74 3.74 0.00% Complex Operations/Maint 18.50 18.50 18.50 18.50 18.50 0.00% Total Staffing 102.57 122.05 130.05 129.75 129.75 -0.23% 172 PARKS, RECREATION & COMMUNITY FACILITIES DEPARTMENT MISSION To meet the needs of the citizens of Peoria by developing, implementing and maintaining quality programs, services, events and facilities that are cost effective, creative, and responsive to citizen input. DEPARTMENT DESCRIPTION The Parks, Recreation & Community Facilities department manages the city’s recreation programs and community facilities, neighborhood and community parks, open space, trails, park rangers, right-of-way maintenance, library system, and the Peoria Sports Complex. The primary focus of the Department is to provide a wide array of recreation and leisure services, programs and community facility operations, and events that enhance the quality of life for residents. The Department offers residents programming and facilities through opportunities from open access to highly personalized leisure experiences. The Department provides stewardship for and designs the park, open space, trails, and facility planning with a focus on sustainability and balanced preservation. Every amenity and program is centric to the community’s health and wellness and enriches life in and around Peoria, every day. https://www.peoriaaz.gov/government/departments/parks-recreation-and-community-facilities LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART PARKS, RECREATION & COMMUNITY FACILITIES DIRECTOR Administration Business Services Recreation & Community Facilities Library & Cultural Services Parks, ROW, Trails & Open Spaces Rio Vista Recreation Center Main Library Neighborhood Parks Sports Complex Operations Sunrise Mountain Library Community Parks Aquatics Programs & Maintenance Park Rangers & Outdoor Recreation Youth Sports Programs Park Programs & Adult Sports Sports Complex Maintenance 173 Administration PURPOSE INITIATIVES Business Services provides support to the Parks, Recreation and Community Facilities Department and Neighborhood and Human Services Department. The division is directly responsible for the overall management of financial administration, human resources, employee recruitment guidance and support, technology administration, and Boards and Commissions support. • ACCOMPLISHMENTS Division budget is up from FY 19 due to necessary budget adjustments between Neighborhood and Human Services Administration and Parks, Recreation and Community Facilities Administration, as well as a budget transfer for PerfectMind expenses from the IT Department. • • • • • Receive CAPRA accreditation for the second time Recommend fee changes to the City Council Create manuals and guiding documents for departmental staff BUDGET NOTES Implemented PerfectMind - the registration, membership, and facility rental system Completed comprehensive fee review Assisted staff in the transition from PeopleSoft to ADP payroll and timekeeping functions LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 HR related actions in ADP N/A 2,220* 1,500 1,750 New accounts created 5,029 5,423 5,600 5,700 Registrations (Total) 48,747 37,175 41,500 43,000 Number of Refunds 1,978 3,197 5,000** 3,900 Phone Calls (Front Desk) N/A 41,643 38,000 43,500 PERFORMANCE MEASURES *Estimate based on actual ADP entries [Will be less in future years as set-up and transition caused an inflation in HR-related actions processed.] **With COVID-19 cancellations and programmatic changes, this estimate may be vastly different at the end of the fiscal year. 174 Aquatics PURPOSE • To respond to the recreational needs of the community by providing opportunities for aquatic activities which contribute to the leisure time, physical development, and wellbeing of the participants. • ACCOMPLISHMENTS • • • • • • Partnered with SRP to host the 4th Annual “Verano Sano” event Participated in the World’s Largest Swim Lesson with over 1,200 participants that day INITIATIVES Over 9,200 participants registered for our aquatic programs during the 2019 season Received $13,700 in grants to offer free/reduced swim lessons Hosted our 11th Annual Winter Water Safety Day and Polar Plunge; 130 participants took the plunge and raised over $2,400 for the swim lesson scholarship fund Received APRA’s Outstanding Aquatics Program award for the event with the Michael Phelps Foundation Was featured in Aquatics International as a winner of the Best of Aquatics – Community Outreach award for the partnership with the Michael Phelps Foundation • • • Restructure the schedule of swim lessons and training classes to help alleviate facility congestion during certain time periods Mainstream in-service agendas to make better use of training time for the parttime staff Bring in someone to speak to the parttime staff to improve lifeguard vigilance and awareness Continue to monitor and be more cognizant of expenditures (specifically our part-time staff hours) BUDGET NOTES Division budget absorbed projected FY21 utility increases for gas, water, electric and sewage within existing operating budget. No supplemental requests for FY21. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Maintain a 90% or higher overall satisfaction (above average/excellent) rating from swim lesson participant surveys 98% 97% 97% 97% Maintain a 90% or higher overall satisfaction (above average/excellent) rating from swim team participant surveys 91% 90% 91% 91% Maintain a 90% or higher overall satisfaction (above average/excellent) rating from dive team participant surveys 92% 90% 91% 91% PERFORMANCE MEASURES 175 Youth Sports PURPOSE INITIATIVES To provide recreational opportunities to the community by providing a safe environment where children can learn essential life skills through team sports. To contribute to a healthy community by encouraging physical fitness and a high quality of life. • • ACCOMPLISHMENTS • • • • • • • • Had over 4,800 participants registered and played in six separate sports during 2019 Had 459 volunteer coaches donate over 9,000+ hours to teach, mentor and uplift children during 2019 Received $26,000 in grants from AZSTA (Arizona Sports & Tourism Authority) for essential sports and first aid equipment Provided nearly 200 scholarships for youth to participate in our leagues in 2019 Partnered with Peter Piper Pizza to provide end-of-season parties to over 190 teams in 2019 Partnered with Phoenix Rising Youth Football Club to provide coaches’ training to soccer coaches in 2019 Partnered with Arizona State University on two separate studies pertaining to youth sports Evaluate program offerings to prioritize based on participant volume and cost recovery efficiencies Establish expanded partnerships with various organizations to enhance coaching education program at no additional cost Increase league awareness in low enrollment areas of the city BUDGET NOTES No notable changes to the budget. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Provide youth sports recreation opportunities for children in community 5,341 Participants 4,869 Participants 4,900 Participants 5,000 Participants Maintain a 90% or higher overall satisfaction (above average/excellent) rating from participant surveys 82% 84% 88% 90% 176 Adult Sports PURPOSE INITIATIVES Provide recreational organized sports leagues that promote active and social engagement in an inclusive, safe environment. • • ACCOMPLISHMENTS • • • • • • • 475 teams participated in basketball, flag football, indoor volleyball, sand volleyball and softball leagues Increased social media presence that provided 1,535% ROI after first campaign Created efficiencies in operation to recover 85% of direct and indirect costs Implemented new, web-based registration and payroll systems, Perfect Mind and ADP Replaced in person pre-season communication strategies with digital methods to meet customer requests Hired and trained one full-time coordinator and three part-time staff Maintain team registration in leagues within cost recovery goals Seek out public-private partnerships to enhance current and future programs at no additional cost Transition from traditional communication and marketing strategies to digital platforms BUDGET NOTES No notable changes to the budget. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Provide recreational organized sports leagues Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 641 Teams 475 Teams 463 Teams 500 Teams 177 Rio Vista Recreation Center PURPOSE INITIATIVES To provide exceptional customer service with quality recreation, fitness and rental facilities and programs. To contribute to an overall healthy community and high quality of life. • • ACCOMPLISHMENTS • • • • • Medicare supplemental pass holders increased by 25% over the previous year Rental revenue increased 18% over the previous year Partnered with Peoria PD and Neighborhood Services Department to provide quarterly homeless outreach events serving over 200 homeless in the area Received Arizona Sports and Tourism Authority grant to replace cardio equipment Replace treadmills and other cardio equipment on the fitness floor Evaluate family programming throughout the year for prioritization by participant volume and cost recovery efficiency Develop additional customer surveys in an effort to improve customer overall satisfaction BUDGET NOTES Division budget absorbed projected FY21 utility increases for gas, water, electric and sewage within existing operating budget. No supplemental requests for FY21. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Provide daily group fitness classes in an effort create a Healthy Neighborhood 33,476 Participants 32,166 Participants 33,000 Participants 34,000 Participants Provide recreation opportunities for drop in programming with pickle ball, fitness challenges, youth fit programs and teen volunteers 5,313 Participants 4,896 Participants 5,000 Participants 5,250 Participants Maintain a 90% or higher overall satisfaction (above average/excellent) rating from rec center surveys 92% 92% 95% 95% PERFORMANCE MEASURES 178 Community Parks PURPOSE INITIATIVES To provide exceptional recreation experiences for the City of Peoria residents and various external user groups, while offering a diverse range of amenities. • • ACCOMPLISHMENTS • • • • • • Completed landscape enhancement project to the John McCain Veteran’s Memorial Plaza Successfully hosted 94 youth and adult sports tournament and events at Rio Vista and Pioneer Community Park, which promotes tourism and provides an economic impact Hosted City of Peoria youth soccer, adult flag football, and adult softball leagues Held Special Olympics Bocce, softball and soccer tournaments Partnered with Diamond Girls Softball Association and Rio Vista Little League to host play for their leagues • • • Complete renovation of Rio Vista Community Park Playground in FY 2021 Increase amount of green recycled waste by utilizing PAT contract in the community parks Replace windscreen at maintenance shop and backstop pads on phase II at Rio Vista Complete construction of Paloma Community Park by fall 2020 Increase human capital by filling vacant positions and hiring new positions approved at Paloma Continue to be an economic driver and attract tourism through tournament promotion BUDGET NOTES Have successfully managed budgets through the community park system; however, increases in utilities and increasing commodities pricing will continue to put pressure to maintain the current levels of service. Savings due to Paloma Community Park currently under construction and not yet open. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES % of responses on Rio Vista Community Park patron survey rating experience as good to excellent % of responses on Pioneer Community Park patron survey rating experience as good to excellent % of responses on Paloma Community Park patron survey rating experience as good to excellent Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 97% 96% 97% 98% 93% 95% 97% 98% N/A N/A N/A 98% 179 Libraries & Special Interest Classes PURPOSE INITIATIVES Enriching Peoria’s evolving community through equal access to information, while offering inclusive programs, innovative technology and diverse collections. • • ACCOMPLISHMENTS • • • • • • Purchased and provided free lending to our patrons of 30 more Wi-Fi hotspots for them to take home and use to access the internet Completed and presented the new Strategic Plan to Mayor and Council Continue to hold two big events that consistently bring more of our community to the libraries: Bravo Peoria in spring at SML and Explore the Library in fall at Main Provided three new programs to the community: o A Seed Library at each branch o An 8-week series of STEAM programs at the Main Library o Explore-to-Go Kits patrons can check out Re-classed the SIC position from 20 hours to a 40 hour FTE that will oversee programming and outreach • • • Enrich lives by providing a means of social and cultural interaction Provide a flexible and adaptable physical space that is accessible to all residents and adequately supports collections and services Improve marketing, outreach, and communications with patrons, media, and stakeholders Provide the highest level of customer service to all residents Enhance existing collections and services Promote successful Centennial celebration events throughout the year BUDGET NOTES The library system has seen a decrease in total circulation over the past two years. This is a national trend as well; however, with the recent upgrade to the non-fiction collection, we hope to slow the decline. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Total Circulation (Physical & Digital) 1,868,293 1,812,867 1,794,346 1,700,000 Total Visits (Physical Visits) 553,968 525,343 534,843 540,000 PERFORMANCE MEASURES 180 Neighborhood Parks PURPOSE INITIATIVES The purpose of the Peoria Neighborhood Parks Division is to enhance the community and neighborhood value by maintaining safe and clean amenities and landscape spaces that promote outdoor recreation, play and active lifestyles. • ACCOMPLISHMENTS • • • • • • • • Received the American Society of Irrigation Consultants Excellence in Irrigation Merit Award Received an Excellence in Landscaping Award from the Arizona Landscape Contractors Association Participated in the preparation and execution of approximately 65 special events Leveraged human capital by hiring nine new employees to fill vacant positions Issued an RFP and selected a landscape company to execute mowing in the parks Converted Murphy LL Field into a new girls softball field utilizing operating funds Implement a standardization program for replacement of site furnishings to complement future project development Implement water management initiative to include the purchase of new “Smart” controller technology Install GPS into all Neighborhood Parks vehicles BUDGET NOTES Division budgets were down significantly due to an absence of employees, savings to water, and the Meadows Park not being open. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Stabilize water usage to +/-5% through effective management using evapotranspiration and central control operation systems. Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 $675,775 $594,909 12% $600,000 1% <3% 181 Park Rangers/Outdoor Recreation Programs PURPOSE INITIATIVES Provide front line customer service to the public while preserving natural habitat and enforcing rules and ordinances of city maintained parks, trails, and open space. Plan and implement outdoor recreational, educational and interpretive programs. • • ACCOMPLISHMENTS • • • • • • • Transitioned division from the Police Department to Parks, Recreation and Community Facilities Hired and trained four rangers with one dedicated to outdoor programs Implemented new hotline and phone messaging system for internal and external customers to communicate direct to rangers on duty Responded to 452 calls for service Contributed 95 hours of in-person outreach in parks, trails and open space Completed training on new, web-based registration and payroll systems, Perfect Mind and ADP • Develop a Park Ranger bike program, to enable staff to efficiently patrol city parks and recreation areas while remaining easily accessible to the public Complete the recruitment and training of two new Park Rangers associated with Paloma Community Park Develop and implement quality outdoor recreational opportunities, which promote health and outdoor education Develop and implement outreach opportunities, which promote preservation of our natural resources and ecosystems BUDGET NOTES No notable changes to the budget. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Citizen Service Calls Completed Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 575 293 333 400 182 Contracted Landscape Maintenance PURPOSE INITIATIVES To provide oversight and sustainable management of City maintained landscaping and urban forest ensuring the aesthetics, functionality, and environment are protected. Administer landscape maintenance contracts following best management practices and accountability in the execution of landscape maintenance city-wide. • ACCOMPLISHMENTS • • • • • • • • Executed new contract for ROW landscape maintenance services and transitioned new contractors Updated Infrastructure Design Guidelines Conducted an Urban Forest tree inventory on City-maintained property Received the Tree City USA designation for the 11th consecutive year and the City’s first Growth Award Executed nine landscape enhancement projects Build landscape irrigation asset mapping in GIS using field collection and irrigation as-built plans Develop baseline landscape densities and ROW landscape quality assessment Manage irrigation water according to evapotranspiration per State Drought Contingency recommendation Maintain at least $2 per Capita spending on Community Forestry expenditures BUDGET NOTES Division water budget went down by 8.4% due to failed contractor leaving systems off after winter. Expecting higher usage in FY20 with systems fully operational. Current allocation is expected to cover FY21 3% utility rate increase. Increased rainfall and lower summer temperatures in 2019 also influenced reduction. Planted 98 trees in city landscapes LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Stabilize water usage to +/-5% through effective management using evapotranspiration and central control operation systems $303,965 $290,501 -4.2% $266,092 -8.4% $306,705 +15.2% $2.30 $6.30 $7.63 $7.99 Maintain at least $2 per Capita spending on Community Forestry expenditures* *This performance measure is a mandate of the Tree City USA status through the Arbor Day Foundation 183 Trails & Open Space PURPOSE INITIATIVES To facilitate the operations and maintenance of City owned multi-use pathways and mountain hiking trails within river or wash corridors and open-space preserves.     ACCOMPLISHMENTS        Completed New River Trailhead at Westbrook Village Completed New River Trail extension from William to Pinnacle Peak Completed Trails Wayfinding Study Completed two Eagle Scout projects on mountain trails Replaced 15 deteriorating gabion benches and 5 stone trash cans with standard park amenities Installed 5 bike repair stations for trail users Replaced and upgraded lighting in Olive Av tunnel    Continue with Wayfinding signage installation on mountain trails Mile Markers Directional Markers Identify wildcat hiking trails in preserves for inclusion into trail system and redevelop naming system to incorporate added trails Collaborate with Park Rangers on standard operating procedures for maintenance and outdoor programming Increase revenues by attracting more race events, providing exceptional customer service to race promoters Plan and implement maintenance for Pinnacle Peak to Happy Valley Rd. New River Trail expansion BUDGET NOTES Seeking grant funding through AZ Parks and Trails to offset and assist with growth and expansion. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Linear Feet of Trail Added 0 3,387 6,078 6,078 Acres of Open Space Added 0 460 2,198 2,198 PERFORMANCE MEASURES 184 Sports Complex Operations PURPOSE INITIATIVES To provide a venue for Major League Baseball Spring Training that not only engages community baseball fans, but also a venue for community members to engage in diverse programing and enjoy a variety of activities utilizing multiple outdoor assets as well indoor amenities found in the colonnade. • • • ACCOMPLISHMENTS • • • • • • Increased Spring Training Group Ticket Sales by 6% for ticket only groups, 1% for Colonnade Groups, and 15 % for Pavilion groups High School Tournament or Scouting Event booked every available weekend (26) outside of Spring Training or Maintenance Closures Obtained a 3-year contract for sponsorship naming rights for the Terrace with Sam Adams, named ‘Sammy’s on Third’ Collected back payments due from the Mariners for Clubhouse solar program from FY14 through FY19 Completed an Economic Impact Study (Cactus League) that showed Peoria’s contribution to the local economy is $36M GDP for Spring Training and a GDP by state of $34.6M for non-Spring Training events • Increase Spring Training ticket fundraising program by $3,000 Create cross-promotional campaign between Spring Training, Rio Vista and Youth Sports Develop new loyalty or incentive program to promote local buyer repeat sales for areas surrounding Peoria Increase current Peoria ‘Resident Reward’ by 20% in the program’s 4th year. Continue to be an economic driver and attract tourism through Spring Training and non-Spring Training events BUDGET NOTES • • Added a line item for ‘Hosted Software Services’ Carrying over FY20 Supplemental for ‘Cactus League Membership’ as there were no decisions made for use for FY20. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Mariners/Padres Field Use 3,088 3,375 4,388 4,000 Stadium Usage 1,110 976 849 978 Sports Complex # of Events Held 327 534 593 484 PERFORMANCE MEASURES 185 City of Peoria FY 2021 Annual Program Budget Planning and Community Development Operating Budget Summary Planning and Community Development Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $1,189,260 $1,176,722 $1,502,704 $1,503,704 $1,579,048 5.08% Contractual Services $292,891 $199,518 $579,054 $576,849 $229,559 -60.36% $8,913 $16,287 $10,200 $11,405 $9,900 -2.94% Total Expenditures $1,491,063 $1,392,527 $2,091,958 $2,091,958 $1,818,507 -13.07% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Commodities Community Dev Administration Planning $509,682 $486,671 $497,968 $497,968 $487,904 Pct Chg -2.02% $981,382 $905,856 $1,593,990 $1,593,990 $1,330,603 -16.52% Total Expenditures $1,491,063 $1,392,527 $2,091,958 $2,091,958 $1,818,507 -13.07% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Community Dev Administration 3.00 3.00 3.00 3.00 3.00 0.00% Planning 7.00 10.00 10.00 10.00 10.00 0.00% Total Staffing 10.00 13.00 13.00 13.00 13.00 0.00% 186 PLANNING & COMMUNITY DEVELOPMENT DEPARTMENT MISSION To guide and enrich Peoria’s current and future physical, social, and economic character through strategic planning and guiding development activities in alignment with the community’s long-term goals and policies. DEPARTMENT DESCRIPTION The Planning Department plays a central role in guiding the growth and redevelopment within our City. The Department is primarily responsible for the development of long-range policies and the processing of current development applications. Our staff is committed to: • Respecting and balancing the multitude of community interests • Improving the quality of the built environment • Protecting natural and culturally significant areas • Fostering a vibrant economy • Promoting a variety of housing and lifestyle options • Providing quick and accurate service • Finding practical, common sense solutions https://www.peoriaaz.gov/government/departments/planning-and-zoning LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART PLANNING & COMMUNITY DEVELOPMENT DIRECTOR Administration Community & Strategic Planning 187 Administration PURPOSE INITIATIVES The Planning Department’s 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. • • • ACCOMPLISHMENTS • • • Prepared agendas, transmitted legal notices, assembled packets, compiled minutes and provided meeting support for the following boards and commission meetings in 2019: o Board of Adjustment: 3 o Design Review Board: 4 o Historic Preservation Commission: 5 o Planning & Zoning Commission: 16 Provided support to the Complete Count Committee in preparation for the 2020 Census Enhance reporting of Planning Department metrics in support of Community & Strategic Planning Division Digitize archived planning applications as a means to improve expediency and efficiency in fulfilling records requests from internal and external customers Review and identify methods to enhance the customer’s online and digital experience Promote increased submittal of planning applications electronically BUDGET NOTES No notable changes to budget. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Total number of board/commission meetings held and supported 20 26 25 28 Total number of development applications received and processed for reviewing 204 211 191 198 188 Community & Strategic Planning PURPOSE INITIATIVES The Community & Strategic Planning Division 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. • • • ACCOMPLISHMENTS • Completion of the 2040 Peoria General Plan comprehensive rewrite State Selection Board approval of State Land Annexations of key strategic parcels Placement of Peoria Jailhouse on National Register of Historic Places Adoption of Old Town Mixed-Use District and Administrative Relief Zoning Code Amendments Reconstitution of Design Review Board • • • • • • • Placement of the General Plan on the ballot for ratification in Fall/2020 Completion of Accela improvements that will enable customers to submit all remaining planning applications electronically through ACA/EDR interface Review and modernization of Zoning Ordinance regulations with regard to: NonResidential Zoning Districts, Parking, Mobile Food Vendors; Accessory Structures; Group Homes and Small-Cell Site regulations Systematical review and refinement of design guidelines and policies within the Peoria Design Review Manual, beginning with Non-Residential and Mixed-Use standards Issue an RFP and selection of consultants to provide on-call historic, archaeological, and environmental professional services Collaboration with State Land Department on final annexation and entitlement of key areas BUDGET NOTES Division budget went down by 23.1 percent due to the completion of two significant multi-year projects previously funded through supplemental requests. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 10 13 19 17 17 7 13 27 20 13 15 3 17 17 21 19 17 7 21 21 21 21 21 21 Provide thorough and timely review of development cases: • • • • • • Conditional Use Permits General Plan Amendment Preliminary Plats Rezonings Site Plan Reviews Temporary Use Permits 189 City of Peoria FY 2021 Annual Program Budget Police Operating Budget Summary Police Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $36,647,560 $39,776,500 $41,572,835 $42,485,187 $42,692,995 Contractual Services $7,865,974 $8,132,851 $8,692,604 $8,296,131 $8,717,099 0.28% Commodities $1,265,661 $1,157,430 $1,455,862 $1,261,796 $1,075,413 -26.13% Capital Outlay $384,039 $115,196 $463,160 $365,893 $0 -100.00% $46,163,234 $49,181,977 $52,184,461 $52,409,007 $52,485,507 0.58% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Police Administration $2,658,982 $2,722,849 $2,759,150 $2,754,257 $2,870,352 4.03% Total Expenditures Pct Chg 2.69% Criminal Investigation $4,824,235 $5,480,386 $5,845,751 $6,003,786 $5,986,067 2.40% Patrol Services - South $12,272,752 $13,732,317 $15,247,313 $15,154,508 $15,554,664 2.02% Patrol Services - North $9,927,174 $9,815,255 $9,670,292 $9,926,671 $9,921,068 2.59% Operations Support $5,573,462 $6,519,837 $6,847,685 $7,092,606 $6,878,390 0.45% Pd Technical Support $4,558,913 $4,537,511 $4,633,762 $4,677,410 $4,963,832 7.12% Staff Services $1,318,756 $1,583,165 $1,435,125 $1,429,218 $1,447,959 0.89% Pd Communications $3,010,752 $3,207,323 $3,815,783 $3,944,152 $3,499,930 -8.28% Strategic Planning $630,306 $696,537 $677,250 $676,575 $604,419 -10.75% St Anti-Racketeering-Pd $547,268 $114,385 $337,170 $218,054 $178,097 -47.18% Federal Forfeiture $79,992 $237,466 $91,246 $45,267 $82,475 -9.61% COPS Universal Hiring Grant $47,749 $32,138 $30,247 $30,247 $0 -100.00% GITEM Grant $108,541 $100,412 $101,795 $78,573 $101,889 0.09% School Resource Officer IGA $212,000 $0 $0 $0 $0 NA Postal Inspection System Grant $1,126 $406 $5,987 $4,021 $5,993 0.10% Victims Of Crime Act Grant $63,840 $68,822 $161,812 $72,580 $299,566 85.13% Justice Assistance Grant $62,823 $19,857 $69,991 $39,391 $17,286 -75.30% Governor of Highway Safety Grants (GOHS) $158,392 $230,745 $303,132 $165,265 $34,967 -88.46% Bulletproof Vest Partnership $0 $13,862 $19,644 $19,592 $16,753 -14.72% Homeland Security CFDA# $100,714 $49,849 $114,826 $61,706 $10,300 -91.03% $2,642 $15,171 $6,500 $5,382 $1,500 -76.92% Citizen Donations-Pd Police Explorer Trust Fd $2,813 $3,685 $10,000 $9,746 $10,000 0.00% $46,163,234 $49,181,977 $52,184,461 $52,409,007 $52,485,507 0.58% FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Police Administration 12.00 11.00 11.00 11.00 11.00 0.00% Criminal Investigation 37.00 37.00 37.00 37.00 37.00 0.00% Patrol Services - South 78.00 96.00 97.00 97.00 97.00 0.00% Patrol Services - North 61.00 57.00 57.00 57.00 57.00 0.00% Operations Support 37.00 40.00 40.00 40.00 40.00 0.00% Pd Technical Support 12.00 13.00 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 35.00 35.00 35.00 35.00 0.00% Strategic Planning 6.00 6.00 6.00 6.00 6.00 0.00% Total Expenditures Staffing by Division 190 City of Peoria FY 2021 Annual Program Budget Police Operating Budget Summary Police Victims Of Crime Act Grant 1.00 1.00 1.00 1.00 1.00 0.00% Total Staffing 285.00 303.00 304.00 304.00 304.00 0.00% 191 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 DESCRIPTION The City of Peoria’s Police Department has a strong Community-Oriented Policing philosophy, which shapes the way the Department operates. Integral to the Community-Oriented Policing philosophy are programs such as Citizen Police Academies, Bicycle Patrols and the Volunteer Program. The Peoria Police Department shares a commitment to provide quality services for the community and to make our city safe. Funding comes mainly from the general fund with supplemental funding from grant, donation and forfeiture sources. Patrol Services, Criminal Investigations, Community Relations, Special Operations Support and Communications primarily serve external customers while Police Administration, Personnel and Training, and Administrative Support provide services to internal customers in both the Police Department and various city departments. https://www.peoriaaz.gov/government/departments/police LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART PIO Management Services POLICE CHIEF Patrol Services Office of Professional Standards Special Operations Support Personnel and Training Patrol South Criminal Investigations Administrative Services Patrol North Special Enforcement Communications Community Relations 192 Administration PURPOSE INITIATIVES Police Administration 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). • • • • • Administrative Functions Professional Standards Functions Public information/Media Relations Management of Police Department Operations Accreditation Administration ACCOMPLISHMENTS • • Three officers participated in the Road to Hope Bike Ride honoring fallen police officers Participated in the Inaugural First Responder Appreciation event at an Arizona Cardinals Game LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 1:48 5:39 1:45 5:18 1:43 5:05 1:41 5:00 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) 302 221 285 193 290 195 300 210 2.3 18.9 2.3 18.3 2.2 18.1 2.1 17.8 % of UCR Part I crimes cleared (CY) 24.2% 24.0% 24.5% 25.2% 193 Operations PURPOSE INITIATIVES The Operations Division comprises Patrol Services and 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. • • • • • Operations Functions Management Functions Administrative Support Crime Analysis Provide Strategic Planning Information ACCOMPLISHMENTS • • • Implemented re-districting to more effectively respond to citizen needs Re-districting more evenly distributed workload amongst Patrol 40% of Peoria Police Officers are currently trained in Crisis Intervention to better serve the City’s diverse needs LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 194 Support Services PURPOSE INITIATIVES The Support Services Division oversees Criminal Investigations and Special Operations Support. 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. 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). • • • • • • • • • • Investigations Court Functions Administrative Functions AFIS(Automated Fingerprint Identification System) and Photo Systems Pawn Functions Enforcement of State Traffic Laws Traffic Safety Programs Administration Management of Operations Education/Public Outreach School Resource Officer Program ACCOMPLISHMENTS • • • In partnership with the Peoria Unified School District, the department offered a free Youth Citizen Police Academy at four different schools during the month of June Total traffic accidents reduced by over 15% (over 400) from the prior year Total number of DUI’s down 7% from prior year LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 195 Management Services PURPOSE INITIATIVES The Management Services Division oversees the following sections: Personnel and Training, Administrative Services, Communications and Community Relations. • ACCOMPLISHMENTS • • • • Hosted a new and improved Citizen’s Academy focusing on giving participants the ability to try everything hands on Launched the restructuring of the 911 Call Center to provide an updated, state of the art facility in which to better serve and respond to the citizens of Peoria. Animal Control hosted five free events for the residents of Peoria, which included services such as spay and neuter, vaccinations, and micro-chipping. Each event reached maximum capacity. • • Personnel and Training Services is responsible for recruitment and background investigations, firearms training and weapons inventory and Police personnel training. Administrative 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. Communications (911 Call Center) is responsible for answering and dispatching calls for service and processing warrants in the computer aided dispatch system. Community Relations 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. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 196 City of Peoria FY 2021 Annual Program Budget Public Works Operating Budget Summary Public Works Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Personal Services $11,674,598 $11,998,550 $14,353,763 $14,359,602 $14,829,652 3.32% Contractual Services $19,846,803 $21,606,224 $24,189,693 $23,305,053 $24,632,211 1.83% Commodities $4,191,106 $4,455,184 $4,964,009 $4,960,753 $5,130,007 3.34% Capital Outlay $3,403,207 $5,234,252 $6,018,963 $5,962,890 $6,303,279 4.72% $39,115,714 $43,294,210 $49,526,428 $48,588,298 $50,895,149 2.76% FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Total Expenditures Expenditures by Division Public Works Administration Pct Chg Pct Chg $620,966 $638,793 $679,867 $679,867 $716,147 5.34% Commercial Front Load $1,639,608 $1,693,107 $1,799,000 $1,799,000 $1,866,824 3.77% Commercial Roll-Off $560,056 $574,565 $634,535 $634,535 $610,958 -3.72% Solid Waste Admin $818,569 $624,214 $711,132 $711,132 $808,419 13.68% Residential Collection $7,207,454 $7,247,677 $8,085,127 $7,101,997 $8,385,498 3.72% Residential Recycling $2,324,437 $2,441,610 $2,912,097 $2,912,097 $3,002,125 3.09% Solid Waste Environmental $432,916 $481,134 $584,506 $584,506 $605,563 3.60% Solid Waste Eqt Reserve $1,522,964 $1,663,986 $1,103,500 $1,103,500 $2,522,000 128.55% $847,374 $934,041 $1,189,619 $1,189,619 $1,291,388 8.55% Fleet Maintenance $5,051,152 $5,124,278 $5,896,318 $5,896,318 $6,068,837 2.93% Fleet Reserve $1,099,635 $2,035,091 $3,183,986 $3,128,986 $2,469,708 -22.43% Streets/Transit Equipment Reserve $231,282 $126,495 $1,464,500 $1,464,500 $719,500 -50.87% Facilities Admin $404,299 $437,435 $464,120 $464,120 $439,939 -5.21% $1,595,894 $1,617,219 $2,021,871 $2,021,871 $2,144,432 6.06% $735,224 $755,116 $895,791 $895,791 $925,957 3.37% $1,022,937 $952,004 $995,766 $995,766 $994,722 -0.10% Drainage Systems Operations Daytime Facility Services Nighttime Facilities Services Utility Management Facilities Operating Projects $667,433 $545,742 $796,738 $796,738 $714,942 -10.27% $1,448,866 $1,562,511 $1,649,597 $1,649,597 $1,623,793 -1.56% $916,292 $954,596 $989,952 $989,952 $997,062 0.72% Signs And Striping $1,065,862 $1,082,205 $1,162,265 $1,162,265 $1,280,609 10.18% Traffic Signal Maintenance $2,875,039 $2,767,300 $3,206,941 $3,206,941 $3,143,633 -1.97% Street Maintenance $2,936,074 $3,165,630 $3,295,729 $3,295,729 $3,335,831 1.22% Sweeper Operations $838,241 $845,280 $901,180 $901,180 $951,829 5.62% $2,253,140 $5,024,179 $4,902,291 $5,002,291 $5,275,433 7.61% $39,115,714 $43,294,210 $49,526,428 $48,588,298 $50,895,149 2.76% Staffing by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Public Works Administration 3.00 3.00 3.00 3.00 3.00 0.00% Commercial Front Load 5.60 5.10 5.10 5.10 5.10 0.00% Commercial Roll-Off 2.35 2.10 2.10 2.10 2.10 0.00% Solid Waste Admin 4.00 4.00 4.00 4.00 4.00 0.00% Residential Collection 29.30 31.05 32.80 32.80 32.80 0.00% Residential Recycling 12.00 13.00 13.00 13.00 13.00 0.00% Solid Waste Environmental 3.00 3.00 4.00 4.00 4.00 0.00% Technical Operations Streets Admin Transit Division Total Expenditures 197 City of Peoria FY 2021 Annual Program Budget Public Works Operating Budget Summary Public Works Drainage Systems Operations 4.20 4.20 4.20 4.20 4.20 0.00% Fleet Maintenance 12.00 14.00 14.00 14.00 14.00 0.00% Facilities Admin 3.00 3.00 3.00 3.00 3.00 0.00% 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 4.00 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 5.00 5.00 5.00 0.00% Transit Division 7.50 9.50 9.50 9.50 9.50 0.00% Total Staffing 159.50 165.50 169.25 169.25 169.25 0.00% 198 PUBLIC WORKS DEPARTMENT MISSION To preserve and enhance the City of Peoria’s infrastructure and programs for future generations through sustainable practices, superior public service and efficient operation and maintenance. DEPARTMENT DESCRIPTION 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 their 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. https://www.peoriaaz.gov/government/departments/public-works-and-utilities LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART PUBLIC WORKS DIRECTOR Facilties Fleet Solid Waste Streets Facilities Maintenance AM Commercial Trash Signal & Street Light Maintenance Facilties Maintenance PM Recycle & Bulk Trash Street Maintenance Facilities Technical Operations Residential Trash Sweeper, Drainage System Operations, Signs & Striping 199 Transit Solid Waste PURPOSE INITIATIVES To reduce and eliminate adverse impacts of waste materials on human health and the environment to support economic development and superior quality of life. • ACCOMPLISHMENTS • • • • • • • • Created and implemented action plan to reduce recycling contamination throughout the City through education and outreach Reduced contamination in the Varney area by half Created recycling videos focused on the what’s and what nots of recycling Created safe and efficient metrics for Solid Waste Equipment Operators to ensure timely and effective customer service Installed 360 degree cameras on new vehicles, minimizing “blind spots” and lowering the risk of potential accidents; Collaborated with the City of Phoenix to upgrade its Materials Recycling Facility. This upgrade will process recycling more efficiently, lowering processing fees, while diverting more material away from landfills. Collaborated with the City of Glendale to create future cells at its landfill. This partnership allows the City to minimize residential solid waste fees. Install and implement Routeware - a routing and fleet optimization software. Doing so will allow the division to transition to paperless routes, while also providing valuable metrics. Reduce recycling contamination throughout the city to 19% BUDGET NOTES Division was awarded additional funding to install Routeware. Division also received funding to support ongoing maintenance costs. Division requested funding to help with education and outreach. Solid Waste also received a grant to pilot various measures that would reduce contamination in residential recycling bins. This will be implemented in FY2021. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY2018 Actual FY2019 Estimate FY2020 Target FY2021 Number of residential households collected 57,259 58,786 59,887 61,087 Number of bulk trash homes serviced 28,870 30,235 33,843 34,000 Tons of recycled material collected 16,386 16,125 15,888 16,133 200 Fleet PURPOSE INITIATIVES Provide the highest quality fleet maintenance services at the lowest possible cost. Recognize our customers cannot do the job without their equipment, and therefore, focus on keeping vehicles on the road and out of the shop. When in the shop, return them to service as soon as possible. • ACCOMPLISHMENTS • • • • • • • • Recognized ‘Top 50 Fleets’ through Government Fleet Magazine and ‘100 Best Fleets’ through 100 Best Fleets of the Americas, Governing Magazine Fifth consecutive year as an ASE Blue Seal of Excellence facility 5,665 work orders opened on more than 735 different pieces of equipment accomplished by 14,133 labor hours. This work included 1,692 PM’s. Managed the facilities, product, and record keeping to dispense 737,763 gallons of fuel Fleet Information Management System upgrade and Fuel Management system replacement • • Maintain skilled staff in a competitive market environment for technicians Maintain 100% ASE certification among Fleet technicians for ASE Blue Seal of Excellence 2021 APWA recertification for the Fleet Division Acquisition, training, and experience to begin implementation and maintenance of New Way side loader refuse trucks for Solid Waste, new to the City of Peoria Completion of Fleet shop awning project as part of effort to maintain service level agreements despite facility limitations and the subsequent work environment for technicians Complete FIMS programming and internal process changes to reduce work order and parts request paper consumption BUDGET NOTES Diesel fuel prices varied from $2.28 to $3.03 in FY 20. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 % of repairs with one-day turn around 76 77 72 70 % of Fleet Available 96 95 94 90 PERFORMANCE MEASURES 201 Facilities PURPOSE INITIATIVES To provide quality operations and maintenance management, while continuing to preserve and enhance the City’s facilities and programs for future generations. • • ACCOMPLISHMENTS • • • • • • Replacement of the Chiller at PCPAincrease energy efficiency and performance Mechanical system tracking upgrade throughout the City. Enhancing management, monitoring, and efficiency of electrical systems throughout City Facilities UPS Battery Replacement Program increase back up power and redundancy to critical systems LED Lighting upgrades and Emergency Lighting program. Enhances efficiency and safety throughout the City Facilities MOC Asphalt and Lighting Program to increase the life of the MOC pavement and increase efficiency and visibility throughout the complex • Implement Facility Coordinators Program to enhance communication and responsiveness Elevator Maintenance and Replacement Program to maintain and replace aging system Fire Alarm Upgrade to City Hall Complex to improve and enhance fire notification system Reorganize the Facilities Management area to consolidate and enhance facility personnel coordination and communication BUDGET NOTES Developing metrics to identify opportunities to reduce response times on repairs and maintenance. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Reduce total electricity consumed by 1% per year 7,363,700 7,007,400 6,970,000 6,900,000 Maintain turnaround time benchmark on AC, plumbing and electronic work orders. Unknown Unknown Yes Yes 202 Streets PURPOSE INITIATIVES To maintain the City’s right of way infrastructure in the best possible condition by applying sound industry practices and technical evaluation criteria to prioritize the optimal budget and project sequence to accomplish the right treatment at the right time. • ACCOMPLISHMENTS • • • • • • • • • • Treated 33 miles of the City’s roads to achieve a city-wide, average pavement condition rating of 74 Initiated the second technical condition survey for all city roads, added parking lots for facilities and parks Reduced residential street sweeping cycles from 10 to 8 week intervals Executed maintenance services to 200 acres of basins and channels thereby increasing the level of service for these areas Retrofit LED streetlights on arterial and collector roads as a part of the sustainability initiative to save $200,000 per year on arterials alone APWA Professional Manager of the Year awarded to the division manager Replaced 218 aged streetlight poles and installed LED fixtures Renovated traffic signal systems with battery back-ups, and flashing yellow arrows Integrate technical survey results to produce the next 5-year Pavement Management Plan Incorporate Facilities parking lots to the division’s Street network and Parks Parking lots inventory for the purpose of planning and executing operations, maintenance and pavement preservation projects Enhance services by adding a project coordinator to manage project timelines, coordination with other projects and agencies, facilitate communications in multi-media format and facilitate contractual maintenance of the city’s unique amenities such as P83 and Auto Mall features. BUDGET NOTES Division budget increased in the Drainage System Operations to facilitate a higher level of service in landscaped basins and channels. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Average number of days to repair streetlight outage Average number of weeks to complete residential sweeping cycle 11 10 10 10 10 8 8 8 Average Pavement Condition Rating 72 72 74 74 PERFORMANCE MEASURES 203 Transit PURPOSE INITIATIVES Deliver transit options that link people to their community - One Peoria. Provide mobility that is affordable, comfortable and efficient to ensure connectivity throughout and beyond Peoria. Our residents’ quality of life is improved by transit services that focus on safety, innovation, service excellence and sustainability. • • • Evaluate transit options as presented in the Transit Master Plan and determine plan for future Transit projects Create a Transit Education Plan to teach interested residents how to use various transit services Evaluate new technology to improve communications with riders ACCOMPLISHMENTS • • • • BUDGET NOTES Completed the Peoria Park and Ride project, which used sustainable features including pervious concrete Pilot tested a northern route of service on the city’s first circulator – Peoria On The Go (POGO). Exploring modifications for an expanded service area. Completed the Transit Master Plan, which provides a framework for future transit services Demonstrated Autonomous Vehicle in P83 during Spring Training. 83rd Avenue Fixed Route approved for regional funding in FY23. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Fixed route revenue miles of service provided 266,294 355,366 408,000 425,000 98% 98% 96% 96% Maintain 95 percent, or better, on-time service for Dial-A-Ride 204 City of Peoria FY 2021 Annual Program Budget Water Services Operating Budget Summary Water Services Expenditures by Category FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Personal Services $7,173,539 $8,000,785 $9,917,097 $9,911,674 $10,185,159 Contractual Services $25,056,218 $25,561,177 $26,724,808 $26,730,398 $27,736,556 3.79% Commodities $2,429,441 $2,450,833 $2,781,428 $2,781,156 $2,764,151 -0.62% Capital Outlay $100,647 $151,886 $731,832 $874,832 $892,741 21.99% $34,759,845 $36,164,681 $40,155,165 $40,298,060 $41,578,607 3.54% Expenditures by Division FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Water Services-Water/Ww Admin $1,366,551 $1,431,672 $1,423,366 $1,423,366 $2,338,905 64.32% Water Services-Operations Admin $1,843,489 $2,184,955 $1,116,853 $1,116,748 $130,000 -88.36% Greenway Potbl Wtr Trt Plant $2,810,682 $3,084,166 $3,188,511 $3,188,511 $3,213,325 0.78% $429,169 $441,644 $423,672 $423,672 $437,610 3.29% Production Svcs $4,746,840 $4,286,356 $4,493,612 $4,493,612 $4,544,189 1.13% Distribution Services $2,355,649 $2,494,510 $2,936,098 $2,936,098 $3,088,552 5.19% Total Expenditures Quintero Treatment Plant Blue Staking 2.70% $353,620 $387,020 $477,689 $477,689 $465,004 -2.66% Sustainability & Conservation $0 $984 $658,141 $658,141 $624,250 -5.15% Planning and Engineering $0 ($37,206) $2,124,965 $2,124,965 $2,403,625 13.11% Environmental Resources $1,051,775 $1,130,832 $515,452 $515,452 $448,001 -13.09% Water Supply $7,484,324 $8,322,991 $9,031,087 $9,031,087 $9,256,468 2.50% Drinking Water Environmental $1,278,806 $1,365,101 $1,336,492 $1,336,492 $1,332,940 -0.27% $32,759 $66,763 $358,000 $501,000 $263,500 -26.40% Beardsley Water Reclamation Facility $1,617,746 $1,643,380 $1,623,096 $1,623,096 $2,119,373 30.58% Wastewater Collection/Prevention $2,117,205 $1,989,258 $2,214,821 $2,214,821 $2,208,324 -0.29% $818,440 $890,184 $1,046,899 $1,046,899 $1,028,626 -1.75% Jomax Water Reclamation Facility $1,201,180 $1,284,440 $1,434,060 $1,434,060 $1,449,214 1.06% Butler Water Reclamation Facility $5,176,481 $5,125,514 $5,523,619 $5,523,619 $5,727,460 3.69% $41,362 $63,438 $228,732 $228,732 $499,241 118.26% Wtr Eqt Reserve Wastewater Environmental Ww Eqt Reserve BOR Water SMART R14AP00071 $33,767 $8,681 $0 $0 $0 $34,759,845 $36,164,681 $40,155,165 $40,298,060 $41,578,607 3.54% FY2018 Actual FY2019 Actual FY2020 Budget FY2020 Estimate FY2021 Budget Pct Chg Water Services-Water/Ww Admin 6.00 4.00 4.00 5.00 5.00 25.00% Water Services-Operations Admin 9.00 2.00 2.00 0.00 0.00 -100.00% 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 13.55 13.55 13.55 0.00% Blue Staking 2.00 3.00 3.00 3.00 3.00 0.00% Sustainability & Conservation 0.00 2.00 2.00 2.00 2.00 0.00% Planning and Engineering 0.00 11.00 12.00 12.00 12.00 0.00% Environmental Resources 5.50 2.50 2.50 2.50 2.50 0.00% Drinking Water Environmental 7.25 6.25 6.25 6.25 6.25 0.00% Beardsley Water Reclamation Facility 4.00 4.00 5.00 5.00 5.00 0.00% Total Expenditures Staffing by Division 205 NA City of Peoria FY 2021 Annual Program Budget Water Services Operating Budget Summary Water Services Wastewater Collection/Prevention 10.25 10.25 10.25 10.25 10.25 0.00% Wastewater Environmental 4.25 5.25 5.25 5.25 5.25 0.00% Jomax Water Reclamation Facility 3.00 4.00 4.00 4.00 4.00 0.00% Butler Water Reclamation Facility 10.00 10.00 10.00 11.00 11.00 10.00% Total Staffing 92.00 95.00 98.00 98.00 98.00 0.00% 206 WATER SERVICES DEPARTMENT MISSION To offer water services in a safe, reliable and responsible manner to enhance the quality of life in Peoria. DEPARTMENT DESCRIPTION The Water Services department maintains the city’s assets and resources, and provides water services to our residents. The department’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. 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 five divisions: • Administration • Plant operations • Field operations • Planning, engineering and sustainability • Water resources and environmental https://www.peoriaaz.gov/government/departments/water-services LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART WATER SERVICES DIRECTOR Deputy Director Administration Field Operations Plant Operations Water Resources & Environmental 207 Planning, Engineering & Sustainability Manager Administration PURPOSE INITIATIVES The Water Services Administrative Division provides overall direction, management, support and administrative services for the department. This division ensures quality and consistent customer service for each of the department’s operations. • • • • • • • ACCOMPLISHMENTS • • • • Produce the amount of potable water needed for customers Compliance with all water and wastewater regulations Effectively treat all water received from the water reclamation facilities Operate within established departmental and capital improvement project (CIP) budgets Effective utility management Key performance indicators Develop and monitor operating and CIP Budgets Internal/external customer service Staff development Develop/implement policy & procedures Support to divisions LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 208 Water Treatment Plants PURPOSE INITIATIVES This division maintains and operates the Greenway and Quintero Water Treatment Plants. The Greenway Water Treatment Plant treats surface water from the Salt River Project and Verde rivers for potable water (drinking water) use by our customers. This includes the operation and maintenance of the treatment plant equipment, on site drinking water storage reservoir, and the pumping station that delivers the water. The Quintero water treatment plant supplies water to the Quintero community located in the far northwest portion of Peoria. • • • • • • Operate and maintain the Greenway and Quintero water treatment plants Maintain treatment process equipment Optimize treatment processes to increase treatment efficiency Maintain and monitor SCADA Maintain building & grounds Develop and update standard operating procedures as needed ACCOMPLISHMENTS • • • • The current expansion of the Pyramid Peak Water Treatment Plant is underway. It will increase the current City of Peoria’s capacity from 11 million gallons per day (MGD) to 24 MGD Completed pilot testing of Nano-Bubble technology for the control of algae growth within the treatment plant Continue to integrate operational goals for maintaining compliance with Arizona Department of Environmental Quality for the treatment of surface water Maintain compliance status with OSHA Process Safety Management requirements LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Total million gallons treated 6,768 6,590 6,681 6,700 Water treatment plants cost per 1000 gallons $0.42 $0.48 $0.45 $0.43 PERFORMANCE MEASURES 209 Water Production Services PURPOSE INITIATIVES The Water Production division is responsible for the operation, maintenance and repair of all well, reservoirs, booster pumps and pressure reducing stations. • • • ACCOMPLISHMENTS • • • • • Maintain an adequate supply of potable drinking water Rehabilitation of Patterson W211 and Vistancia W406 well sites Annual chlorine system preventative maintenance program performed on 23 in-service wells Tank cleaning and inspection performed on six reservoirs • Inspections and maintenance of well, reservoir storage and booster stations Maintenance and repair of the chlorine disinfection system Regulatory compliance and customer service Monitor and control of the SCADA system 150lb chlorine cylinder replacement LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Annual chlorine preventative maintenance program for 23 in-service wells 100% 100% 100% 100% Rehabilitate 10% of operating wells yearly 10% 10% 10% 10% Tank Cleaning and Inspection Program: Clean and Inspect 25% of in-service tanks yearly 32% 27% 23% 27% PERFORMANCE MEASURES 210 Water Distribution Services PURPOSE INITIATIVES 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 Distribution section is responsible for monitoring, maintaining and repairing the city’s water distribution system. This division ensures efficient and reliable delivery of potable water to our customers, as well as maintains adequate pressure and flow for firefighting purposes. • Water service and main line maintenance and repairs Fire hydrant preventative maintenance program Valve exercise preventative maintenance program Regulatory compliance & customer service Water distribution system flush ACCOMPLISHMENTS • • • • • • Maintenance and repair of all fire hydrants in the water distribution system Exercise 20% of all 6” to 30” main line water valves in the water distribution system Assessment, repair and replacement of 20% of air relief valves Response to water main breaks with limited customer service disruptions Maintenance and repair of residential and commercial services Maintenance and repair of distribution mains LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Fire hydrant maintenance program: Perform preventative maintenance on all fire hydrants in the distribution system 100% 100% 100% 100% 20% 21% 20% 20% 100% 100% 100% 100% Valve exercise maintenance program: Exercise 20% of all valves in the water distribution system each year Repair inoperative fire hydrants within 5 working days 211 Arizona 811 Blue Staking PURPOSE INITIATIVES The Arizona 811 Blue Stake division provides underground utility marking services for City water, wastewater, reclaim water, stormwater and fiber optics. • • • Locate Peoria underground utilities Respond to all blue stake requests per state statute requirements Regulatory compliance and customer service ACCOMPLISHMENTS • • • • Staying in compliance with the Arizona Revised statue 40-360.22 811 Law o Each request must be completed within two business days by 5pm Locating and marking of underground utilities which include water, wastewater, reclaim water, stormwater and fiber optic cable within the distribution system All emergency blue stake requests were responded to within two hours All non-emergency requests were responded to within two working days LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Number of 811 ticket requests completed from the Blue Stake Center 11,681 11,249 12,498 13,000 212 Planning, Engineering and Sustainability PURPOSE ACCOMPLISHMENTS The Water Services Planning, Engineering and Sustainability 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, planning the water and wastewater capital improvement programs (CIP) through master planning and system studies, development interaction, system infrastructure condition and efficiency evaluations, and CIP project delivery. • 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. The section is also largely responsible for the city’s sustainability action plan. • • • Successfully delivered the FY20 water/wastewater CIP Oversaw the completion of several large water/wastewater related development projects Managed the city’s water portfolio and created strategies for long term source planning INITIATIVES • • • • • Implement sustainability and water conservation program Manage water portfolio and develop supplies Analyze water supply and demand Analyze water/wastewater system efficiency Oversee water services CIP delivery Developer coordination LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Ensure all CIP projects remain within approved budgets 100% 100% 100% 100% 213 Environmental Resources Administration PURPOSE INITIATIVES Environmental Resources Administration provides administrative and management support for the environmental resources division, which includes environmental resources administration, drinking water environmental and wastewater environmental divisions. • • • • • Management support includes guidance on technical programs implemented by the drinking water environmental and wastewater environmental divisions, assistance with preparation and maintenance of associated budgets, and business systems support. Administrative support includes ordering and purchasing of supplies and services, mailing, recordkeeping, and other administrative responsibilities. • • • • Management and administration of the environmental resources division Facilitates budget review and development for the environmental resources division Orders and purchases supplies and services Provides support for division business systems Liaison to the information technology department Prepare weekly update reports to department management Provides guidance and information to division, department, and city on environmental regulatory issues Respond to public records requests Customer service ACCOMPLISHMENTS • • Provided administrative support to the Treatment Operations Division Provided technical guidance and support to other City Departments on environmental regulatory issues (e.g. municipal operations center site improvements – stormwater retention basin) LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 214 Drinking Water Environmental PURPOSE • The Drinking Water Environmental Division provides environmental compliance support and monitoring for the city’s water services operations, and provides sampling and analytical support for the city’s drinking water, wastewater and biosolids programs. • This division is also responsible for the protection of public health through implementation and enforcement of existing backflow/cross connection city code requirements. INITIATIVES • Additionally, this division operates and manages the city’s environmental laboratory. • ACCOMPLISHMENTS • • Prepared and published the annual Water Quality Report, aka Consumer Confidence Report (CCR) Shifted focus of backflow/cross connection enforcement to reduce the number of and length of time that backflow devices remain out of compliance • Successfully added a number of new analyses to the city’s Arizona Department of Health Services laboratory license, allowing the city to conduct more analyses in house Transitioned the data entry process for the backflow/cross connection program to a user based process, reducing data entry by city personnel Ensure drinking water regulatory compliance by submittal of timely, accurate, and complete compliance reports Perform compliance and operational laboratory testing Maintain an adequately stocked and prepared certified laboratory that is capable of providing analytical support, generating data of known quality, any time LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Backflow inspections completed 7,141 7,034 7,580 7,300 Sampling parameters completed 7,743 7,808 6,566 7,400 PERFORMANCE MEASURES 215 Water Reclamation Facilities PURPOSE ACCOMPLISHMENTS 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 and east of the Agua Fria. The Jomax Water Reclamation Facility treats wastewater for those areas located in the Vistancia development. • • • • Completed the year with zero discharge violations at all facilities Completed 100% of our capital improvement projects at all of the water reclamation facilities Received safety awards from AZ Water for zero lost days at all water reclamation plants Completed the final stages of the new Aquifer Storage and Recovery well INITIATIVES • • • • Maintain treatment process equipment Regulatory compliance Customer service Maintain building and grounds LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Total million gallons of wastewater treated 3,867 4,125 4,240 4,300 Wastewater Reclamation Facilities cost per 1000 gallons $1.84 $1.76 $1.80 $1.84 PERFORMANCE MEASURES 216 Wastewater Collection/Reclaimed Services PURPOSE INITIATIVES The Wastewater Collections section is responsible for operating and maintaining the City’s wastewater collection, or sanitary sewer system, and water reclamation system. This includes sewer mains, sewer laterals, lift stations, non-potable reservoirs and nonpotable booster stations. • ACCOMPLISHMENTS • • • • • • • • • • • Inspection and maintenance of lift stations Sewer main line cleaning Manhole treatment (roach control) Regulatory compliance Customer service Closed Circuit Television (CCTV) sewer line inspection Sanitary Sewer Overflows (SSO) 15” Happy Valley Road sewer Line rehabilitation from 87th Ave to 91st Ave 30” Beardsley Road sewer line rehabilitation from 91st ave to 111th Ave 30” Bell Road sewer line rehabilitation from 91st Avenue south to Paradise Lane L203 Tierra del Rio lift station wet well rehabilitation. Installation of new Flygt pumps and a biological odor scrubber. Roach Treatment Program - 9,772 sewer manholes were treated LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 Number of sanitary sewer overflows (SSO) Best management practice is less than one per 100 miles of sewer. Peoria has 812 miles of sewer lines. 1 6 5 5 Sewer line Cleaning Program: Clean 20% of all sewer lines in the collection system each year 18% 14.3% 20% 20% Roach treatment program: Spray treatment of 33% of all manholes 50% 55% 33% 33% PERFORMANCE MEASURES 217 Wastewater Environmental PURPOSE INITIATIVES The Wastewater Environmental section provides environmental compliance sampling and analysis support for the City’s wastewater and drinking water programs as well as compliance support and reporting for the wastewater, pretreatment, and stormwater programs; City Code enforcement of chapters 24 and 25, and air quality permits. • • • • • • • • ACCOMPLISHMENTS • • • • • • • With a focus on P83 area Food Service Establishments (FSEs), the Fats, Oils, and Grease (FOG) program enforcement has led to a significant reduction of FOG in the collection system Coordinated citywide communication efforts, prepared and submitted the annual compliance report for the Municipal Separate Storm Sewer System (MS4) Phase II permit Submitted required compliance reports to ADEQ and the County Transitioned from hard mailing and emailing ADEQ required compliance reports to online reporting via the myDEQ portal. This has made reporting more accurate and efficient. Wastewater sampling and reporting Drinking water sampling Biosolids sampling and reporting Water reclamation sampling and reporting Industrial pretreatment regulations and reporting FOG Inspections and enforcement Review plans Stormwater inspections, enforcement, and reporting Customer service Air quality permits Outreach LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Estimate FY 2020 Target FY 2021 441 525 150* 200* FOG Inspections Completed *Increased focus on and enforcement in P83 area has resulted in a significant reduction in total inspections, but significant reduction in fats, oils, and grease discharging into the sanitary sewer in this area. 218 Capital Improvement Program 219 Capital Improvement Program 220 City of Peoria FY 2021 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 2021 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 $783,151,742. For FY 2021 alone, budgeted capital projects total $233,737,024. 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 221 City of Peoria FY 2021 Annual Program Budget 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). 222 City of Peoria FY 2021 Annual Program Budget 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 2021-2030 CIP BY FUNDING SOURCE 10-Year Total Pct. of Total Enterprise – Operating $172,649,369 22% G.O. Bonds $166,017,423 21% Governmental - Operating $81,196,008 10% Impact Fees $110,430,435 14% Other Capital $11,444,231 2% Outside Sources $18,841,476 2% Revenue Bonds $142,158,606 19% Transportation Sales Tax $80,414,194 10% $783,151,742 100% Funding Source Festive wraps in the P83 Entertainment District. Play ball! 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. 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 223 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program The following is an overview of the CIP process: making adjustments as needed. Budget finalizes the recommended CIP for the consideration of the City Council. 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. 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. November – December. Capital project requests 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, A morning sunrise over Peoria’s Auto District along Bell Road 224 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Programming Projects in the CIP • Water and wastewater treatment plants, pipes, storage facilities, and pump stations. Capital improvements are the “bricks and mortar” from which the City of Peoria delivers services to residents and businesses within its borders. • Information technology infrastructure major software applications. FY 2021-2030 CIP BY PROJECT TYPE Project Type 10-Year Total 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. Pct. of Total Drainage $30,196,142 4% Economic Development $12,133,089 2% Operational Facilities $41,001,284 5% Parks $141,816,497 18% Public Safety $21,911,142 3% Streets & Traffic Control $152,654,812 21% Wastewater $135,322,541 17% Water $234,638,365 30% Total $783,151,742 100% 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 Live Peoria Goals for fiscal year 2021 are: (1) Superior Public Safety, (2) Smart Growth, (3) Economic Prosperity, (4) Arts, Culture and Recreational Enrichment, (5) Integrated Transportation, (6) Healthy Neighborhoods, and (7) Superior Public Service. 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. • Parks, trails, open space, right-of-way landscaping, and sports facilities. 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 • Roads, bridges, sidewalks, street lights, traffic signals, and sound walls. • Storm drains, channels, retention basins, and drywells. 225 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program 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 Recreation Center at Paloma Community Park, Fire Station 8, Peoria Center for Performing Arts Ticket and Concessions Renovation, Airnasiums at Neighborhood Parks, and Olive Avenue Safety Improvements. In addition, the FY 2021 CIP continues to devote long term investment in the Park and Recreation Facility Refurbishment Program, which aims to replace vital city-owned assets in the park system, such as playground equipment, fitness equipment, and library checkout machines that have passed their useful life and/or require upgrades. Senator John McCain Vietnam Memorial Plaza at Rio Vista Park landscaping, pedestrian enhancements. and/or visibility Last fiscal year, The Pedestrian and Shade Initiative recommended ways to address nonmotorized safety issues and create safer, better connected walking networks shielded from the Arizona sun. As a result, Airnasiums at Neighborhood Parks will provide shade structures at recreational sports courts, such as basketball at two selected neighborhood parks. Improvements to Country Meadows Park in the Pine District is currently underway. This project entails the update of park amenities that was determined through a public input process. A design professional was chosen to assist the city in facilitating public meeting(s) and preparing visuals of amenity alternatives. Amenities at Country Meadows Park include an airnasium, full surfacing, and lighting repairs to existing facility. Artwork displays vividly in Old Town Peoria intersections 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. Construction of the first phase of Paloma Community Park is underway in northern Peoria and will be open by the end of summer 2020. A second phase of the park is programmed over the next three fiscal years. In addition, a new Recreation Center will be designed and constructed thereafter, which will provide similar Old Town Streetscape contemplates design and construction of identity creation improvements for Old Town, including primary entry identification signage, wayfinding signage, 226 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program amenities Peoria residents enjoy at Rio Vista Community Park. The City is partnering with the City of Glendale to expand Peoria’s treatment capacity at the Pyramid Peak Water Treatment Plant by an additional 13 million gallons per day. Additional treatment capacity at the plant and the additional facilities to support the delivery of additional capacity will provide service to planned growth areas in the northern areas of Peoria. The Park & Ride in Old Town Peoria at night The City continues to implement water conservation policies and sustainability measures to protect Peoria’s water sources long into the future. Therefore, the Reclaimed Water System Upgrades and Improvements project ensures the reclaimed water distribution system is compliant and efficient for users, which includes new extensions and rehabilitation work. 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. Inspection and rehabilitation of trunk sewer lines around the city to ensure continuous and reliable service. 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. 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, The Bus Stop Improvement Program supports the City’s existing transit network through construction of new bus stops and replacement of existing bus stops, which includes shelters, shade structures, seating, bike racks, landscaping and lighting. Replacement and/or upgrades to critical Communication and Information Technology Infrastructure are all addressed in this plan. 227 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program fertilizing, mowing, and trimming. Some projects, such as a recreation center, require additional employees. Departments submitting capital projects estimate the operations and maintenance costs of each project based on cost guidelines that are updated each year. The departments also consider any additional revenues or savings the city can reasonably expect to recognize upon completion of the project. For example, membership fees 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 Drainage Economic Development Operational Facilities Parks & Recreation Public Safety Streets & Traffic Control Water & Wastewater Total FY2021 FY2022 FY2023 $60,811 $114,811 $124,811 $159,811 $171,411 $0 $40,000 $40,000 $40,000 $40,000 $6,500 $13,000 $19,500 $26,000 $32,500 $1,926,206 $2,181,518 $2,276,464 $2,276,464 $2,536,498 $0 $26,600 $33,640 $46,720 $48,720 $407,850 $414,295 $500,865 $648,825 $651,365 $0 $5,400 $6,300 $240,400 $246,000 $2,401,367 $2,795,624 $3,001,580 $3,438,220 $3,726,494 228 FY2024 FY2025 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Financing the CIP The Capital Improvement Program for fiscal years 2021-2030 is a $783,151,742 million investment in 216 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. General obligation bonds helped pay for Pioneer Community Park, which opened for play in fall 2013 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. 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 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 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 project will benefit future residents of Peoria, so the use of pay-as-you-go financing will unfairly burden current residents. 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. 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 229 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program • Secondary property tax rates will be determined each year as part of the budgetary process (pursuant to state law) to pay the necessary debt service payments of general obligation bonds currently outstanding or expected to be issued within the fiscal year (11.07e). • In accordance with requirements of the State of Arizona Constitution, total bonded debt will not exceed the 20 percent limitation and 6 percent limitation of the total secondary assessed valuation of taxable property in the city (11.07f). • Reserve funds, when required, will be provided to adequately meet debt service requirements in subsequent years (11.07g). • Interest earnings on bond fund balances will only be used to pay debt service on the bonds unless otherwise committed for other uses or purposes of the project (11.07h). • The term of any bond will not exceed the useful life of the capital project/facility or equipment for which borrowing is intended (11.07i). The inside of the Arrowhead Shores water reservoir during its rehabilitation Debt Policies. The Principles of Sound Financial Management include policies governing the use of property-tax supported bonds: • Tax supported bonds are bonds for which funds used to make annual debt service expenditures are derived from ad valorum (property) tax revenue of the city (11.07a). • The target for the maturity of general obligation bonds will typically be between 20 and 30 years. The target for the “average weighted maturities” for general obligation bonds of the city will be 12.5 years (11.07b). A welcoming rest station along the New River Trail • Generally, the city will structure general obligation bond issues to create level debt service payments over the life of the issue (11.07c). • 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 Debt supported by the city’s general fund will not exceed 10 percent of the annual general fund revenues (11.07d). 230 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program 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 2021, Peoria’s secondary assessed valuation is $1.7 billion and the secondary levy is $19.1 million. HISTORIC AND PROJECTED ASSESSED VALUATION Dollars (in Millions) 2,500 2,000 1,500 1,000 500 FY24 FY22 FY20 FY18 FY16 0 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. 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. General Obligation Debt Limitations. The Arizona Constitution limits a city’s bonded An iridescent artwork—Blooming Spire—overlooks the Four Corners in Northern Peoria 231 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Revenue 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). 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. 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. 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. 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. 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. In Fiscal Year 2021, Peoria will levy a $0.29 primary property tax rate and $1.15 secondary property tax rate per $100 of assessed valuation. 232 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program 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. Municipal Development Authority Bonds 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 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. 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 newly renovated Seattle Mariners’ clubhouse is being financed with MDA bonds 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. 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 233 City of Peoria FY 2021 Annual Program Budget 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. other agencies. The Development and Engineering, Public Works, Water Services, and 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 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 reduced- 234 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program interest WIFA loans for the ongoing expansion of the Pyramid Peak Water Treatment Plant. have been funded at least partially with this source include the Northern Parkway, Deer 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 235 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program County Transportation Sales Tax (Prop. 400 Reimbursements) 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. 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 Along 83rd Avenue, an inviting entry monument welcomes Peoria citizens and visitors 236 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2021-2030 Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 1000 - General Fund $5,516,083 $101,000 $0 $0 $0 $0 $5,617,083 $273,020 $329,473 $0 $0 $0 $0 $602,493 1210 - Half Cent Fund $2,707,820 $139,277 $139,277 $139,277 $139,277 $499,834 $3,764,762 1900 - Econ Dev Fund $4,003,900 $638,483 $0 $0 $0 $0 $4,642,383 1970 - Municipal Asset Reserve $2,569,660 $0 $0 $350,000 $0 $0 $2,919,660 $151,500 $0 $0 $0 $0 $0 $151,500 $25,169,230 $11,739,110 $7,950,838 $20,256,360 $12,629,188 $29,768,837 $107,513,563 2161 - Water Expansion $866,597 $0 $0 $0 $0 $0 $866,597 2162 - Water Expansion $632,527 $0 $0 $0 $0 $0 $632,527 2163 - Water Expansion $1,684,465 $755,723 $305,569 $779,295 $500,000 $5,000 $4,030,052 2164 - Water Expansion $6,134,888 $0 $0 $0 $0 $0 $6,134,888 2165 - Water Expansion $1,669,125 $237,855 $1,304,720 $2,717,000 $3,101,000 $5,116,500 $14,146,200 2166 - Water Expansion $3,180,548 $2,327,853 $4,087,750 $203,250 $2,504,250 $11,743,096 $24,046,747 2167 - Water Resource $0 $0 $0 $1,758,020 $541,176 $1,468,186 $3,767,382 2222 - W/S Rev Bonds (Wtr) $14,662,201 $0 $0 $0 $0 $0 $14,662,201 2271 - WIFA Revenue Bonds $51,000,616 $0 $0 $0 $0 $0 $51,000,616 2272 - WIFA Loan $1,854,881 $0 $0 $0 $0 $0 $1,854,881 $0 $0 $0 $36,360,000 $0 $31,691,378 $68,051,378 2400 - Wastewater Fund $8,738,477 $15,754,358 $12,181,490 $5,121,800 $2,237,600 $16,151,465 $60,185,190 2453 - Prp W/S Rev Bonds 2003 (WW) $6,589,530 $0 $0 $0 $0 $0 $6,589,530 2506 - Wastewater Expansion $4,111,409 $452,852 $2,548,700 $0 $0 $29,500 $7,142,461 2507 - Wastewater Expansion $1,950,289 $127,429 $450,859 $0 $0 $138,058 $2,666,635 2509 - Wastewater Expansion $1,215,727 $0 $0 $125,403 $0 $0 $1,341,130 1111 - Percent for the Arts 2003 - Sports Complex GA Surcharge 2050 - Water Fund 2273 - Future WIFA Revenue Bonds Total 2590 - Commercial Solid Waste $64,816 $8,137 $240,000 $499,593 $0 $0 $812,546 2600 - Residential Solid Waste $252,584 $32,549 $500,000 $3,201,437 $0 $0 $3,986,570 $0 $0 $75,000 $0 $0 $0 $75,000 $1,266,000 $254,000 $254,000 $0 $0 $0 $1,774,000 4150 - Non-Bond Capital $621,500 $0 $0 $0 $0 $0 $621,500 4253 - GO Bonds 2019 $8,610,857 $0 $0 $0 $0 $0 $8,610,857 4254 - Future GO Bonds $21,532,563 $14,106,145 $25,512,286 $12,948,514 $28,610,602 $54,696,456 $157,406,566 4550 - Other Capital $10,267,431 $0 $555,300 $0 $0 $0 $10,822,731 4810 - Outside Sources $3,487,688 $4,508,788 $7,845,000 $1,000,000 $1,000,000 $1,000,000 $18,841,476 7000 - Highway User Fund $8,795,535 $5,675,724 $5,607,550 $7,051,896 $5,842,800 $28,827,122 $61,800,627 7003 - DIF - Streets Central $1,690,509 $1,702,500 $3,490,531 $135,200 $241,300 $7,555,600 $14,815,640 7006 - DIF - Streets North $9,277,260 $0 $0 $0 $0 $0 $9,277,260 7010 - Transportation Sales Tax $18,872,801 $5,827,870 $9,206,100 $4,778,500 $8,492,500 $33,236,423 $80,414,194 $0 $0 $0 $9,000 $0 $9,000 $18,000 2700 - Stormwater Fund 3400 - IT Reserve 7932 - DIF - Law Enf 237 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2021-2030 Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total 7937 - DIF - Fire $3,001,986 $0 $0 $9,000 $1,926,306 $6,009,000 $10,946,292 7942 - DIF - Parks Zn 2 $1,313,001 $0 $0 $0 $0 $0 $1,313,001 7943 - DIF - Parks Zn 3 $0 $0 $0 $9,000 $95,497 $8,940,623 $9,045,120 7944 - DIF - Parks Zn 1 $0 $0 $0 $9,000 $154,853 $9,000 $172,853 7945 - DIF - Parks Zn 2 $0 $0 $0 $9,000 $49,650 $9,000 $67,650 $233,737,024 $64,719,126 $82,254,970 $97,470,545 $68,065,999 $236,904,078 $783,151,742 Total 238 City of Peoria FY 2021 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 in Terramar, 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 - $30,196,412 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY21 FY22 FY23 FY24 FY25 239 FY26 FY27 FY28 FY29 FY30 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 2272 - WIFA Loan $1,836,516 $0 $0 $0 $0 $0 $1,836,516 4253 - GO Bonds 2019 $289,782 $0 $0 $0 $0 $0 $289,782 4254 - Future GO Bonds $7,184,254 $1,321,550 $4,856,860 $171,000 $959,200 $2,159,450 $16,652,314 4810 - Outside Sources $800,000 $1,618,500 $5,900,000 $0 $0 $0 $8,318,500 $0 $0 $0 $82,000 $241,300 $2,776,000 $3,099,300 $10,110,552 $2,940,050 $10,756,860 $253,000 $1,200,500 $4,935,450 $30,196,412 7003 - DIF - Streets Central Total - Drainage 240 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 67th & Pinnacle Pk Regional Drainage Improvements $3,400,000 $2,223,250 $10,756,860 $0 $0 $0 $16,380,110 91st Av & Hatfield Rd Drainage Facilities $100,000 $0 $0 $0 $158,200 $1,075,700 $1,333,900 Bedford Village Units 1 and 2 Basin Upgrades $0 $0 $0 $171,000 $801,000 $0 $972,000 Greenway Channel Repairs $0 $0 $0 $0 $0 $1,083,750 $1,083,750 $589,147 $0 $0 $0 $0 $0 $589,147 $0 $0 $0 $82,000 $241,300 $2,776,000 $3,099,300 Olive Av & 99th Av - Storm Drain Outfall Repair $1,157,000 $518,500 $0 $0 $0 $0 $1,675,500 Section 12 Neighborhood Drainage Improvements $2,126,298 $0 $0 $0 $0 $0 $2,126,298 Storm Drain Land Preservation - Land Preservation $800,000 $0 $0 $0 $0 $0 $800,000 $1,271,357 $0 $0 $0 $0 $0 $1,271,357 Union Hills Channel $626,750 $0 $0 $0 $0 $0 $626,750 Westgreen & Summersett Village Drainage $40,000 $198,300 $0 $0 $0 $0 $238,300 $2,940,050 $10,756,860 $253,000 $1,200,500 $4,935,450 $30,196,412 Neighborhood Drainage Program New River & Jomax Rd Concrete Box Culvert Terramar Drainage Modifications Total - Drainage $10,110,552 241 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage 67th & Pinnacle Pk Regional Drainage Improvements Project Number: EN00651 Project Location: 67th Av & Pinnacle Pk Rd Council District: Mesquite Live Peoria Goal: Superior Public Services 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Land Acquisiti Future GO Bonds Base $300,000 $0 $0 $0 $0 $0 $300,000 Design Outside Sources Base $800,000 $0 $0 $0 $0 $0 $800,000 Design Future GO Bonds Base $800,000 $0 $0 $0 $0 $0 $800,000 Construction Outside Sources Base $0 $1,100,000 $5,900,000 $0 $0 $0 $7,000,000 Construction Future GO Bonds Base $1,500,000 $1,100,000 $4,667,000 $0 $0 $0 $7,267,000 Chargebacks Future GO Bonds Base $0 $12,250 $143,190 $0 $0 $0 $155,440 Arts Future GO Bonds $0 $11,000 $46,670 $0 $0 $0 $57,670 $3,400,000 $2,223,250 $10,756,860 $0 $0 $0 $16,380,110 Operating Impacts FY 2021 FY 2022 FY 2024 FY 2025 $0 $0 $0 $35,000 $35,000 $175,000 $245,000 Total Operating Impacts $0 $0 $0 $35,000 $35,000 $175,000 $245,000 Category Funding Source Base Total Budget 242 FY 2023 FY 26-30 Total Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage 91st Av & Hatfield Rd Drainage Facilities Project Number: EN00631 Project Location: 91st Av & Hatfield Rd Council District: Mesquite Live Peoria Goal: Superior Public Services 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Study Future GO Bonds Carryover FY 26-30 Total $100,000 $0 $0 $0 $0 $0 Land Acquisiti Future GO Bonds Base $0 $0 $0 $0 $0 $30,000 $30,000 Design Future GO Bonds Base $0 $0 $0 $0 $120,000 $0 $120,000 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $970,000 $970,000 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $37,000 $66,000 $103,000 Arts Future GO Bonds $0 $0 $0 $0 $1,200 $9,700 $10,900 $100,000 $0 $0 $0 $158,200 $1,075,700 $1,333,900 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $249,000 $249,000 $0 $0 $0 $0 $0 $249,000 $249,000 Base Total Budget Operating Impacts Total Operating Impacts 243 $100,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage Bedford Village Units 1 and 2 Basin Upgrades Project Number: EN00682 Project Location: Bedford Village Units 1 and 2 Basins Council District: Acacia Live Peoria Goal: Superior Public Services 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 Carryover / Base Study Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 FY 2023 Base $0 $0 Base $0 $0 Construction Future GO Bonds Base $0 $0 Chargebacks Future GO Bonds Base $0 $0 Arts Future GO Bonds $0 Base Total Budget Operating Impacts Total Operating Impacts FY 2024 FY 2025 FY 26-30 $0 $50,000 $0 $0 $50,000 $0 $100,000 $0 $0 $100,000 $0 $0 $771,287 $0 $771,287 $0 $20,000 $22,000 $0 $42,000 $0 $0 $1,000 $7,713 $0 $8,713 $0 $0 $0 $171,000 $801,000 $0 $972,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $138,500 $138,500 $0 $0 $0 $0 $0 $138,500 $138,500 244 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage Greenway Channel Repairs Project Number: EN00681 Project Location: West Side and South Side of S03T04NR01E Council District: Ironwood Live Peoria Goal: Superior Public Services 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 Design FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Future GO Bonds Base $0 $0 $0 $0 $0 $100,000 $100,000 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $925,000 $925,000 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $48,500 $48,500 Arts Future GO Bonds $0 $0 $0 $0 $0 $10,250 $10,250 $0 $0 $0 $0 $0 $1,083,750 $1,083,750 Base Total Budget 245 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage Neighborhood Drainage Program Project Number: EN00458 Project Location: Citywide Council District: Multiple Live Peoria Goal: Superior Public Services 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 Construction Future GO Bonds Construction Future GO Bonds Category FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $89,147 $0 $0 $0 $0 $0 $89,147 Base Total Budget $500,000 $0 $0 $0 $0 $0 $500,000 $589,147 $0 $0 $0 $0 $0 $589,147 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $8,000 $8,000 $8,000 $8,000 $8,000 $40,000 $80,000 $8,000 $8,000 $8,000 $8,000 $8,000 $40,000 $80,000 Operating Impacts Total Operating Impacts 246 Total Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage New River & Jomax Rd Concrete Box Culvert Project Number: EN00354 Project Location: New River and Jomax Rd Council District: Mesquite Live Peoria Goal: Superior Public Services Description: This 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 Study DIF - Streets Central Design DIF - Streets Central FY 2021 FY 2022 FY 2023 FY 2024 Base $0 $0 $0 Base $0 $0 $0 Construction DIF - Streets Central Base $0 $0 $0 Chargebacks DIF - Streets Central Base $0 $0 $0 Arts DIF - Streets Central $0 $0 $0 $0 $0 Operating Impacts FY 2021 FY 2022 $0 $0 $0 $0 $0 $16,000 $16,000 Total Operating Impacts $0 $0 $0 $0 $0 $16,000 $16,000 Base Total Budget 247 FY 2025 FY 26-30 Total $80,000 $0 $0 $80,000 $0 $230,000 $0 $230,000 $0 $0 $2,700,000 $2,700,000 $2,000 $9,000 $49,000 $60,000 $0 $2,300 $27,000 $29,300 $0 $82,000 $241,300 $2,776,000 $3,099,300 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage Olive Av & 99th Av - Storm Drain Outfall Repair Project Number: EN00680 Project Location: SEC Olive Av & 99th Av Council District: Pine Live Peoria Goal: Superior Public Services 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 City will partner with FCDMC to remove the existing concrete grass pavers which are in disrepair, re-line 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 Category Funding Source Carryover / Base FY 2021 Design Future GO Bonds Carryover Design Outside Sources Base Design Future GO Bonds Base Construction Outside Sources Base FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $120,000 $0 $0 $0 $0 $0 $0 $58,500 $0 $0 $0 $0 $58,500 $117,000 $0 $0 $0 $0 $0 $117,000 $460,000 $120,000 $0 $460,000 $0 $0 $0 $0 $920,000 $0 $0 $0 $0 $0 $920,000 $1,157,000 $518,500 $0 $0 $0 $0 $1,675,500 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $0 $0 $1,600 $8,000 $9,600 Total Operating Impacts $0 $0 $0 $0 $1,600 $8,000 $9,600 Construction Future GO Bonds Base Total Budget 248 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage Section 12 Neighborhood Drainage Improvements Project Number: EN00119 Project Location: 67th Ave & Pinnacle Peak Rd - 67th Ave to New River Council District: Mesquite Live Peoria Goal: Superior Public Services 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 Funding Source Carryover / Base Land Acquisiti GO Bonds 2019 Construction GO Bonds 2019 Category Construction WIFA Loan FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $90,577 $0 $0 $0 $0 $0 $90,577 Carryover $199,205 $0 $0 $0 $0 $0 $199,205 Carryover Total Budget $1,836,516 $0 $0 $0 $0 $0 $1,836,516 $2,126,298 $0 $0 $0 $0 $0 $2,126,298 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 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 Total Storm Drain Land Preservation - Land Preservation Project Number: EN00524 Project Location: Citywide Council District: Citywide Live Peoria Goal: Superior Public Services 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 Carryover / Base FY 2021 Base Total Budget $800,000 $0 $0 $0 $0 $0 $800,000 $800,000 $0 $0 $0 $0 $0 $800,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $10,000 $10,000 $20,000 $160,000 $200,000 Total Operating Impacts $0 $0 $10,000 $10,000 $20,000 $160,000 $200,000 Funding Source Construction Future GO Bonds FY 2022 249 FY 2023 FY 2024 FY 2025 FY 26-30 Total Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage Terramar Drainage Modifications Project Number: EN00727 Project Location: Terramar Park and Terramar Blvd; N/O Happy Valley Rd Council District: Willow Live Peoria Goal: Superior Public Services Description: This project provides for the coordination with adjacent property owners, public involvement, study, design, utility coordination, utility relocation, construction and construction administration for two (2) projects: 1. the drainage modifications at Terramar Park; 2. construction of manholes along the Terramar Storm Drain. Project 1. This project will provide for the preparation of a drainage statement, design and construction of two 18" culverts , or other size as determined by the drainage statement, in series with the existing 12" culvert, remove and replace sections of existing sidewalk, remove the two existing 6" conduits, backfill the erosion area, refresh the river rock in the channel and install erosion protection at the upstream and down stream headwalls. Project 2. This project will provide the construction of four manholes located along the Terramar Storm Drain pipe and clean-out the pipe. Both projects will include traffic control, restoration of landscape and irrigation, repair existing striping and signage. These projects 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 Design Future GO Bonds Base Construction Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $146,000 $0 $0 $0 $0 $0 $146,000 $1,125,357 $0 $0 $0 $0 $0 $1,125,357 $1,271,357 $0 $0 $0 $0 $0 $1,271,357 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $17,000 $17,000 $17,000 $17,000 $17,000 $85,000 $170,000 $500 $500 $500 $500 $500 $2,500 $5,000 $17,500 $17,500 $17,500 $17,500 $17,500 $87,500 $175,000 250 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Drainage Union Hills Channel Project Number: EN00137 Project Location: Union Hills Dr from 107th Av to 111th Av Council District: Willow Live Peoria Goal: Superior Public Services 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 will be constructed as part of this project. In accordance with the approved IGA, the City has one more payment for Phases 1 and 2. Budget by Fiscal Year Category Funding Source Construction Future GO Bonds Carryover / Base FY 2021 Base Total Budget $626,750 $0 $0 $0 $0 $0 $626,750 $626,750 $0 $0 $0 $0 $0 $626,750 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $7,400 $7,400 $7,400 $7,400 $7,400 $37,000 $3,000 $3,000 $3,000 $3,000 $3,000 $15,000 $30,000 $10,400 $10,400 $10,400 $10,400 $10,400 $52,000 $104,000 Operating Impacts Total Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Total $74,000 Westgreen & Summersett Village Drainage Project Number: EN00722 Project Location: SRP Powerline Corridor between 91st Av & 89th Av Council District: Pine Live Peoria Goal: Superior Public Services Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, construction and construction administration for the perfection of a license agreement on SRP property (142-32003B) to store drainage run-off, access for maintenance of drainage facilities and construction of the drainage facilities. The improvements will include: clearing and grubbing, grading new storm water management basins, and apply decomposed granite and pre-emergent 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 Design FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Future GO Bonds Base $40,000 $0 $0 $0 $0 $0 $40,000 Construction Future GO Bonds Base $0 $192,000 $0 $0 $0 $0 $192,000 Chargebacks Future GO Bonds Base $0 $4,380 $0 $0 $0 $0 $4,380 Arts Future GO Bonds $0 $1,920 $0 $0 $0 $0 $1,920 $40,000 $198,300 $0 $0 $0 $0 $238,300 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $5,400 $5,400 $5,400 $5,400 $5,400 $27,000 $54,000 $5,400 $5,400 $5,400 $5,400 $5,400 $27,000 $54,000 Base Total Budget Operating Impacts Total Operating Impacts 251 Total City of Peoria FY 2021 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 Old Town Parcel Assembly and Tenant Improvements, Old Town Streetscape and the Pedestrian and Shade Initiative. Economic Development Total - $12,133,089 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY21 FY22 FY23 FY24 FY25 252 FY26 FY27 FY28 FY29 FY30 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Economic Development Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 1000 - General Fund $2,533,382 $0 $0 $0 $0 $0 $2,533,382 1210 - Half Cent Fund $2,551,601 $139,277 $139,277 $139,277 $139,277 $499,834 $3,608,543 1900 - Econ Dev Fund $3,852,681 $638,483 $0 $0 $0 $0 $4,491,164 7000 - Highway User Fund $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $10,437,664 $777,760 $139,277 $139,277 $139,277 $499,834 $12,133,089 Total - Economic Development 253 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Economic Development Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Arrowhead Equities (Huntington Univ. Building) $73,760 $73,760 $73,760 $73,760 $73,760 $368,800 $737,600 Commercial Abatement $473,623 $0 $0 $0 $0 $0 $473,623 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 $1,109,000 $0 $0 $0 $0 $0 $1,109,000 Modern Round $65,517 $65,517 $65,517 $65,517 $65,517 $131,034 $458,619 Old Town Parcel Assembly & Tenant Improvements $466,194 $0 $0 $0 $0 $0 $466,194 $6,000,000 $0 $0 $0 $0 $0 $6,000,000 Pedestrian and Shade Initiative $533,382 $0 $0 $0 $0 $0 $533,382 Peoria Forward Plan - ASU $868,188 $638,483 $0 $0 $0 $0 $1,506,671 $10,437,664 $777,760 $139,277 $139,277 $139,277 $499,834 $12,133,089 Maxwell Technologies Old Town Streetscape Total - Economic Development 254 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Economic Development Arrowhead Equities (Huntington Univ. Building) Project Number: ED00023 Project Location: 83rd Av, S/O Bell Rd Council District: Willow Live Peoria Goal: Economic Prosperity 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. Arrowhead Equities made substantial capital investment by purchasing a vacant building and completing interior tenant improvements in order to attract a targeted industry to the area. As a result, Huntington University executed a long-term lease with Arrowhead Equities and opened the Arizona Center for Digital Media Arts. Huntington University will have a fiscal/economic impact for Peoria through job creation and increased foot traffic in the area. Budget by Fiscal Year Category Funding Source Other Half Cent Fund Carryover / Base FY 2021 Base Total Budget $73,760 $73,760 $73,760 $73,760 $73,760 $368,800 $737,600 $73,760 $73,760 $73,760 $73,760 $73,760 $368,800 $737,600 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Commercial Abatement Project Number: ED00025 Project Location: Citywide Council District: All Live Peoria Goal: Economic Prosperity 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Other Half Cent Fund Carryover $466,288 $0 $0 $0 $0 $0 Other Half Cent Fund Carryover $1 $0 $0 $0 $0 $0 $1 Land Acquisiti Half Cent Fund Carryover Total Budget $7,334 $0 $0 $0 $0 $0 $7,334 $473,623 $0 $0 $0 $0 $0 $473,623 255 Total $466,288 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Economic Development Denaro Medical Plaza Project Number: ED00021 Project Location: NWC of Happy Valley Road & Lake Pleasant Pkwy Council District: Mesquite Live Peoria Goal: Economic Prosperity 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 Other Econ Dev Fund Carryover / Base FY 2021 Carryover Total Budget $175,000 $0 $0 $0 $0 $0 $175,000 $175,000 $0 $0 $0 $0 $0 $175,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total GE Avionics (Aviage Systems) Project Number: ED00015 Project Location: Thunderbird Rd, W/O Loop 101 Council District: Pine Live Peoria Goal: Economic Prosperity 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 Other Econ Dev Fund Carryover / Base FY 2021 Carryover Total Budget $673,000 $0 $0 $0 $0 $0 $673,000 $673,000 $0 $0 $0 $0 $0 $673,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Maxwell Technologies Project Number: ED00008 Project Location: Thunderbird Rd, W/O Loop 101 Council District: Ironwood Live Peoria Goal: Economic Prosperity 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 Other Econ Dev Fund Carryover / Base FY 2021 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 2022 256 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Economic Development Modern Round Project Number: ED00022 Project Location: 83rd Av, S/O Bell Road Council District: Willow Live Peoria Goal: Economic Prosperity 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 Other Half Cent Fund Carryover / Base FY 2021 Base Total Budget $65,517 $65,517 $65,517 $65,517 $65,517 $131,034 $458,619 $65,517 $65,517 $65,517 $65,517 $65,517 $131,034 $458,619 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Old Town Parcel Assembly & Tenant Improvements Project Number: ED00024 Project Location: 83rd Av & Washington St, Old Town Peoria Council District: Acacia Live Peoria Goal: Economic Prosperity Description: This project entails land acquisition, hazardous materials testing, abatement, structural forensics, historic documentation and salvage, and demolition 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 Carryover / Base Study Econ Dev Fund Other Half Cent Fund Land Acquisiti Econ Dev Fund Land Acquisiti Half Cent Fund FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $27,378 $0 $0 $0 $0 $0 $27,378 Carryover $436,916 $0 $0 $0 $0 $0 $436,916 Carryover $115 $0 $0 $0 $0 $0 $115 Carryover Total Budget $1,785 $0 $0 $0 $0 $0 $1,785 $466,194 $0 $0 $0 $0 $0 $466,194 257 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Economic Development Old Town Streetscape Project Number: EN00646 Project Location: 83rd Av; Monroe St to Grand Av Council District: Acacia Live Peoria Goal: Economic Prosperity 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, trees, landscaping, shade features, lighting, banners, and signage. The first step of the project includes a Design Concept Report (DCR), which focuses on the area of 83rd Avenue from Monroe Street through Grand Avenue. The next steps of the project will include design and construction of recommended prioritized improvements. Budget by Fiscal Year Category Funding Source Other General Fund Design Econ Dev Fund Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Base $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Construction Highway User Fund Base $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Construction Half Cent Fund Base $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $6,000,000 $0 $0 $0 $0 $0 $6,000,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction General Fund Base Total Budget Operating Impacts Total Total Non-Personnel $0 $40,000 $40,000 $40,000 $40,000 $200,000 $360,000 Total Operating Impacts $0 $40,000 $40,000 $40,000 $40,000 $200,000 $360,000 Pedestrian and Shade Initiative Project Number: EN00645 Project Location: Citywide Council District: Various Live Peoria Goal: Healthy Neighborhoods 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 Construction General Fund Carryover / Base FY 2021 Carryover Total Budget $533,382 $0 $0 $0 $0 $0 $533,382 $533,382 $0 $0 $0 $0 $0 $533,382 FY 2022 258 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Economic Development Peoria Forward Plan - ASU Project Number: ED00028 Project Location: P83 Entertainment District Council District: Ironwood Live Peoria Goal: Economic Prosperity 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 2021 Other Econ Dev Fund Carryover Other Econ Dev Fund Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $395,000 $0 $0 $0 $0 $0 $395,000 $473,188 $638,483 $0 $0 $0 $0 $1,111,671 $868,188 $638,483 $0 $0 $0 $0 $1,506,671 259 Total City of Peoria FY 2021 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, 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 - $41,001,284 $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 FY21 FY22 FY23 FY24 FY25 260 FY26 FY27 FY28 FY29 FY30 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 1000 - General Fund $842,809 $0 $0 $0 $0 $0 $842,809 1111 - Percent for the Arts $273,020 $329,473 $0 $0 $0 $0 $602,493 1210 - Half Cent Fund $156,219 $0 $0 $0 $0 $0 $156,219 1900 - Econ Dev Fund $151,219 $0 $0 $0 $0 $0 $151,219 $2,284,660 $0 $0 $350,000 $0 $0 $2,634,660 $1,500 $0 $0 $0 $0 $0 $1,500 $299,356 $135,620 $0 $375,200 $0 $0 $810,176 2161 - Water Expansion $8,580 $0 $0 $0 $0 $0 $8,580 2162 - Water Expansion $5,664 $0 $0 $0 $0 $0 $5,664 2163 - Water Expansion $21,013 $0 $0 $125,403 $0 $0 $146,416 2164 - Water Expansion $54,103 $0 $0 $0 $0 $0 $54,103 2166 - Water Expansion $31,490 $0 $0 $0 $0 $0 $31,490 2222 - W/S Rev Bonds (Wtr) $145,170 $0 $0 $0 $0 $0 $145,170 2271 - WIFA Revenue Bonds $504,709 $0 $0 $0 $0 $0 $504,709 2272 - WIFA Loan $18,365 $0 $0 $0 $0 $0 $18,365 2400 - Wastewater Fund $61,101 $67,810 $0 $375,200 $0 $0 $504,111 2453 - Prp W/S Rev Bonds 2003 (WW) $59,296 $0 $0 $0 $0 $0 $59,296 2506 - Wastewater Expansion $39,705 $0 $0 $0 $0 $0 $39,705 2507 - Wastewater Expansion $30,230 $0 $0 $0 $0 $0 $30,230 2509 - Wastewater Expansion $26,138 $0 $0 $125,403 $0 $0 $151,541 2590 - Commercial Solid Waste $39,816 $8,137 $0 $499,593 $0 $0 $547,546 2600 - Residential Solid Waste $202,584 $32,549 $0 $3,201,437 $0 $0 $3,436,570 $1,266,000 $254,000 $254,000 $0 $0 $0 $1,774,000 4150 - Non-Bond Capital $3,653 $0 $0 $0 $0 $0 $3,653 4253 - GO Bonds 2019 $967,622 $0 $0 $0 $0 $0 $967,622 4254 - Future GO Bonds $5,422,480 $5,225,310 $526,792 $7,888,765 $1,509,272 $1,602,000 $22,174,619 4550 - Other Capital $86,806 $0 $0 $0 $0 $0 $86,806 4810 - Outside Sources $260,000 $0 $0 $0 $0 $0 $260,000 7000 - Highway User Fund $927,652 $0 $0 $1,350,922 $0 $0 $2,278,574 7003 - DIF - Streets Central $37,509 $0 $0 $53,200 $0 $53,200 $143,909 1970 - Municipal Asset Reserve 2003 - Sports Complex GA Surcharge 2050 - Water Fund 3400 - IT Reserve 261 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 7006 - DIF - Streets North $402,260 $0 $0 $0 $0 $0 $402,260 $1,791,869 $0 $0 $0 $0 $0 $1,791,869 $0 $0 $0 $9,000 $0 $9,000 $18,000 7937 - DIF - Fire $132,400 $0 $0 $9,000 $0 $9,000 $150,400 7942 - DIF - Parks Zn 2 $13,000 $0 $0 $0 $0 $0 $13,000 7943 - DIF - Parks Zn 3 $0 $0 $0 $9,000 $0 $9,000 $18,000 7944 - DIF - Parks Zn 1 $0 $0 $0 $9,000 $0 $9,000 $18,000 7945 - DIF - Parks Zn 2 $0 $0 $0 $9,000 $0 $9,000 $18,000 $16,567,998 $6,052,899 $780,792 $14,390,123 $1,509,272 $1,700,200 $41,001,284 7010 - Transportation Sales Tax 7932 - DIF - Law Enf Total - Operational Facilities 262 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Arts Distribution FY2021 $1,959,783 $0 $0 $0 $0 $0 $1,959,783 Building Equipment Renovation and Replacement $375,000 $0 $0 $0 $0 $0 $375,000 Building Fixture and Finish Renovation $545,000 $0 $0 $0 $0 $0 $545,000 Bus Stop Improvement Program $1,410,348 $0 $0 $0 $0 $0 $1,410,348 Chargeback Distribution FY2021 $2,500,000 $0 $0 $0 $0 $0 $2,500,000 City Hall Finance Call Center Improvements $23,004 $244,116 $0 $0 $0 $0 $267,120 Citywide Security Program $430,000 $0 $0 $0 $0 $0 $430,000 Community Works Program $1,191,000 $0 $0 $0 $0 $0 $1,191,000 $80,000 $353,500 $0 $252,500 $0 $202,000 $888,000 Fleet Shop Replacement $0 $2,351,810 $0 $13,689,423 $0 $0 $16,041,233 Fuel Island Replacement at Fire Station No. 3 $0 $500,000 $0 $0 $0 $0 $500,000 Impact Fee Study $0 $0 $0 $98,200 $0 $98,200 $196,400 Infrastructure Cabling $150,000 $0 $0 $0 $0 $0 $150,000 LED Emergency Lighting $275,000 $0 $0 $0 $0 $0 $275,000 LED Lighting Retrofit $23,800 $0 $0 $0 $0 $0 $23,800 Neighborhood and Human Services ADA Compliance $75,000 $0 $0 $0 $0 $0 $75,000 Neighborhood and Human Services Facility Refurbish $396,000 $0 $0 $0 $0 $0 $396,000 Network Infrastructure Repl - Tech Center Core $0 $1,400,000 $0 $0 $0 $1,400,000 $2,800,000 Network Infrastructure Replacement DCSB $282,000 $0 $0 $0 $0 $0 $282,000 Network Infrastructure Replacement Microwave WAN $60,000 $0 $0 $0 $0 $0 $60,000 Network Infrastructure Replacement WiFi $300,000 $0 $0 $0 $0 $0 $300,000 Network Infrastructure ReplacementSports Complex $220,000 $0 $0 $0 $0 $0 $220,000 $0 $329,473 $0 $0 $0 $0 $329,473 Peoria Center for Performing Arts Storage Building $18,950 $0 $0 $0 $0 $0 $18,950 Peoria Center for the Performing Arts ADA Study $61,000 $0 $0 $0 $0 $0 $61,000 Council Chambers Building Repair Program PCPA Ticket and Concessions Renovation 263 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $526,792 $0 $0 $0 $526,792 Public Safety Building Needs $330,000 $0 $0 $350,000 $0 $0 $680,000 Radio Subscriber Replacements $254,000 $254,000 $254,000 $0 $0 $0 $762,000 $3,143,914 $0 $0 $0 $0 $0 $3,143,914 Roof Replacement $225,000 $0 $0 $0 $1,509,272 $0 $1,734,272 Solid Waste Remodel $240,000 $0 $0 $0 $0 $0 $240,000 $0 $620,000 $0 $0 $0 $0 $620,000 $1,999,199 $0 $0 $0 $0 $0 $1,999,199 $16,567,998 $6,052,899 $780,792 $14,390,123 $1,509,272 $1,700,200 $41,001,284 Public Safety Admin Building EOC Renovations Renovate Main Library Sports Complex Maintenance Building Vistancia Radio Site Total - Operational Facilities 264 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Arts Distribution FY2021 Project Number: AT02021 Project Location: Council District: Live Peoria Goal: 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 Carryover / Base Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Arts Wastewater Expansion Arts Half Cent Fund Arts Base $39,705 $0 $0 $0 $0 $0 $39,705 Base $15,000 $0 $0 $0 $0 $0 $15,000 Econ Dev Fund Base $10,000 $0 $0 $0 $0 $0 $10,000 Arts Municipal Asset Reserve Base $22,930 $0 $0 $0 $0 $0 $22,930 Arts Sports Complex GA Sur Base $1,500 $0 $0 $0 $0 $0 $1,500 Arts Water Fund Base $197,811 $0 $0 $0 $0 $0 $197,811 Arts Water Expansion Base $8,580 $0 $0 $0 $0 $0 $8,580 Arts Water Expansion Base $5,664 $0 $0 $0 $0 $0 $5,664 Arts Water Expansion Base $13,221 $0 $0 $0 $0 $0 $13,221 Arts Water Expansion Base $54,103 $0 $0 $0 $0 $0 $54,103 Arts Water Expansion Base $31,490 $0 $0 $0 $0 $0 $31,490 Arts W/S Rev Bonds (Wtr) Base $145,170 $0 $0 $0 $0 $0 $145,170 Arts WIFA Revenue Bonds Base $504,709 $0 $0 $0 $0 $0 $504,709 Arts WIFA Loan Base $18,365 $0 $0 $0 $0 $0 $18,365 Arts General Fund Base $46,697 $0 $0 $0 $0 $0 $46,697 Arts GO Bonds 2019 Base $77,305 $0 $0 $0 $0 $0 $77,305 Arts DIF - Fire Base $23,365 $0 $0 $0 $0 $0 $23,365 Arts Transportation Sales Tax Base $156,868 $0 $0 $0 $0 $0 $156,868 Arts DIF - Streets North Base $88,700 $0 $0 $0 $0 $0 $88,700 Arts DIF - Streets Central Base $19,906 $0 $0 $0 $0 $0 $19,906 Arts Highway User Fund Base $79,980 $0 $0 $0 $0 $0 $79,980 Arts Wastewater Fund Base $54,099 $0 $0 $0 $0 $0 $54,099 Arts Future GO Bonds Base $149,069 $0 $0 $0 $0 $0 $149,069 Arts Prp W/S Rev Bonds 200 Base $59,296 $0 $0 $0 $0 $0 $59,296 Arts Non-Bond Capital Base $3,653 $0 $0 $0 $0 $0 $3,653 Arts Residential Solid Waste Base $2,006 $0 $0 $0 $0 $0 $2,006 Arts Commercial Solid Waste Base $394 $0 $0 $0 $0 $0 $394 Arts Wastewater Expansion Base $11,896 $0 $0 $0 $0 $0 $11,896 Arts Wastewater Expansion Base $18,495 $0 $0 $0 $0 $0 $18,495 Arts DIF - Parks Zn 2 Base $13,000 $0 $0 $0 $0 $0 $13,000 Arts Other Capital $86,806 $0 $0 $0 $0 $0 $86,806 $1,959,783 $0 $0 $0 $0 $0 $1,959,783 Base Total Budget 265 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Building Equipment Renovation and Replacement Project Number: PW00050 Project Location: Citywide Council District: All Live Peoria Goal: Smart Growth 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 FY20 – FY22. Year one will assess Public Safety facilities, year two will assess General Government facilities, and year three will assess Community Services Facilities (not including the Sports Complex) and Water Services facilities (building systems, but not including process systems) ($75K per year FY20-22). 2. Elevator Refurbishment Program- Replace elevators in City Hall and the Main Library over 4 years, FY21-FY24. Replace elevators in City Hall FY21 for $85K and FY 22 for $85K: The elevators will be over 30 years old and in need of replacement and refurbishment. 3. Replace the Coolers (6) and AC (1) at the Fleet Facility ($90K FY21) Budget by Fiscal Year Category Funding Source Construction Municipal Asset Reserve Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $125,000 $0 $0 $0 $0 $0 Base $75,000 $0 $0 $0 $0 $0 $75,000 $175,000 $0 $0 $0 $0 $0 $175,000 $375,000 $0 $0 $0 $0 $0 $375,000 Study Municipal Asset Reserve Equipment Municipal Asset Reserve Base Total Budget Total $125,000 Building Fixture and Finish Renovation Project Number: PW00060 Project Location: Citywide Council District: Citywide Live Peoria Goal: Smart Growth 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. 1. Community Center and Women’s Club. Paint the interior of the Community Center ($65K). Paint the interior and exterior of the Women’s Club ($20K). 2. Sunrise Pool House – Place a new coating on the roof of the Sunrise Pool House ($20K) 3. Carpet Replacement DCSB ($290K) and Pinnacle Peak Sub Station ($50K). Budget by Fiscal Year Category Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $100,000 $0 $0 $0 $0 $0 Municipal Asset Reserve Base Total Budget $445,000 $0 $0 $0 $0 $0 $445,000 $545,000 $0 $0 $0 $0 $0 $545,000 Funding Source Construction Municipal Asset Reserve Other 266 Total $100,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Bus Stop Improvement Program Project Number: EN00673 Project Location: Citywide Council District: Mesquite Live Peoria Goal: Integrated Transportation In Description: FY21 and thereafter, funds are for additional bus stops, replacement bus stops, refurbishments and/or repairs. Funds will be used for installation of bus stop improvements citywide as needed on existing routes (Peoria Avenue, Thunderbird Road, 83rd Avenue, and/or POGO). The bus stop improvements projects 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti Transportation Sales Tax Carryover $70,000 $0 $0 $0 $0 $0 $70,000 Construction Transportation Sales Tax Carryover $641,348 $0 $0 $0 $0 $0 $641,348 Construction Outside Sources Carryover $260,000 $0 $0 $0 $0 $0 $260,000 Land Acquisiti Transportation Sales Tax Base $30,000 $0 $0 $0 $0 $0 $30,000 Design Base $41,000 $0 $0 $0 $0 $0 $41,000 $368,000 $0 $0 $0 $0 $0 $368,000 $1,410,348 $0 $0 $0 $0 $0 $1,410,348 Transportation Sales Tax Construction Transportation Sales Tax Base Total Budget Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Non-Personnel $4,500 $9,000 $13,500 $18,000 $22,500 $180,000 $247,500 Total Operating Impacts $4,500 $9,000 $13,500 $18,000 $22,500 $180,000 $247,500 267 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Chargeback Distribution FY2021 Project Number: CB02021 Project Location: Council District: Live Peoria Goal: 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 DIF - Fire Base $109,035 $0 $0 $0 $0 $0 $109,035 Transportation Sales Tax Base $484,653 $0 $0 $0 $0 $0 $484,653 Chargebacks DIF - Streets North Base $313,560 $0 $0 $0 $0 $0 $313,560 Chargebacks DIF - Streets Central Base $17,603 $0 $0 $0 $0 $0 $17,603 Chargebacks Highway User Fund Base $167,672 $0 $0 $0 $0 $0 $167,672 Chargebacks Future GO Bonds Base $795,615 $0 $0 $0 $0 $0 $795,615 Chargebacks Wastewater Expansion Base $14,242 $0 $0 $0 $0 $0 $14,242 Chargebacks Wastewater Expansion Base $11,735 $0 $0 $0 $0 $0 $11,735 Chargebacks Wastewater Fund Base $7,002 $0 $0 $0 $0 $0 $7,002 Chargebacks Water Expansion Base $7,792 $0 $0 $0 $0 $0 $7,792 Chargebacks Water Fund Base $101,545 $0 $0 $0 $0 $0 $101,545 Chargebacks Econ Dev Fund Base $141,219 $0 $0 $0 $0 $0 $141,219 Chargebacks Half Cent Fund Base $141,219 $0 $0 $0 $0 $0 $141,219 Chargebacks General Fund $187,108 $0 $0 $0 $0 $0 $187,108 $2,500,000 $0 $0 $0 $0 $0 $2,500,000 Category Funding Source Chargebacks Chargebacks Base Total Budget 268 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities City Hall Finance Call Center Improvements Project Number: PW00530 Project Location: Peoria Municipal Complex Council District: Acacia Live Peoria Goal: Superior Public Services Description: This project entails an initial space study and the subsequent design and renovation of the City Hall second floor Finance Department call center suite. Desired improvements include additional space for growth, sound control measures, improved lighting, visual aids, and security monitors. Total capital costs include design, construction, administrative fees, furniture, fixtures, and information technology costs. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Wastewater Fund Equipment Residential Solid Waste Equipment FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Base $0 $1,861 $0 $0 $0 $0 $1,861 Base $0 $893 $0 $0 $0 $0 $893 Commercial Solid Waste Base $0 $223 $0 $0 $0 $0 $223 Equipment Water Fund Base $0 $3,721 $0 $0 $0 $0 $3,721 Design Residential Solid Waste Base $0 $4,532 $0 $0 $0 $0 $4,532 Design Water Fund Base $0 $18,884 $0 $0 $0 $0 $18,884 Design Commercial Solid Waste Base $0 $1,133 $0 $0 $0 $0 $1,133 Design General Fund Base $23,004 $0 $0 $0 $0 $0 $23,004 Design Wastewater Fund Base $0 $9,442 $0 $0 $0 $0 $9,442 Construction Residential Solid Waste Base $0 $23,348 $0 $0 $0 $0 $23,348 Construction Water Fund Base $0 $97,282 $0 $0 $0 $0 $97,282 Construction Commercial Solid Waste Base $0 $5,837 $0 $0 $0 $0 $5,837 Construction Wastewater Fund Base $0 $48,641 $0 $0 $0 $0 $48,641 Chargebacks Water Fund Base $0 $14,571 $0 $0 $0 $0 $14,571 Chargebacks Wastewater Fund Base $0 $7,285 $0 $0 $0 $0 $7,285 Chargebacks Residential Solid Waste Base $0 $3,497 $0 $0 $0 $0 $3,497 Chargebacks Commercial Solid Waste Base $0 $874 $0 $0 $0 $0 $874 Arts Wastewater Fund Base $0 $581 $0 $0 $0 $0 $581 Arts Residential Solid Waste Base $0 $279 $0 $0 $0 $0 $279 Arts Water Fund Base $0 $1,162 $0 $0 $0 $0 $1,162 Arts Commercial Solid Waste Base Total Budget $0 $70 $0 $0 $0 $0 $70 $23,004 $244,116 $0 $0 $0 $0 $267,120 269 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Citywide Security Program Project Number: PW00506 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services 1. Description: Replace cameras, emergency phones, software and servers on a rotational basis. Install additional cameras to enhance security and update surveillance capabilities ($210K). Cameras are recommended to be replaced after 5 years, this request looks at deferring camera replacements to 8 years, thus we will be replacing 1/8 of the cameras per year (73 out of 584). 2. Renovate lobby of Water Services and Facilities enhance security. Install window, furniture, remote door access in the Water Services Area. Install remote access in the Facilities area ($50K). 3. DCSB entrance camera and monitor to enhance security. ($20K). 4. Main Library miscellaneous security enhancements ($100K). 5. Conduct a citywide study in FY21 of existing cameras as it pertains to priority, cost, data storage/retention policy, quantity, locations and current technology ($50K). Budget by Fiscal Year Carryover / Base Category Funding Source Study Municipal Asset Reserve Equipment Municipal Asset Reserve Base Total Budget Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $50,000 $0 $0 $0 $0 $0 $50,000 $380,000 $0 $0 $0 $0 $0 $380,000 $430,000 $0 $0 $0 $0 $0 $430,000 270 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Community Works Program Project Number: COP0001 Project Location: Citywide Council District: All Live Peoria Goal: Arts, Culture and Recreational Enrichment 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. Locks - $300,000.00 Wayfinding Signage - $100,000.00 Quick Response for Streets - $114,000.00 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-$50,000.00 Streetlight @ AFC & Mariners Way-$6000.00 Quick response for weed abatement, ROW maintenance ($50,000), & storm damage ($50,000) Budget by Fiscal Year Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction Highway User Fund Carryover $180,000 $0 $0 $0 $0 $0 Construction General Fund Carryover $11,000 $0 $0 $0 $0 $0 $11,000 Base $500,000 $0 $0 $0 $0 $0 $500,000 Category Funding Source Construction Highway User Fund Construction General Fund Base Total Budget Total $180,000 $500,000 $0 $0 $0 $0 $0 $500,000 $1,191,000 $0 $0 $0 $0 $0 $1,191,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $2,000 $4,000 $6,000 $8,000 $10,000 $80,000 $110,000 Total Operating Impacts $2,000 $4,000 $6,000 $8,000 $10,000 $80,000 $110,000 271 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Council Chambers Building Repair Program Project Number: PW00510 Project Location: Peoria Municipal Complex Council District: Acacia Live Peoria Goal: Superior Public Services 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. 1. In FY22, repair of exterior soffits, metal fascia’s, gutters, and the replacement of the concrete tile roof ($353K). 2. In FY24, funding anticipates building HVAC system replacements and ADA upgrades ($252K). 3. In FY26, funding includes replacement of carpet, furnishings, and paint ($202K). Budget by Fiscal Year Category Funding Source Construction Municipal Asset Reserve Construction Future GO Bonds Arts Future GO Bonds Carryover / Base FY 2021 Carryover Base Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 $80,000 $0 $0 $350,000 FY 26-30 Total $0 $0 $0 $0 $80,000 $0 $250,000 $0 $200,000 $800,000 $0 $3,500 $0 $2,500 $0 $2,000 $8,000 $80,000 $353,500 $0 $252,500 $0 $202,000 $888,000 272 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Fleet Shop Replacement Project Number: PW00308 Project Location: Municipal Operations Center Council District: Acacia Live Peoria Goal: Superior Public Services Description: This project entails the design and construction of a new fleet maintenance facility sized and equipped to meet the needs of the City's fleet growth and changes in the delivery of fleet maintenance services. This new facility will be located at the Municipal Operations Center, allowing for phased construction and the transition of fleet operations from the outdated 28 year old facility into the new. A new facility will remedy ADOSH and ADEQ compliance challenges. The initial programming, phasing study, design, and permitting will precede construction by two years and will deterimine the feasibility of achieving a 45,000 sq. ft. facility size target. The construction phase funding is a placeholder based on fund source availability and is subject to upward adjustment in a future capital year. This year's estimate was increased by 7% based upon Engineering's recommended inflation factor. The capital budget will fund all site infrastructure expenses, existing building decommissioning, city paid development costs, building FF&E and all required technology systems. Budget by Fiscal Year Category Funding Source Carryover / Base Design Future GO Bonds FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Base $0 $2,190,711 $0 $0 $0 $0 Construction Commercial Solid Waste Base $0 $0 $0 $490,000 $0 $0 $490,000 Construction Highway User Fund Base $0 $0 $0 $1,325,000 $0 $0 $1,325,000 Construction Water Fund Base $0 $0 $0 $368,000 $0 $0 $368,000 Construction Future GO Bonds Base $0 $0 $0 $7,072,889 $0 $0 $7,072,889 Construction Water Expansion Base $0 $0 $0 $123,000 $0 $0 $123,000 Construction Residential Solid Waste Base $0 $0 $0 $3,140,000 $0 $0 $3,140,000 Construction Wastewater Fund Base $0 $0 $0 $368,000 $0 $0 $368,000 Construction Wastewater Expansion Base $0 $0 $0 $123,000 $0 $0 $123,000 Chargebacks Water Fund Base $0 $0 $0 $3,520 $0 $0 $3,520 Chargebacks Water Expansion Base $0 $0 $0 $1,173 $0 $0 $1,173 Chargebacks Wastewater Fund Base $0 $0 $0 $3,520 $0 $0 $3,520 Chargebacks Wastewater Expansion Base $0 $0 $0 $1,173 $0 $0 $1,173 Chargebacks Highway User Fund Base $0 $0 $0 $12,672 $0 $0 $12,672 Chargebacks Commercial Solid Waste Base $0 $0 $0 $4,693 $0 $0 $4,693 Chargebacks Residential Solid Waste Base $0 $0 $0 $30,037 $0 $0 $30,037 Chargebacks Future GO Bonds Base $0 $129,533 $0 $492,647 $0 $0 $622,180 Arts Water Fund Base $0 $0 $0 $3,680 $0 $0 $3,680 Arts Wastewater Expansion Base $0 $0 $0 $1,230 $0 $0 $1,230 Arts Residential Solid Waste Base $0 $0 $0 $31,400 $0 $0 $31,400 Arts Wastewater Fund Base $0 $0 $0 $3,680 $0 $0 $3,680 Arts Future GO Bonds Base $0 $31,566 $0 $70,729 $0 $0 $102,295 Arts Water Expansion Base $0 $0 $0 $1,230 $0 $0 $1,230 Arts Highway User Fund Base $0 $0 $0 $13,250 $0 $0 $13,250 Arts Commercial Solid Waste Base Total Budget $0 $4,900 $0 $0 $4,900 $0 $13,689,423 $0 $0 $16,041,233 $0 $0 $0 $2,351,810 273 $2,190,711 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Fuel Island Replacement at Fire Station No. 3 Project Number: PW00545 Project Location: 83rd Av & Emile Zola Av Council District: Palo Verde Live Peoria Goal: Superior Public Safety Description: This project entails the decommissioning and removal of the underground diesel fuel tank and dispensing pump located at the Peoria Fire Station No. 3 (FS193). This fueling system is approaching 30 years in service and replacement is required by the US EPA. The replacement solution will be a dual fuel, above ground tank and dispenser solution mimicking the installation recently constructed at the new Police Patrol Services Building at the PPPSF Campus. The project will restore the asphalt and concrete hardscape on the north side of the Fire Station to like new condition. The project budget includes design, construction, administrative fees, and required Information Technology costs. Budget by Fiscal Year Category Funding Source Carryover / Base Design FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Future GO Bonds Base $0 $68,568 $0 $0 $0 $0 $68,568 Construction Future GO Bonds Base $0 $389,462 $0 $0 $0 $0 $389,462 Chargebacks Future GO Bonds Base $0 $37,440 $0 $0 $0 $0 $37,440 Arts Future GO Bonds $0 $4,530 $0 $0 $0 $0 $4,530 $0 $500,000 $0 $0 $0 $0 $500,000 Base Total Budget Impact Fee Study Project Number: CD00007 Project Location: Citywide Council District: All Live Peoria Goal: Smart Growth 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 Carryover / Base Study DIF - Parks Zn 2 Study DIF - Parks Zn 1 Study FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Base $0 $0 $0 $9,000 $0 $9,000 $18,000 Base $0 $0 $0 $9,000 $0 $9,000 $18,000 DIF - Parks Zn 3 Base $0 $0 $0 $9,000 $0 $9,000 $18,000 Study DIF - Fire Base $0 $0 $0 $9,000 $0 $9,000 $18,000 Study DIF - Law Enf Base $0 $0 $0 $9,000 $0 $9,000 $18,000 Study DIF - Streets Central $0 $0 $0 $53,200 $0 $53,200 $106,400 $0 $0 $0 $98,200 $0 $98,200 $196,400 Base Total Budget 274 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Infrastructure Cabling Project Number: IT00037 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Services Description: This project entails the network infrastructure replacement, including all network infrastructure equipment. Infrastructure cabling needs to be replaced due to aging fiber and cabling and increased connectivity demands. Funding is being requested almost annually to replace segments of the cabling and fiber connectivity. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2021 Base Total Budget $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total LED Emergency Lighting Project Number: PW00515 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Services Description: This project provides for the replacement and upgrade of existing lights to more energy efficient light emitting diode (LED) lights. In some cases, this means retrofitting the entire fixture in addition to new bulbs or batteries that are required. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 Equipment Municipal Asset Reserve Carryover Total Budget $275,000 $0 $0 $0 $0 $0 $275,000 $275,000 $0 $0 $0 $0 $0 $275,000 FY 2022 275 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities LED Lighting Retrofit Project Number: PW00514 Project Location: Citywide Council District: All Live Peoria Goal: Smart Growth 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 Category Funding Source Carryover / Base FY 2021 Equipment Municipal Asset Reserve Carryover Total Budget $23,800 $0 $0 $0 $0 $0 $23,800 $23,800 $0 $0 $0 $0 $0 $23,800 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Neighborhood and Human Services ADA Compliance Project Number: NH00006 Project Location: Citywide Council District: Acacia Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This request will address ADA deficiencies at Sunrise Family Center, the Community Center, Peoria Center for the Performaning Arts, and the Womens Club. Budget by Fiscal Year Category Funding Source Construction General Fund Carryover / Base FY 2021 Base Total Budget $75,000 $0 $0 $0 $0 $0 $75,000 $75,000 $0 $0 $0 $0 $0 $75,000 FY 2022 276 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Neighborhood and Human Services Facility Refurbish Project Number: NH00007 Project Location: Citywide Council District: Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This is a request to repair, replace/refurbish items at the following locations: Community Center, Womens Club, Sunrise Family Center and the Peoria Center for the Performing Arts. Budget by Fiscal Year Category Funding Source Construction Municipal Asset Reserve Construction Percent for the Arts Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Base $202,930 $0 $0 $0 $0 $0 $193,070 $0 $0 $0 $0 $0 $193,070 $396,000 $0 $0 $0 $0 $0 $396,000 Base Total Budget Total $202,930 Network Infrastructure Repl - Tech Center Core Project Number: IT00008 Project Location: Peoria Municipal Complex Council District: Acacia Live Peoria Goal: Superior Public Services Description: This project entails the network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Core infrastructure in the Technology Center Data Center, including network storage, will require replacement in FY22 and FY29. Budget by Fiscal Year Category Funding Source Equipment Future GO Bonds Carryover / Base FY 2021 Base Total Budget $0 $1,400,000 $0 $0 $0 $1,400,000 $2,800,000 $0 $1,400,000 $0 $0 $0 $1,400,000 $2,800,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Network Infrastructure Replacement - DCSB Project Number: IT00015 Project Location: Peoria Municipal Complex Council District: Acacia Live Peoria Goal: Superior Public Services Description: This project entails the network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Development and Community Services Building (DCSB) will require replacement in FY21 and FY28. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2021 Base Total Budget $282,000 $0 $0 $0 $0 $0 $282,000 $282,000 $0 $0 $0 $0 $0 $282,000 FY 2022 277 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - Microwave WAN Project Number: IT00026 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This project entails the 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. Microwave WAN infrastructure equipment at various city locations will require replacement in FY21, FY24, and FY27. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2021 Base Total Budget $60,000 $0 $0 $0 $0 $0 $60,000 $60,000 $0 $0 $0 $0 $0 $60,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Network Infrastructure Replacement - WiFi Project Number: IT00036 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Services Description: This project entails the 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 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 FY21. Budget by Fiscal Year Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 IT Reserve Carryover $100,000 $0 $0 $0 $0 $0 IT Reserve Base Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 $300,000 $0 $0 $0 $0 $0 $300,000 Category Funding Source Equipment Equipment 278 Total $100,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement-Sports Complex Project Number: IT00019 Project Location: Peoria Sports Complex Council District: Willow Live Peoria Goal: Superior Public Services Description: This project entails the network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure at the Sports Complex will require replacement in FY21 and FY28. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2021 Base Total Budget $220,000 $0 $0 $0 $0 $0 $220,000 $220,000 $0 $0 $0 $0 $0 $220,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total PCPA Ticket and Concessions Renovation Project Number: NH00003 Project Location: 10580 N. 83rd Av Council District: Acacia Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails an interior tenant improvement of the ticketing and concessions functions within the Peoria Center for the Performing Arts. The internal functions will be swapped to allow concessions service to the building exterior via the underutilized walk-up ticket counters. No net increase in building square footage is anticipated. The project includes the design, construction, development permits and fees, and internal project management expenses. Budget by Fiscal Year Category Funding Source Carryover / Base Design Percent for the Arts Base Construction Percent for the Arts Base Chargebacks Percent for the Arts Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $65,457 $0 $0 $0 $0 $65,457 $0 $237,646 $0 $0 $0 $0 $237,646 $0 $26,370 $0 $0 $0 $0 $26,370 $0 $329,473 $0 $0 $0 $0 $329,473 279 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Peoria Center for Performing Arts Storage Building Project Number: NH00002 Project Location: 10580 N. 83rd Dr Council District: Acacia Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: The storage unit provides architecturally compatible, enclosed 528 square feet 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 Carryover / Base Design Percent for the Arts Base Construction Percent for the Arts Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $3,723 $0 $0 $0 $0 $0 $3,723 $15,227 $0 $0 $0 $0 $0 $15,227 $18,950 $0 $0 $0 $0 $0 $18,950 Peoria Center for the Performing Arts - ADA Study Project Number: NH00004 Project Location: 10580 N. 83rd Dr Council District: Acacia Live Peoria Goal: Healthy Neighborhoods Description: This is a request to conduct an ADA Study at the Peoria Center for Performing Arts and to correct any defeciencies. Budget by Fiscal Year Category Funding Source Study Percent for the Arts Carryover / Base FY 2021 Carryover Total Budget $61,000 $0 $0 $0 $0 $0 $61,000 $61,000 $0 $0 $0 $0 $0 $61,000 FY 2022 280 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Public Safety Admin Building EOC Renovations Project Number: PW00540 Project Location: Peoria Municipal Complex Council District: Acacia Live Peoria Goal: Superior Public Services Description: This project entails the renovation of multiple conference rooms and the computer training lab in the Public Safety Administration Building to better accommodate the City's Emergency Operations Center (EOC). Now nearly 20 years old, existing building conference rooms serve as the EOC during times of activation. This tenant improvement will refresh the carpet, finishes, and lighting in the highly used Peoria conference room and will reconfigure the adjacent computer lab, Arizona conference room, and computer training lab allowing EOC equipment to be deployed for training and maintenance. The capital budget includes design, development fees, construction, and any necessary information technology expenditures. In addition, remaining savings from project budget will be used to purchase other items such as furniture. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Base $0 $0 $15,982 $0 $0 $0 Base $0 $0 $57,629 $0 $0 $0 $57,629 Construction Future GO Bonds Base $0 $0 $411,589 $0 $0 $0 $411,589 Chargebacks Future GO Bonds Base $0 $0 $36,900 $0 $0 $0 $36,900 Arts Future GO Bonds $0 $0 $4,692 $0 $0 $0 $4,692 $0 $0 $526,792 $0 $0 $0 $526,792 Base Total Budget Total $15,982 Public Safety Building Needs Project Number: PW00090 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Services 1. Description: Paint the Interior of Fire Stations 192 and 195 ($30K). 2. Repair Roofs at Fire Station 193 ($60 K) and 194 ($25K). 3. Repair Roof the flat roof portion of PSAB ($190K). 4. Install Roof Hatch at Fire Station 194 ($25K). Budget by Fiscal Year Category Funding Source Other Municipal Asset Reserve Carryover / Base Base Construction Municipal Asset Reserve Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $30,000 $0 $0 $350,000 $0 $0 $300,000 $0 $0 $0 $0 $0 $300,000 $330,000 $0 $0 $350,000 $0 $0 $680,000 281 $380,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Radio Subscriber Replacements Project Number: IT00018 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services 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 Equipment IT Reserve Carryover / Base FY 2021 Base Total Budget $254,000 $254,000 $254,000 $0 $0 $0 $762,000 $254,000 $254,000 $254,000 $0 $0 $0 $762,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Renovate Main Library Project Number: PW00509 Project Location: Peoria Municipal Complex Council District: Acacia Live Peoria Goal: Superior Public Services 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. Starting in FY2020 and continuing through FY2021, the Main Library will undergo a first phase of interior renovations and fire alarm system upgrades (new FY21 funding), followed by a second phase of exterior patio and site improvements, each designed to improve the library patron experience and enliven the outdated concrete plaza in favor of comfortable shade and event friendly spaces. Budget by Fiscal Year Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction Future GO Bonds Carryover $1,395,051 $0 $0 $0 $0 $0 $1,395,051 Construction GO Bonds 2019 Carryover $180,317 $0 $0 $0 $0 $0 $180,317 Construction GO Bonds 2019 Carryover $70,000 $0 $0 $0 $0 $0 $70,000 Base $13,990 $0 $0 $0 $0 $0 $13,990 $1,484,556 $0 $0 $0 $0 $0 $1,484,556 $3,143,914 $0 $0 $0 $0 $0 $3,143,914 Category Design Future GO Bonds Construction Future GO Bonds Base Total Budget 282 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Roof Replacement Project Number: PW00150 Project Location: Peoria Municipal Complex Council District: All Live Peoria Goal: Smart Growth Description: 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 $15K. ($1,509,272 FY25). Budget by Fiscal Year Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 Construction Future GO Bonds Carryover $225,000 $0 $0 Construction Future GO Bonds Base $0 $0 $0 Category Arts Future GO Bonds Base Total Budget FY 2025 FY 26-30 Total $0 $0 $0 $225,000 $0 $1,494,599 $0 $1,494,599 $0 $0 $0 $0 $14,673 $0 $14,673 $225,000 $0 $0 $0 $1,509,272 $0 $1,734,272 Solid Waste Remodel Project Number: PW00520 Project Location: Municipal Operations Center Council District: Live Peoria Goal: Smart Growth Description: This project entails improvement to the Solid Waste Office at the Muncipal Operations Center (MOC), which includes the construction of a technical Operations Control Room and two new offices, reconfiguration of the Drivers Room, reconfiguration of cubicles for Lead Equipment Operators and Solid Waste Inspectors, and replacement of flooring. Work will require professional design services and accompanying building infrastructure improvements (HVAC, electrical, lighting, life safety systems, network data systems, etc.) Budget by Fiscal Year Category Funding Source Design Residential Solid Waste Design Commercial Solid Waste Construction Residential Solid Waste Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Base $20,086 $0 $0 $0 $0 $0 Base $4,914 $0 $0 $0 $0 $0 $4,914 Base $180,492 $0 $0 $0 $0 $0 $180,492 Construction Commercial Solid Waste Base Total Budget Total $20,086 $34,508 $0 $0 $0 $0 $0 $34,508 $240,000 $0 $0 $0 $0 $0 $240,000 283 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Operational Facilities Sports Complex Maintenance Building Project Number: CS00240 Project Location: Peoria Sports Complex Council District: Ironwood Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project provides an architecturally compatible, enclosed 820 square feet maintenance building expansion located on the north side of the Peoria Sports Complex Maintenance Building. The facility expansion will provide conditioned shared office space for maintenance technicians and dry storage for parts, supplies, and small equipment. The project assumes a small quantity of building envelope maintenance (ex: weatherproofing) during construction. The project includes the design, construction, development permits and fees, and internal project management expenses. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Base $0 $17,822 $0 $0 $0 $0 Base $0 $94,047 $0 $0 $0 $0 $94,047 Construction Future GO Bonds Base $0 $462,872 $0 $0 $0 $0 $462,872 Chargebacks Future GO Bonds Base $0 $39,690 $0 $0 $0 $0 $39,690 Arts Future GO Bonds $0 $5,569 $0 $0 $0 $0 $5,569 $0 $620,000 $0 $0 $0 $0 $620,000 Base Total Budget Total $17,822 Vistancia Radio Site Project Number: IT00034 Project Location: Vistancia Council District: Mesquite Live Peoria Goal: Superior Public Services 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Equipment Future GO Bonds Carryover $1,359,199 $0 $0 $0 $0 $0 Equipment GO Bonds 2019 Carryover Total Budget $640,000 $0 $0 $0 $0 $0 $640,000 $1,999,199 $0 $0 $0 $0 $0 $1,999,199 284 Total $1,359,199 City of Peoria FY 2021 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 the second phase of Paloma Community Park in the northern portion of Peoria, further improvements and expansion to the New River Trail system, continuation of a neighborhood parks refresh program as well as a continued commitment to maintaining the city’s retention basins. Parks & Recreation Total - $141,816,497 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY21 FY22 FY23 FY24 FY25 285 FY26 FY27 FY28 FY29 FY30 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 1000 - General Fund $2,139,892 $101,000 $0 $0 $0 $0 $2,240,892 1970 - Municipal Asset Reserve $285,000 $0 $0 $0 $0 $0 $285,000 2003 - Sports Complex GA Surcharge $150,000 $0 $0 $0 $0 $0 $150,000 4150 - Non-Bond Capital $142,500 $0 $0 $0 $0 $0 $142,500 4253 - GO Bonds 2019 $7,267,702 $0 $0 $0 $0 $0 $7,267,702 4254 - Future GO Bonds $7,879,404 $5,654,536 $18,311,847 $4,108,485 $24,711,983 $42,108,123 $102,774,378 4550 - Other Capital $10,180,625 $0 $555,300 $0 $0 $0 $10,735,925 4810 - Outside Sources $1,142,688 $2,545,788 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $7,688,476 7942 - DIF - Parks Zn 2 $1,300,001 $0 $0 $0 $0 $0 $1,300,001 7943 - DIF - Parks Zn 3 $0 $0 $0 $0 $95,497 $8,931,623 $9,027,120 7944 - DIF - Parks Zn 1 $0 $0 $0 $0 $154,853 $0 $154,853 7945 - DIF - Parks Zn 2 $0 $0 $0 $0 $49,650 $0 $49,650 $30,487,812 $8,301,324 $19,867,147 $5,108,485 $26,011,983 $52,039,746 $141,816,497 Total - Parks & Recreation 286 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 99th Ave and Olive Trailhead $142,688 $2,507,245 $0 $0 $0 $0 $2,649,933 ACDC/Skunk Creek Trail Connection $260,000 $0 $0 $0 $0 $0 $260,000 Airnasium at Neighborhood Parks $600,000 $0 $0 $0 $0 $0 $600,000 $0 $0 $0 $0 $0 $19,281,375 $19,281,375 Ball Field Lighting $340,150 $0 $0 $0 $0 $0 $340,150 Centennial Plaza Decades Walk Expansion 10-20 Yrs $158,297 $0 $0 $0 $0 $0 $158,297 Country Meadows Park Improvements $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Improvements – Suncliff BN115/ RW0084 $190,000 $0 $0 $0 $0 $0 $190,000 $1,154,458 $0 $0 $0 $0 $0 $1,154,458 Mountain Trail Improvements $0 $434,300 $0 $0 $0 $0 $434,300 Neighborhood Park at Mystic $0 $0 $0 $0 $0 $10,037,195 $10,037,195 Neighborhood Park at Northpoint (Vistancia) $0 $0 $0 $0 $0 $11,952,509 $11,952,509 Neighborhood Parks Refresh Program $323,795 $0 $0 $0 $0 $0 $323,795 New River Trail - Happy Valley Rd to Jomax $0 $0 $0 $0 $320,500 $3,574,000 $3,894,500 New River Trail - Villa Lindo and Pinnacle Pk $0 $0 $0 $0 $0 $2,686,500 $2,686,500 New River Trail Connections $332,111 $0 $0 $0 $0 $0 $332,111 New River Trail; Williams Rd to Happy Valley Rd $986,980 $0 $0 $0 $0 $0 $986,980 $16,669,532 $2,136,570 $18,867,147 $0 $0 $0 $37,673,249 Paloma Community Park Trails $400,000 $0 $0 $0 $0 $0 $400,000 Park and Recreation Facility Refurbishment $1,050,000 $0 $0 $0 $0 $0 $1,050,000 Parks, Recreation and Community Fac Master Plan $100,000 $0 $0 $0 $300,000 $0 $400,000 Parks, Recreation, Community Fac ADA Compliance $75,000 $101,000 $0 $0 $0 $0 $176,000 Pool Renovation and Refurbishment Program $285,000 $0 $0 $0 $0 $0 $285,000 $0 $0 $0 $3,491,477 $21,493,458 $0 $24,984,935 Retention Basin Refresh Program $432,800 $0 $0 $0 $0 $0 $432,800 Rio Vista Skate Park $250,000 $0 $0 $0 $0 $0 $250,000 Aloravita South Neighborhood Park Inclusive Playground at Rio Vista Community Park Paloma Community Park Recreation Center at Paloma Community Park 287 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Skunk Creek Multi-Use Path $494,415 $2,122,209 $0 $0 $0 $0 $2,616,624 Sonoran Mountain Ranch Park Improvements $300,000 $0 $0 $0 $0 $0 $300,000 Stadium Improvements (AZSTA) $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,000,000 $0 $0 $0 $617,008 $2,898,025 $0 $3,515,033 $3,262,064 $0 $0 $0 $0 $0 $3,262,064 Trailhead at BLM 160 $0 $0 $0 $0 $0 $2,460,950 $2,460,950 Trailhead at the NWC of 83rd Ave and Happy Valley $0 $0 $0 $0 $0 $1,047,217 $1,047,217 Westwing Park - ADA Connection to Maya Way $180,522 $0 $0 $0 $0 $0 $180,522 Sunrise Mountain Trailhead The Meadows Neighborhood Park Total - Parks & Recreation $30,487,812 $8,301,324 $19,867,147 288 Total $5,108,485 $26,011,983 $52,039,746 $141,816,497 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation 99th Ave and Olive Trailhead Project Number: CS00088 Project Location: 99th Av & Olive Av Council District: Pine Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 2021 Study Outside Sources Carryover Construction Future GO Bonds Arts Future GO Bonds Base Base Total Budget Operating Impacts Personnel Non-Personnel Capital Total Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $142,688 $0 $0 $0 $0 $0 $142,688 $0 $2,482,421 $0 $0 $0 $0 $2,482,421 $0 $24,824 $0 $0 $0 $0 $24,824 $142,688 $2,507,245 $0 $0 $0 $0 $2,649,933 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $20,000 $20,000 $20,000 $20,000 $100,000 $180,000 $15,000 $88,450 $88,450 $88,450 $88,450 $442,250 $811,050 $0 $25,000 $0 $0 $0 $0 $25,000 $15,000 $133,450 $108,450 $108,450 $108,450 $542,250 $1,016,050 ACDC/Skunk Creek Trail Connection Project Number: CS00232 Project Location: ACDC from 75th Av to Skunk Creek Council District: Ironwood Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, drainage study, design, ROW acquisition, utility coordination, utility relocation, burying overhead facilities, construction and construction administration for the connection between Skunk Creek Trail and 75th Avenue. This project is a gap-fill initiative to maintain a contiguous offstreet shared-use path along the north bank of Arizona Canal Diversion Channel (ACDC) . This project will add 0.2 miles to the ACDC Trail and provide separation from vehicular travel to connect a multi-family apartment complex from the west to the two proposed Marriott hotels to the east. The project will also provide a pedestrian bridge across Skunk Creek and an at-grade connection to 75th Avenue, located south of Paradise Lane. Future phases will include a pedestrian underpass to connect the Skunk Creek Trail to the ACDC Trail. Project also includes a study task to update an existing Design Concept Report as required. 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 Construction Future GO Bonds Carryover / Base FY 2021 Base Total Budget $260,000 $0 $0 $0 $0 $0 $260,000 $260,000 $0 $0 $0 $0 $0 $260,000 FY 2022 289 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Airnasium at Neighborhood Parks Project Number: CS00235 Project Location: Citywide Council District: Live Peoria Goal: Arts, Culture and Recreational Enrichment AsDescription: a citywide initiative, staff continues to seek opportunities for increasing the amount of shaded play, activity, and fitness features in neighborhoods. As such, this project provides capacity for two additional neighborhood park airnasiums—a steel shade canopy installed at current basketball/activity courts. Budget by Fiscal Year Category Funding Source Construction Future GO Bonds Carryover / Base FY 2021 Base Total Budget $600,000 $0 $0 $0 $0 $0 $600,000 $600,000 $0 $0 $0 $0 $0 $600,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Aloravita South Neighborhood Park Project Number: CS00130 Project Location: Northern Peoria Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project is 15 to 20 acres and includes land acquisition, design and construction of a neighborhood park with typical amenities such as playgrounds, picnic shelters, hard court surfacing, landscaping, restroom, possible lighted multi-use fields, etc. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $2,118,802 $2,118,802 Equipment Future GO Bonds Base $0 $0 $0 $0 $0 $3,112,956 $3,112,956 Design DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $852,935 $852,935 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $12,962,631 $12,962,631 Chargebacks DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $19,734 $19,734 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $76,162 $76,162 Arts DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $8,529 $8,529 Arts Future GO Bonds $0 $0 $0 $0 $0 $129,626 $129,626 $0 $0 $0 $0 $0 $19,281,375 $19,281,375 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Personal OPS $0 $0 $0 $0 $0 $268,476 $268,476 Non-Pers OPS $0 $0 $0 $0 $0 $316,479 $316,479 Capital OPS $0 $0 $0 $0 $0 $28,500 $28,500 Total Operating Impacts $0 $0 $0 $0 $0 $613,455 $613,455 Base Total Budget Operating Impacts 290 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Ball Field Lighting Project Number: CS00195 Project Location: 95th Av & Williams Rd Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails the installation of multi-use field lighting in northern part of the City 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 Funding Source Carryover / Base Construction Future GO Bonds Construction GO Bonds 2019 Category FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $40,150 $0 $0 $0 $0 $0 $40,150 Carryover Total Budget $300,000 $0 $0 $0 $0 $0 $300,000 $340,150 $0 $0 $0 $0 $0 $340,150 Operating Impacts Total FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 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 Total Centennial Plaza Decades Walk Expansion 10-20 Yrs Project Number: CS00229 Project Location: Peoria Municipal Complex Council District: Acacia Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 Construction General Fund Carryover / Base FY 2021 Carryover Total Budget $158,297 $0 $0 $0 $0 $0 $158,297 $158,297 $0 $0 $0 $0 $0 $158,297 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Country Meadows Park Improvements Project Number: CS00203 Project Location: W. Butler Dr & N. 111th Av Council District: Pine Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails updating park amenities that was determined through a public input process in FY20. The City will utilize its contracted Parks Job Order Contractor(s) to advise on project costs and for project construction in FY21. Amenities at Country Meadows Park will include an airnasium, minor enhancements of existing playgrounds, fall surfacing, lighting repairs, and/or a restroom refresh undertaken concurrently. Budget by Fiscal Year Category Funding Source Construction Future GO Bonds Carryover / Base FY 2021 Carryover Total Budget $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $1,500,000 $0 $0 $0 $0 $0 $1,500,000 FY 2022 291 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Improvements – Suncliff BN115/ RW0084 Project Number: CS00233 Project Location: 115th Av alignment; Butler Dr to Olive Av Council District: Pine Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project will construct a stabilized, decomposed-granite walking path with limited landscape enhancements from Butler Drive to Olive Avenue along the parcel west of the Suncliff subdivision approximately one-half mile in length. In addition, this project will provide minimal landscaping and passive park appurtenances at a nearby well-site parcel accessible in the Suncliff subdivision from 114th Lane. Budget by Fiscal Year Category Carryover / Base FY 2021 Base Total Budget $190,000 $0 $0 $0 $0 $0 $190,000 $190,000 $0 $0 $0 $0 $0 $190,000 Funding Source Construction Future GO Bonds FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Inclusive Playground at Rio Vista Community Park Project Number: CS00205 Project Location: Rio Vista Community Park Council District: Palo Verde Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails installing/replacing 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 Construction Future GO Bonds Carryover / Base FY 2021 Carryover Total Budget $1,154,458 $0 $0 $0 $0 $0 $1,154,458 $1,154,458 $0 $0 $0 $0 $0 $1,154,458 FY 2022 292 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Mountain Trail Improvements Project Number: CS00217 Project Location: Sunrise and WestWing Mountains Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails improving the existing soft surface trails on Sunrise Mountain and Westwing Mountain and enhance the safety and sustainability of our preserve areas. In addition to soft surface trail improvements, this project will be utilized to eliminate wildcat trails and improve drainage impacts on designated trails. Budget by Fiscal Year Category Funding Source Carryover / Base Construction Future GO Bonds Arts Future GO Bonds Base Base Total Budget Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $430,000 $0 $0 $0 $0 $0 $4,300 $0 $0 $0 $0 $4,300 $0 $434,300 $0 $0 $0 $0 $434,300 $430,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Personnel $0 $0 $20,000 $20,000 $20,000 $100,000 $160,000 Non-Personnel $0 $0 $22,000 $22,000 $22,000 $110,000 $176,000 Total Operating Impacts $0 $0 $42,000 $42,000 $42,000 $210,000 $336,000 Neighborhood Park at Mystic Project Number: CS00192 Project Location: Mystic Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This park is 10 acres and improvements will include land acquisition, design and construction of a neighborhood park with typical amentities such as: playground, picnic shelters, restroom, parking, turf area, hard court surfacing, lighted ball fields, etc. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $1,099,265 $1,099,265 Land Acquisiti Future GO Bonds Base $0 $0 $0 $0 $0 $1,707,093 $1,707,093 Design DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $415,061 $415,061 Design Future GO Bonds Base $0 $0 $0 $0 $0 $644,564 $644,564 Construction DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $2,352,014 $2,352,014 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $3,652,534 $3,652,534 Chargebacks DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $37,563 $37,563 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $58,333 $58,333 Arts DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $27,720 $27,720 Arts Future GO Bonds $0 $0 $0 $0 $0 $43,048 $43,048 $0 $0 $0 $0 $0 $10,037,195 $10,037,195 Base Total Budget Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Personnel $0 $0 $0 $0 $56,751 $283,765 $340,516 Non-Personnel $0 $0 $0 $0 $91,511 $457,555 $549,066 $0 $0 $0 $0 $28,500 $0 $28,500 $0 $0 $0 $0 $176,762 $741,320 $918,082 Total Operating Impacts 293 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Neighborhood Park at Northpoint (Vistancia) Project Number: CS00159 Project Location: Vistancia Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This park is 12 acres and improvements will include land acquisition, design and construction of a neighborhood park with typical amenities, such as a playground, picnic shelters, restroom, parking, turf area, hard court surfacing, lighted ball fields, etc. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $1,428,033 $1,428,033 Equipment Future GO Bonds Base $0 $0 $0 $0 $0 $1,904,967 $1,904,967 Design DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $545,834 $545,834 Design Future GO Bonds Base $0 $0 $0 $0 $0 $720,049 $720,049 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $7,173,338 $7,173,338 Chargebacks DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $20,675 $20,675 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $75,221 $75,221 Arts DIF - Parks Zn 3 Base $0 $0 $0 $0 $0 $5,458 $5,458 Arts Future GO Bonds $0 $0 $0 $0 $0 $78,934 $78,934 $0 $0 $0 $0 $0 $11,952,509 $11,952,509 Base Total Budget Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Personal OPS $0 $0 $0 $0 $0 $227,034 $227,034 Non-Pers OPS $0 $0 $0 $0 $0 $250,560 $250,560 Capital $0 $0 $0 $0 $0 $28,500 $28,500 Total Operating Impacts $0 $0 $0 $0 $0 $506,094 $506,094 Neighborhood Parks Refresh Program Project Number: CS00019 Project Location: Citywide Council District: Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This program entails the partial renovation/refresh of existing City maintained neighborhood parks, which 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 and top-dress existing granite with new granite or stabilized DG (depending on site conditions), and utility location services for tree planting. Option to review turf grass condition to apply where appropriate. In addition, this program will work in combination with Facilities requests, such as the soft scrap from the curb into the park to provide an aesthetically pleasing view from the roadway and matching with the improvement from the outer ring to improvements 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 will not impact walkways. The parks to be refurbished in FY 21 will be Hayes and Deer Village. Budget by Fiscal Year Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction General Fund Carryover $100,000 $0 $0 $0 $0 $0 Construction General Fund Base Total Budget $223,795 $0 $0 $0 $0 $0 $223,795 $323,795 $0 $0 $0 $0 $0 $323,795 Category Funding Source 294 Total $100,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation New River Trail - Happy Valley Rd to Jomax Project Number: CS00165 Project Location: New River - South of HVR to Jomax Rd (East Side) Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 Road to Jomax Road. The improvements will include: clearing and grubbing construction of 12' wide concrete trail with an 8' soft trail and 2' shoulders, pedestrian bridges, drainage facilities, environmental clearances and hydro seeding. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $1,400,000 Land Acquisiti Future GO Bonds Base $0 $0 $0 $0 $0 $1,400,000 Design Future GO Bonds Base $0 $0 $0 $0 $250,000 $0 $250,000 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $2,000,000 $2,000,000 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $68,000 $154,000 $222,000 Arts Future GO Bonds $0 $0 $0 $0 $2,500 $20,000 $22,500 $0 $0 $0 $0 $320,500 $3,574,000 $3,894,500 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $71,332 $71,332 Total Operating Impacts $0 $0 $0 $0 $0 $71,332 $71,332 Base Total Budget 295 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation New River Trail - Villa Lindo and Pinnacle Pk Project Number: CS00196 Project Location: West Side New River; Pinnacle Pk Rd to Happy Valley Rd Council District: Willow Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 Study Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Base $0 $0 $0 $0 $0 $160,000 $160,000 Base $0 $0 $0 $0 $0 $250,000 $250,000 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $2,100,000 $2,100,000 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $153,000 $153,000 Arts Future GO Bonds $0 $0 $0 $0 $0 $23,500 $23,500 $0 $0 $0 $0 $0 $2,686,500 $2,686,500 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $94,000 $94,000 Total Operating Impacts $0 $0 $0 $0 $0 $94,000 $94,000 Base Total Budget 296 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation New River Trail Connections Project Number: CS00202 Project Location: Citywide Council District: All Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction Future GO Bonds Carryover $49,111 $0 $0 $0 $0 $0 $49,111 Land Acquisiti Future GO Bonds Base $30,000 $0 $0 $0 $0 $0 $30,000 Design Base $43,000 $0 $0 $0 $0 $0 $43,000 $210,000 $0 $0 $0 $0 $0 $210,000 $332,111 $0 $0 $0 $0 $0 $332,111 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Total Operating Impacts $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Category Future GO Bonds Construction Future GO Bonds Base Total Budget 297 Total Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation New River Trail; Williams Rd to Happy Valley Rd Project Number: CS00128 Project Location: E/O New River; Pinnacle Peak Rd and Happy Valley Rd Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 Funding Source Carryover / Base Land Acquisiti Future GO Bonds Land Acquisiti Non-Bond Capital Category FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $20,611 $0 $0 $0 $0 $0 $20,611 Carryover $142,500 $0 $0 $0 $0 $0 $142,500 Construction Future GO Bonds Carryover $718,606 $0 $0 $0 $0 $0 $718,606 Construction GO Bonds 2019 Carryover Total Budget $105,263 $0 $0 $0 $0 $0 $105,263 $986,980 $0 $0 $0 $0 $0 $986,980 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $5,500 $5,500 $5,500 $5,500 $5,500 $27,500 $55,000 $8,500 $22,000 $22,000 $22,000 $22,000 $110,000 $206,500 $14,000 $27,500 $27,500 $27,500 $27,500 $137,500 $261,500 Operating Impacts Personal OPS Total Operating Impacts 298 Total Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Paloma Community Park Project Number: CS00059 Project Location: Lake Pleasant Parkway at Dixileta Dr. Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails 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 Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Other GO Bonds 2019 Carryover $366,534 $0 $0 $0 $0 $0 Equipment Other Capital Carryover $800,000 $0 $0 $0 $0 $0 $800,000 Construction DIF - Parks Zn 2 Carryover $1,300,001 $0 $0 $0 $0 $0 $1,300,001 Construction Other Capital Carryover $7,400,000 $0 $0 $0 $0 $0 $7,400,000 Construction GO Bonds 2019 Carryover $4,333,944 $0 $0 $0 $0 $0 $4,333,944 $1,155,300 Total $366,534 Equipment Other Capital Base $600,000 $0 $555,300 $0 $0 $0 Design Future GO Bonds Base $1,869,053 $0 $0 $0 $0 $0 $1,869,053 Construction Future GO Bonds Base $0 $2,001,891 $18,017,017 $0 $0 $0 $20,018,908 Chargebacks Future GO Bonds Base $0 $114,660 $114,660 $0 $0 $0 $229,320 Arts Future GO Bonds $0 $20,019 $180,170 $0 $0 $0 $200,189 $2,136,570 $18,867,147 $0 $0 $0 $37,673,249 FY 2024 FY 2025 FY 26-30 Base Total Budget Operating Impacts $16,669,532 FY 2021 FY 2022 FY 2023 Total Personal OPS $806,088 $806,088 $983,407 $983,407 $983,407 $4,920,035 $9,482,432 Non-Pers OPS $1,087,084 $1,087,084 $1,078,711 $1,078,711 $1,078,711 $5,393,555 $10,803,856 Total Operating Impacts $1,893,172 $1,893,172 $2,062,118 $2,062,118 $2,062,118 $10,313,590 $20,286,288 299 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Paloma Community Park Trails Project Number: CS00218 Project Location: Paloma Community Park Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails improving the trails that will connect WestWing Mountain and Paloma Community Park. In addition, the IGA with Maricopa County Flood Control District and the City of Peoria for Paloma Community Park states that the City will be issued a recreational use easement for the open space between Paloma Community Park and Sonoran Mountain Ranch Park. Within this parcel there are existing wildcat trails that exist because of non-permitted use. This project will provide the resources 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 Study Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Base $25,000 $0 $0 $0 $0 $0 Base $75,000 $0 $0 $0 $0 $0 $75,000 $300,000 $0 $0 $0 $0 $0 $300,000 $400,000 $0 $0 $0 $0 $0 $400,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Personnel $0 $80,194 $80,194 $80,194 $80,194 $400,970 $721,746 Non-Personnel $0 $3,078 $3,078 $3,078 $3,078 $15,390 $27,702 Capital $0 $31,000 $0 $0 $0 $0 $31,000 Total Operating Impacts $0 $114,272 $83,272 $83,272 $83,272 $416,360 $780,448 Construction Future GO Bonds Base Total Budget Operating Impacts Total $25,000 Park and Recreation Facility Refurbishment Project Number: CS00185 Project Location: Citywide Council District: Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $900,000 $0 $0 $0 $0 $0 Construction Sports Complex GA Sur Base Total Budget $150,000 $0 $0 $0 $0 $0 $150,000 $1,050,000 $0 $0 $0 $0 $0 $1,050,000 Category Funding Source Construction General Fund 300 Total $900,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Parks, Recreation and Community Fac Master Plan Project Number: CS00067 Project Location: Citywide Council District: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails updating 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. Budget by Fiscal Year Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 Other Capital Carryover $100,000 $0 $0 DIF - Parks Zn 2 Base $0 $0 $0 Study DIF - Parks Zn 1 Base $0 $0 $0 Study DIF - Parks Zn 3 Category Funding Source Study Study Base Total Budget FY 2025 FY 26-30 Total $0 $0 $0 $0 $49,650 $0 $49,650 $0 $154,853 $0 $154,853 $100,000 $0 $0 $0 $0 $95,497 $0 $95,497 $100,000 $0 $0 $0 $300,000 $0 $400,000 Parks, Recreation, Community Fac ADA Compliance Project Number: CS00177 Project Location: Citywide Council District: All Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 standards to evaluate all existing sites. Budget by Fiscal Year Carryover / Base FY 2021 Construction General Fund Carryover Construction General Fund Base Category Chargebacks Funding Source General Fund Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $75,000 $0 $0 $0 $0 $0 $75,000 $0 $100,000 $0 $0 $0 $0 $100,000 $0 $1,000 $0 $0 $0 $0 $1,000 $75,000 $101,000 $0 $0 $0 $0 $176,000 301 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Pool Renovation and Refurbishment Program Project Number: CS00238 Project Location: Sunrise Pool Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: The Pool Renovation and Refurbishment Program addresses maintenance needs at three aquatic facilities in Peoria. The first priority is Sunrise Pool due to it being the highest used aquatic facility in the City. In fact, the last summer experienced nearly 10,000 open swim paid admissions, 5,000 registrations for swim lessons, 130 lifeguard/instructor trainings, and more than 30 private rentals. The maintenance issues being addressed at this location will include a full re-plaster and refurbishment of the play features. Budget by Fiscal Year Carryover / Base FY 2021 Construction Municipal Asset Reserve Base Total Budget $285,000 $0 $0 $0 $0 $0 $285,000 $285,000 $0 $0 $0 $0 $0 $285,000 Category Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Recreation Center at Paloma Community Park Project Number: CS00167 Project Location: Paloma Community Park Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails the design and construction of a multi-generational recreation center to serve north Peoria residents. A study will be conducted at the onset of this project to evaluate the programs and amenities offered at the City's recreation and community centers as a means of validating the new building's program spaces and square footage. The infrastructure at the Northern Community Park has been designed in anticipation of up to a 60,000 sf facility inside the park at the foot of West Wing Mountain. Total capital costs include design, construction, land acquisition expenses, administrative fees, furniture, fixtures, and information technology to achieve a facility similar to the Rio Vista Recreation Center. The building will seek LEED silver certification consistent with City sustainability objectives. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Base $0 $0 Base $0 $0 Construction Future GO Bonds Base $0 $0 Chargebacks Future GO Bonds Base $0 $0 Arts Future GO Bonds $0 $0 $331,171 $0 $331,171 $0 $3,241,464 $0 $0 $3,241,464 $0 $0 $20,737,316 $0 $20,737,316 $0 $217,598 $217,598 $0 $0 $435,196 $0 $0 $32,415 $207,373 $0 $239,788 $0 $0 $0 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Personal OPS $0 $0 $0 $0 $0 $4,184,000 $4,184,000 Non-Personnel $0 $0 $0 $0 $0 $2,915,500 $2,915,500 Total Operating Impacts $0 $0 $0 $0 $0 $7,099,500 $7,099,500 Base Total Budget Operating Impacts 302 $3,491,477 $21,493,458 Total $0 $24,984,935 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Retention Basin Refresh Program Project Number: CS00004 Project Location: Citywide Council District: Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction General Fund Carryover $209,000 $0 $0 $0 $0 $0 Construction General Fund Base Total Budget $223,800 $0 $0 $0 $0 $0 $223,800 $432,800 $0 $0 $0 $0 $0 $432,800 Category Funding Source Total $209,000 Rio Vista Skate Park Project Number: CS00215 Project Location: Rio Vista Community Park Council District: Palo Verde Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 General Fund Carryover $25,000 $0 $0 $0 $0 $0 General Fund Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Construction General Fund Base Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 $250,000 $0 $0 $0 $0 $0 $250,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $6,500 $6,500 $6,500 $6,500 $6,500 $32,500 $65,000 $250 $250 $250 $250 $250 $1,250 $2,500 $6,750 $6,750 $6,750 $6,750 $6,750 $33,750 $67,500 Category Funding Source Study Design Operating Impacts Personnel Non-Personnel Total Operating Impacts 303 Total $25,000 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Skunk Creek Multi-Use Path Project Number: CS00146 Project Location: 73rd Av to 83rd Av Council District: Willow Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 2021 Design FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Future GO Bonds Base $238,633 $0 $0 $0 $0 $0 $238,633 Construction Outside Sources Base $0 $1,545,788 $0 $0 $0 $0 $1,545,788 Construction Future GO Bonds Base $255,782 $496,519 $0 $0 $0 $0 $752,301 Chargebacks Future GO Bonds Base $0 $59,479 $0 $0 $0 $0 $59,479 Arts Future GO Bonds $0 $20,423 $0 $0 $0 $0 $20,423 $494,415 $2,122,209 $0 $0 $0 $0 $2,616,624 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Personnel $0 $14,000 $14,000 $14,000 $14,000 $70,000 Non-Pers OPS $0 $17,000 $17,000 $17,000 $17,000 $85,000 $153,000 Total Operating Impacts $0 $31,000 $31,000 $31,000 $31,000 $155,000 $279,000 Base Total Budget Operating Impacts Total $126,000 Sonoran Mountain Ranch Park Improvements Project Number: CS00204 Project Location: N. Chaffen Blvd & W. Miner Trail Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment 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 Category Funding Source Construction Future GO Bonds Carryover / Base FY 2021 Carryover Total Budget $300,000 $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $300,000 FY 2022 304 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Stadium Improvements (AZSTA) Project Number: CS00213 Project Location: Peoria Sports Complex Council District: Ironwood Live Peoria Goal: Arts, Culture and Recreational Enrichment AsDescription: the Peoria Sports Complex facility continues to mature, there is a need to ensure that it retains its attractiveness and first choice for residents and visitors. Therefore, these improvements are intended to provide enhancements to the team clubhouses and stadium. Budget by Fiscal Year Category Funding Source Construction Outside Sources Carryover / Base FY 2021 Base Total Budget $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,000,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Sunrise Mountain Trailhead Project Number: CS00206 Project Location: 87th and Happy Valley Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This 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 Equipment Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Base $0 $0 Base $0 $0 Construction Future GO Bonds Base $0 $0 Chargebacks Future GO Bonds Base $0 $0 Arts Future GO Bonds $0 $0 $10,500 $0 $10,500 $0 $576,969 $0 $0 $576,969 $0 $0 $2,825,006 $0 $2,825,006 $0 $33,930 $33,930 $0 $0 $67,860 $0 $0 $6,109 $28,589 $0 $34,698 $0 $0 $0 $617,008 $2,898,025 $0 $3,515,033 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 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 Base Total Budget Operating Impacts 305 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation The Meadows Neighborhood Park Project Number: CS00086 Project Location: Northern Camino a Lago Area (south of Pinnacle Peak Rd.) Council District: Ironwood Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails the development of a neighborhood park in the north section of the Camino a Lago community (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 Construction Other Capital Construction GO Bonds 2019 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $1,100,103 $0 $0 $0 $0 $0 Carryover Total Budget $2,161,961 $0 $0 $0 $0 $0 $2,161,961 $3,262,064 $0 $0 $0 $0 $0 $3,262,064 Operating Impacts Total $1,100,103 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Personal OPS $46,914 $46,914 $46,914 $46,914 $46,914 $187,656 $422,226 Non-Pers OPS $115,370 $115,370 $115,370 $115,370 $115,370 $461,480 $1,038,330 Capital OPS $28,500 $0 $0 $0 $0 $0 $28,500 $190,784 $162,284 $162,284 $162,284 $162,284 $649,136 $1,489,056 Total Operating Impacts Trailhead at BLM 160 Project Number: CS00237 Project Location: 99th and Dynamite Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails the design and construction of a desert style trailhead at the terminus of 99th Ave, at the Dynamite Blvd alignment. The improvements will be located on the south end of the 160 acre leased BLM land parcel and accessed from 99th Avenue. The trailhead amenities will be similar to the Skunk Creek Trailhead with related parking and resting node appurtenances plus a semi-improved accessible trail, restroom building, and cultural display. The capital budget will fund all site infrastructure expenses, cultural investigation, park equipment, and city paid development costs. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti Future GO Bonds Base $0 $0 $0 $0 $0 $15,000 $15,000 Design Future GO Bonds Base $0 $0 $0 $0 $0 $397,004 $397,004 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $1,966,808 $1,966,808 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $58,500 $58,500 Arts Future GO Bonds $0 $0 $0 $0 $0 $23,638 $23,638 $0 $0 $0 $0 $0 $2,460,950 $2,460,950 Base Total Budget Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Non-Personnel $0 $0 $0 $0 $0 $200,000 $200,000 Total Operating Impacts $0 $0 $0 $0 $0 $200,000 $200,000 306 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Trailhead at the NWC of 83rd Ave and Happy Valley Project Number: CS00220 Project Location: 83rd Ave & Cortez Place Alignment Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails the design and construction of an estimated 1.5 acre desert style trailhead as an amenity within the future Aloravita masterplanned community west of 83rd Avenue nearest the Cortez Place alignment. The improvements may be constructed through a development agreement with subdivision cost sharing opportunities not yet determined. The trailhead amenities will be similar to the New River Trail Westbrook Trailhead with related parking and resting node appurtenances plus a semi-improved accessible trail, trail signage, and historic / educational display. The capital budget will fund all site infrastructure expenses, cultural investigation, park-trailhead equipment, and city paid development costs. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti Future GO Bonds Base $0 $0 $0 $0 $0 $10,000 $10,000 Design Future GO Bonds Base $0 $0 $0 $0 $0 $216,470 $216,470 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $767,125 $767,125 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $43,786 $43,786 Arts Future GO Bonds $0 $0 $0 $0 $0 $9,836 $9,836 $0 $0 $0 $0 $0 $1,047,217 $1,047,217 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Personnel $0 $0 $0 $0 $0 $133,088 $133,088 Non-Personnel $0 $0 $0 $0 $0 $200,000 $200,000 Total Operating Impacts $0 $0 $0 $0 $0 $333,088 $333,088 Base Total Budget Operating Impacts 307 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Parks & Recreation Westwing Park - ADA Connection to Maya Way Project Number: CS00230 Project Location: Westwing Park and Maya Way Council District: Mesquite Live Peoria Goal: Healthy Neighborhoods 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 Construction Other Capital Carryover / Base FY 2021 Carryover Total Budget $180,522 $0 $0 $0 $0 $0 $180,522 $180,522 $0 $0 $0 $0 $0 $180,522 Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 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 $14,310 308 Total $6,840 City of Peoria FY 2021 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 expansion of the dorm at Fire Station No. 2, installation of an emergency-only traffic signal at Fire Station No. 7, and design and construction of a new fire station in northern Peoria. Public Safety Total - $21,911,142 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY21 FY22 FY23 FY24 FY25 309 FY26 FY27 FY28 FY29 FY30 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Public Safety Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total 4254 - Future GO Bonds $446,420 $1,904,749 $1,216,787 $780,264 $980,147 $5,786,883 $11,115,250 7937 - DIF - Fire $2,869,586 $0 $0 $0 $1,926,306 $6,000,000 $10,795,892 Total - Public Safety $3,316,006 $1,904,749 $1,216,787 $780,264 $2,906,453 $11,786,883 $21,911,142 310 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Public Safety Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Fire Station No. 1 Covered High Bay Parking $0 $0 $0 $165,802 $980,147 $0 $1,145,949 Fire Station No. 2 Dorm Expansion $2,329,086 $0 $0 $0 $0 $0 $2,329,086 Fire Station No. 4 Bay Expansion and Renovations $150,000 $0 $0 $0 $0 $0 $150,000 Fire Station No. 5 Expansion $246,420 $1,904,749 $0 $0 $0 $0 $2,151,169 Fire Station No. 7 Jomax Emergency Traffic Signal $590,500 $0 $0 $0 $0 $0 $590,500 Fire Station No. 8 $0 $0 $0 $0 $1,926,306 $11,786,883 $13,713,189 Fire Support Services Building High Bay Parking $0 $0 $86,578 $614,462 $0 $0 $701,040 Public Safety Admin Building Locker Room Improvs $0 $0 $1,130,209 $0 $0 $0 $1,130,209 $3,316,006 $1,904,749 $1,216,787 $780,264 $2,906,453 $11,786,883 $21,911,142 Total - Public Safety 311 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 1 Covered High Bay Parking Project Number: FD00025 Project Location: 8065 W. Peoria Ave Council District: Live Peoria Goal: Acacia Superior Public Safety Description: This project entails the expansion of the Fire Station No. 1 secure parking lot and the addition of high bay covered parking canopies for the storage of accessory/support apparatus. The metal parking canopies will mimic those constructed at the midcity Pinnacle Peak Public Safety Campus. These added canopies allow for the relocation of support equipment that is currently staged in various fire station bays. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 FY 2023 Base $0 $0 Base $0 $0 Construction Future GO Bonds Base $0 $0 Chargebacks Future GO Bonds Base $0 $0 Arts Future GO Bonds $0 Base Total Budget Operating Impacts FY 2024 FY 2025 FY 26-30 Total $0 $0 $10,699 $0 $10,699 $0 $136,800 $0 $0 $136,800 $0 $0 $932,384 $0 $932,384 $0 $27,360 $27,360 $0 $54,720 $0 $0 $1,642 $9,704 $0 $11,346 $0 $0 $0 $165,802 $980,147 $0 $1,145,949 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Non-Personnel $0 $0 $0 $0 $0 $10,000 $10,000 Total Operating Impacts $0 $0 $0 $0 $0 $10,000 $10,000 Fire Station No. 2 Dorm Expansion Project Number: FD00011 Project Location: 18500 N. 89th Ave Council District: Ironwood Live Peoria Goal: Superior Public Safety 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Design Future GO Bonds Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Equipment DIF - Fire Base $84,465 $0 $0 $0 $0 $0 $84,465 Design DIF - Fire Base $11,796 $0 $0 $0 $0 $0 $11,796 $2,032,825 $0 $0 $0 $0 $0 $2,032,825 $2,329,086 $0 $0 $0 $0 $0 $2,329,086 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction DIF - Fire Base Total Budget Operating Impacts Total Total Non-Personnel $0 $21,600 $21,600 $21,600 $21,600 $108,000 $194,400 Total Operating Impacts $0 $21,600 $21,600 $21,600 $21,600 $108,000 $194,400 312 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 4 Bay Expansion and Renovations Project Number: FD13300 Project Location: 9800 W. Olive Ave. Council District: Pine Live Peoria Goal: Superior Public Safety Description: This project entails the minor renovations include a commercial kitchen exhaust hood, millwork replacements and interior and exterior painting in FY2021. In the outer years, which have not been funded, an expansion of Fire Station No. 4 to accommodate additional fire-medical apparatus through the lengthening of the existing two apparatus bays, allowing end-to-end parking. A small expansion of the existing south lobby will house an examination room and public ADA restroom. Site improvements will address drainage and hardscape impacts. Budget by Fiscal Year Category Funding Source Construction DIF - Fire Carryover / Base FY 2021 Base Total Budget $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Non-Personnel $0 $0 $0 $13,080 $13,080 $65,400 $91,560 Total Operating Impacts $0 $0 $0 $13,080 $13,080 $65,400 $91,560 Total Fire Station No. 5 Expansion Project Number: FD00027 Project Location: 23100 N. Lake Pleasant Pkwy Council District: Willow Live Peoria Goal: Superior Public Safety Description: This project entails a renovation and expansion of the Fire Department portion of the Pinnacle Peak Public Safety Facility (PPPSF). Improvements will include a detached bay for ambulance or low acuity apparatus, additional dorms and restrooms, reconfiguration of the public lobby for secure access to the Police department, interior painting, and a refresh of living environment appurtenances. Site security fencing and gates to protect the existing apparatus bay will be explored. Total capital costs include design, construction, administrative fees, furniture fixtures and equipment, and information technology costs. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Base $0 $72,401 $0 $0 $0 $0 $72,401 Base $246,420 $0 $0 $0 $0 $0 $246,420 Construction Future GO Bonds Base $0 $1,767,802 $0 $0 $0 $0 $1,767,802 Chargebacks Future GO Bonds Base $0 $46,868 $0 $0 $0 $0 $46,868 Arts Future GO Bonds $0 $17,678 $0 $0 $0 $0 $17,678 $246,420 $1,904,749 $0 $0 $0 $0 $2,151,169 Base Total Budget Operating Impacts Total FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Non-Personnel $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Total Operating Impacts $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 313 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 7 Jomax Emergency Traffic Signal Project Number: FD13101 Project Location: Jomax Rd at 77th Av Alignment Council District: Mesquite Live Peoria Goal: Superior Public Safety Description: The Jomax Fire Station #7 Emergency Traffic Signal project includes the design, land acquisition, and construction 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 Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti DIF - Fire Base $30,000 $0 $0 $0 $0 $0 Design Base $80,000 $0 $0 $0 $0 $0 $80,000 $480,500 $0 $0 $0 $0 $0 $480,500 $590,500 $0 $0 $0 $0 $0 $590,500 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $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 DIF - Fire Construction DIF - Fire Base Total Budget Operating Impacts Total Operating Impacts 314 $30,000 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 8 Project Number: FD00008 Project Location: Northern Peoria Council District: Mesquite Live Peoria Goal: Superior Public Safety Description: This project provides funding to construct a fire station in the northwest section of the city. The facility would mimic the City's district fire station 4 bay prototype and be programmed at approximately 14,150 square feet. Total capital cost includes administrative fees, engineering and design, furniture, fixtures, land, construction, and equipment. Costs include one traffic signal. This building is priced to include LEED silver level certification consistent with city sustainability objectives. The station will start off housing a fire engine and rescue. Depending on the continued development of the area, the department predicts a ladder truck and ladder tender will need to be added in FY2029. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti DIF - Fire Base $0 $0 $0 $0 $663,368 $0 $663,368 Equipment DIF - Fire Base $0 $0 $0 $0 $0 $1,102,414 $1,102,414 Equipment Future GO Bonds Base $0 $0 $0 $0 $0 $1,063,257 $1,063,257 Design DIF - Fire Base $0 $0 $0 $0 $1,180,436 $0 $1,180,436 Construction DIF - Fire Base $0 $0 $0 $0 $0 $4,812,376 $4,812,376 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $4,641,443 $4,641,443 Chargebacks DIF - Fire Base $0 $0 $0 $0 $69,998 $35,632 $105,630 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $34,366 $34,366 Arts DIF - Fire Base $0 $0 $0 $0 $12,504 $49,578 $62,082 Arts Future GO Bonds $0 $0 $0 $0 $0 $47,817 $47,817 $0 $0 $0 $0 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Personal OPS $0 $0 $0 $0 $0 $11,400,000 $11,400,000 Non-Pers OPS $0 $0 $0 $0 $0 $1,290,000 $1,290,000 Total Operating Impacts $0 $0 $0 $0 $0 $12,690,000 $12,690,000 Base Total Budget Operating Impacts 315 $1,926,306 $11,786,883 $13,713,189 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Public Safety Fire Support Services Building High Bay Parking Project Number: FD00026 Project Location: 8557 N. 78th Ave Council District: Acacia Live Peoria Goal: Superior Public Safety Description: This project entails the addition of high bay covered parking canopies for the storage of Fire-Medical reserve, in-for-service, and department support and service vehicles. The metal parking canopies will be high bay and oversized to fully shade long wheelbase fire apparatus and will be equipped with plug-in power and data for on-board equipment and electronics. The extradeep canopies can accommodate standard wheelbase vehicles in a double parked configuration. These new canopies can be constructed within existing hard-surface, secured parking area with minimal on-site infrastructure impacts. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 Base $0 Base $0 Construction Future GO Bonds Base $0 Chargebacks Future GO Bonds Base $0 Arts Future GO Bonds Base Total Budget Operating Impacts FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $5,350 $0 $0 $5,350 $0 $69,296 $0 $0 $0 $69,296 $0 $0 $586,603 $0 $0 $586,603 $0 $16,425 $16,425 $0 $0 $32,850 $0 $0 $857 $6,084 $0 $0 $6,941 $0 $0 $86,578 $614,462 $0 $0 $701,040 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Non-Personnel $0 $0 $0 $0 $2,000 $10,000 $12,000 Total Operating Impacts $0 $0 $0 $0 $2,000 $10,000 $12,000 Total Public Safety Admin Building Locker Room Improvs Project Number: PD00026 Project Location: Peoria Municipal Complex Council District: Acacia Live Peoria Goal: Superior Public Safety Description: This project entails the renovation of the locker and shower core of the Public Safety Administration Building. Now nearly 20 years old, the locker and shower facilities no longer adequately address the uniform and equipment storage needs of a more diverse population of officers. This project proposes a renovation to match the north precinct's model of larger ventilated lockers with device charging capabilities located in a common area, supported by private restroom and shower compartments. The capital budget includes design, development fees, construction, and any necessary information technology expenditures. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Future GO Bonds Design Future GO Bonds FY 2021 FY 2022 Base $0 Base $0 Construction Future GO Bonds Base Chargebacks Future GO Bonds Base Arts Future GO Bonds Base Total Budget FY 2023 FY 2024 FY 2025 FY 26-30 $0 $23,105 $0 $0 $0 $23,105 $0 $115,723 $0 $0 $0 $115,723 $0 $0 $939,964 $0 $0 $0 $939,964 $0 $0 $40,860 $0 $0 $0 $40,860 $0 $0 $10,557 $0 $0 $0 $10,557 $0 $0 $1,130,209 $0 $0 $0 $1,130,209 316 Total City of Peoria FY 2021 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, and landscape enhancements along 67th, 75th, and 91st avenues. Streets & Traffic Control Total - $166,132,412 $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 FY21 FY22 FY23 FY24 FY25 317 FY26 FY27 FY28 FY29 FY30 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $0 $0 $500,000 $0 $500,000 2222 - W/S Rev Bonds (Wtr) $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 $85,751 $0 $0 $0 $0 $0 $85,751 4254 - Future GO Bonds $600,005 $0 $600,000 $0 $450,000 $3,040,000 $4,690,005 4810 - Outside Sources $1,200,000 $344,500 $945,000 $0 $0 $0 $2,489,500 7000 - Highway User Fund $6,058,883 $5,366,724 $5,298,550 $5,391,974 $5,533,800 $27,282,122 $54,932,053 7003 - DIF - Streets Central $1,653,000 $1,702,500 $3,490,531 $0 $0 $4,726,400 $11,572,431 7006 - DIF - Streets North $8,875,000 $0 $0 $0 $0 $0 $8,875,000 7010 - Transportation Sales Tax $15,749,932 $4,918,870 $6,949,500 $3,436,500 $7,892,500 $29,287,423 $68,234,725 Total - Streets $35,497,918 $12,332,594 $17,283,581 $8,828,474 $14,376,300 $64,335,945 $152,654,812 2163 - Water Expansion 318 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Traffic Control Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total 7000 - Highway User Fund $309,000 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,090,000 7010 - Transportation Sales Tax $1,331,000 $909,000 $2,256,600 $1,342,000 $600,000 $3,949,000 $10,387,600 Total - Traffic Control $1,640,000 $1,218,000 $2,565,600 $1,651,000 $909,000 $5,494,000 $13,477,600 319 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 103rd Av; Northern Ave to Olive Ave Full Street $370,000 $0 $0 $0 $0 $0 $370,000 107th Av; Williams Rd to Hatfield Rd Rdwy $273,000 $0 $0 $0 $0 $9,992,700 $10,265,700 67th Av; Olive Av to Redfield Rd Landscape Enhance $702,454 $0 $0 $0 $0 $0 $702,454 67th Ave Widening; Pinnacle Peak to Happy Valley $1,390,000 $1,702,500 $3,490,531 $0 $0 $0 $6,583,031 75th Av & Cactus Rd Intersection Improvements $30,000 $0 $0 $0 $0 $0 $30,000 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt $1,178,154 $0 $0 $0 $0 $0 $1,178,154 85th Av & Olive Av Traffic Signal $100,000 $0 $1,281,000 $0 $0 $0 $1,381,000 $0 $0 $956,000 $0 $0 $0 $956,000 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn $535,906 $0 $0 $0 $0 $0 $535,906 ADA Accessibility $682,121 $532,574 $209,400 $532,574 $209,400 $2,016,522 $4,182,591 BASIS Charter School Deceleration Lane $430,000 $0 $0 $0 $0 $0 $430,000 Bridge Maintenance & Guardrail Replacement Program $450,000 $327,000 $327,000 $327,000 $327,000 $1,635,000 $3,393,000 Cactus Rd; 67th Av-83rd Av Shade & Landscape $0 $0 $0 $0 $0 $2,396,498 $2,396,498 City Parking Lots - Parks & Facilities $622,334 $0 $600,000 $0 $450,000 $900,000 $2,572,334 Corrine Drive Street Improvements $257,000 $0 $0 $0 $0 $0 $257,000 Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy $1,285,722 $0 $0 $0 $0 $0 $1,285,722 El Mirage Rd; Blackstone Dr to Westland Rd $1,870,000 $0 $0 $0 $0 $0 $1,870,000 $435,000 $0 $0 $0 $0 $0 $435,000 Happy Valley Pkwy Widening; LPP to Agua Fria $5,063,422 $0 $0 $0 $0 $0 $5,063,422 Happy Valley Rd; LPP to 97th Av Safety Study $250,000 $0 $0 $0 $0 $0 $250,000 Jomax Rd Improvements; 72nd Dr to 75th Ave $0 $0 $0 $0 $0 $2,497,200 $2,497,200 Jomax Rd; Loop 303 to Vistancia Blvd $8,703,081 $0 $0 $0 $0 $0 $8,703,081 $100,000 $0 $0 $0 $0 $0 $100,000 $1,000,000 $1,021,500 $1,021,500 $1,021,500 $5,107,500 $1,705,244 $10,877,244 89th Av & Cactus Rd Grand Av - Wrought Iron Fence Concrete Footing Lake Pleasant Parkway Sidewalk Northern Parkway 320 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Olive Ave-Loop 101 to 99th Ave Safety Improvements $317,000 $1,410,370 $0 $0 $0 $0 $1,727,370 Pavement Management Program Preservation $3,455,445 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $18,750,000 $36,205,445 Pavement Management Program Rehabilitation $2,524,752 $2,550,000 $2,550,000 $2,550,000 $2,550,000 $14,000,000 $26,724,752 $0 $0 $0 $0 $0 $1,540,577 $1,540,577 $1,440,765 $0 $0 $0 $0 $0 $1,440,765 Quick Response Street Repairs $175,000 $176,750 $176,750 $202,000 $202,000 $1,111,000 $2,043,500 Rural Area Road Maintenance $460,936 $0 $0 $0 $465,000 $465,000 $1,390,936 Sidewalks Annual Program $100,000 $107,400 $107,400 $107,400 $107,400 $429,600 $959,200 Sonoran Mountain Ranch Emergency Access $0 $0 $101,500 $88,000 $958,000 $0 $1,147,500 Streetlight Pole Replacement & Infill Program $569,734 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,069,734 Technical Pavement Condition Survey & Support $71,092 $0 $255,000 $0 $0 $510,000 $836,092 Thunderbird Rd; 67th Av-81st Av Shade & Landscape $0 $0 $0 $0 $0 $1,746,604 $1,746,604 Traffic Signal 107th Av & Rose Garden Ln $0 $317,000 $1,320,500 $0 $0 $0 $1,637,500 Traffic Signal Vistancia Blvd & Ridgeline Rd $655,000 $0 $0 $0 $0 $0 $655,000 Traffic Signal-Lake Pleasant Rd & Rose Garden Ln $0 $187,500 $887,000 $0 $0 $0 $1,074,500 Utility Undergrounding Program $0 $0 $0 $0 $0 $2,140,000 $2,140,000 Peoria Av; 69th Av-79th Av Shade & Landscape Pinnacle Peak Rd; 91st Ave-Lake Pleasant Pkwy Total - Streets $35,497,918 $12,332,594 $17,283,581 321 Total $8,828,474 $14,376,300 $64,335,945 $152,654,812 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Traffic Control Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Fiber Optics Installation $366,000 $0 $0 $0 $0 $0 $366,000 Install CCTV Equipment Citywide $220,000 $0 $0 $0 $0 $0 $220,000 Jomax Road; LPP to Tierra Del Rio Safety Study $0 $102,000 $0 $0 $0 $0 $102,000 North Peoria Communications Backup $0 $0 $1,656,600 $0 $0 $0 $1,656,600 $100,000 $0 $0 $0 $0 $0 $100,000 Traffic Management Center Equipment Replacement $0 $0 $0 $535,000 $0 $535,000 $1,070,000 Traffic Signal Interconnect Project (TSIP) $0 $207,000 $0 $207,000 $0 $414,000 $828,000 Traffic Signal Program $645,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,045,000 Traffic Signal Renovation and Replacement $309,000 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,090,000 $1,640,000 $1,218,000 $2,565,600 $1,651,000 $909,000 $5,494,000 $13,477,600 Northern Peoria Circulation Study Total - Traffic Control 322 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets 103rd Av; Northern Ave to Olive Ave -Full Street Project Number: EN00422 Project Location: 103rd Av; Northern Av to Olive Av Council District: Pine Live Peoria Goal: Integrated Transportation 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 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $120,000 $0 $0 $0 $0 $0 Construction Transportation Sales Tax Carryover Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 $370,000 $0 $0 $0 $0 $0 $370,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $57,000 $57,000 $57,000 $57,000 $57,000 $285,000 $570,000 $14,000 $14,000 $14,000 $14,000 $14,000 $70,000 $140,000 $71,000 $71,000 $71,000 $71,000 $71,000 $355,000 $710,000 Category Funding Source Land Acquisiti Transportation Sales Tax Operating Impacts Non-Personnel Total Operating Impacts 323 Total $120,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets 107th Av; Williams Rd to Hatfield Rd Rdwy Project Number: EN00636 Project Location: 107th Av; Williams Rd to Hatfield Rd Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, Maricopa County, Arizona State Land Dept, public involvement, utility companies and other stakeholders. Project will also include alignment analysis, cross-section development, design, environmental analysis, signalization, lighting, landscape, water, wastewater, ITE improvements, bicycle and pedestrian and facilities, drainage design, rights-of-way acquisition, utility coordination, utility relocation, construction and construction administration for the widening and reconstruction of 107th Avenue from Williams Rd to Hatfield Road. Sections of 107th Ave from Williams to Hatfield will be widened to a 2-1-2 with bike lanes on both sides, the proposed section will not have raised medians and will required signal modifications at Williams and Tessmer Blvd. Drainage north of Tessmer would be roadside channels collecting into a 2 - acre basin in the NEC of Tessmer and 107th. Scuppers will be installed periodically to collect street drainage and outfall the into the proposed channel. Other improvements will include: street lighting, traffic signals, traffic signal interconnect conduits, new pavement, curb, gutter, valley gutter and apron, sidewalks, driveways , handicap ramps, striping and signage. No roadside landscaping is included. 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 Study DIF - Streets Central Carryover $273,000 $0 $0 $0 $0 $0 Study DIF - Streets Central Base $0 $0 $0 $0 $0 $350,000 $350,000 Land Acquisiti DIF - Streets Central Base $0 $0 $0 $0 $0 $1,100,000 $1,100,000 Design DIF - Streets Central FY 26-30 Total $273,000 Base $0 $0 $0 $0 $0 $700,000 $700,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $7,400,000 $7,400,000 Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $289,000 $289,000 Chargebacks DIF - Streets Central Base $0 $0 $0 $0 $0 $72,000 $72,000 Arts Transportation Sales Tax Base $0 $0 $0 $0 $0 $74,500 $74,500 Arts DIF - Streets Central $0 $0 $0 $0 $0 $7,200 $7,200 $273,000 $0 $0 $0 $0 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $0 $17,500 $17,500 $87,500 Base Total Budget Operating Impacts Total Operating Impacts $9,992,700 $10,265,700 Total $122,500 $0 $0 $0 $114,000 $114,000 $570,000 $798,000 $0 $0 $0 $131,500 $131,500 $657,500 $920,500 324 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets 67th Av; Olive Av to Redfield Rd Landscape Enhance Project Number: EN00593 Project Location: West side 67th Av; Olive Av to Redfield Rd Council District: Palo Verde, Acacia Live Peoria Goal: Superior Public Services 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $502,454 $0 $0 $0 $0 $0 Construction Transportation Sales Tax Base Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 $702,454 $0 $0 $0 $0 $0 $702,454 Category Funding Source Construction Transportation Sales Tax 325 Total $502,454 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets 67th Ave Widening; Pinnacle Peak to Happy Valley Project Number: EN00100 Project Location: 67th Av from Pinnacle Peak Rd to Happy Valley Rd Council District: Mesquite Live Peoria Goal: Integrated Transportation 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 of 67th Avenue between Pinnacle Peak Road and Happy Valley Road. The project will include roadway and traffic signal improvements to the Happy Valley Rd intersection to add turn lanes where feasible and to improve traffic operations. When completed, the cross section of the 67th Avenue roadway will be three lanes in each direction with bike lanes from Pinnacle Peak Rd to Happy Valley Rd. Additional improvements will include adding new curbs, gutters, and sidewalks, street lighting, traffic signal interconnect conduits, storm drain improvements, ADA sidewalk ramps, signing and striping, landscaping, and a raised landscaped median where feasible for traffic safety and landscape enhancement along the corridor. In addition, the existing 12kv overhead power lines along the west side of 67th Ave from Pinnacle Peak Rd to Hatfield Road will be undergrounded with this project. This project will be coordinated with the Section 12 Neighborhood Drainage Improvements (EN00119) currently under construction this year as well as the 67th Ave & Pinnacle Peak Rd Regional Drainage CIP project (EN00651) and the 67th Ave 16" Waterline CIP project (UT00440) currently funded in the CIP program. It is staff’s intent to design and construct all three of these CIP projects simultaneously as a single 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 Carryover / Base Category Funding Source Study Transportation Sales Tax FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Land Acquisiti DIF - Streets Central Base $475,000 $582,000 $0 $0 $0 $0 $1,057,000 Design DIF - Streets Central Base $905,000 $0 $0 $0 $0 $0 $905,000 Construction DIF - Streets Central Base $0 $1,100,000 $3,418,348 $0 $0 $0 $4,518,348 Chargebacks DIF - Streets Central Base $0 $15,000 $38,000 $0 $0 $0 $53,000 Arts DIF - Streets Central $0 $5,500 $34,183 $0 $0 $0 $39,683 $1,390,000 $1,702,500 $3,490,531 $0 $0 $0 $6,583,031 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $15,000 $15,000 $15,000 $75,000 $0 $6,000 $6,000 $6,000 $6,000 $30,000 $54,000 $0 $6,000 $21,000 $21,000 $21,000 $105,000 $174,000 Base Total Budget Operating Impacts Total Operating Impacts 326 Total $120,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets 75th Av & Cactus Rd Intersection Improvements Project Number: EN00088 Project Location: 75th Av & Cactus Rd Council District: Palo Verde Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, pre-design services, noise study, traffic study, design, right-of-way acquisition, utility coordination, utility relocations, utility extensions, burying overhead facilities as determined, materials testing, construction, construction administration, for intersection widening improvements. This project will likely include processing of utility agreements (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) for design and construction, as well as development and intergovernmental agreements. The improvements include installation of a section of 16" waterline, additional turn lanes (both right and left), additional through lanes determined through an analysis and projection of traffic data, installation of raised medians for access management, paving, curb, gutter, driveways, pavement marking, signing and striping, street lighting, traffic signal modifications/upgrades, interconnect conduit and ITS facilities, sidewalks, pedestrian access ramps, landscaping and irrigation. Budget by Fiscal Year Carryover / Base FY 2021 Construction Transportation Sales Tax Carryover Total Budget $30,000 $0 $0 $0 $0 $0 $30,000 $30,000 $0 $0 $0 $0 $0 $30,000 Category Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt Project Number: EN00592 Project Location: E & W Sides; 75th Ave; Grand Ave to Thunderbird Rd Council District: Acacia, Palo Verde Live Peoria Goal: Superior Public Services 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $778,154 $0 $0 $0 $0 $0 Construction Transportation Sales Tax Base Total Budget $400,000 $0 $0 $0 $0 $0 $400,000 $1,178,154 $0 $0 $0 $0 $0 $1,178,154 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $8,400 $8,400 $8,400 $8,400 $8,400 $42,000 $84,000 Total Operating Impacts $8,400 $8,400 $8,400 $8,400 $8,400 $42,000 $84,000 Category Funding Source Construction Transportation Sales Tax 327 Total $778,154 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets 85th Av & Olive Av Traffic Signal Project Number: EN00657 Project Location: Olive Av & 85th Av Council District: Acacia Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, ROW acquisition, utility coordination, utility relocation, burying overhead facilities, materials testing, construction and construction administration for a traffic signal at 85 Avenue and Olive Avenue and intersection modifications. The improvements will include: saw cut along existing pavement, install new pavement, curb, gutter, and handicap ramps, upgrades to existing handicap ramps, re-striping and signage of intersection, relocating an existing wall. 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 2021 FY 2022 Land Acquisiti Transportation Sales Tax Base $100,000 Construction Transportation Sales Tax Base $0 Construction Outside Sources Base Chargebacks Transportation Sales Tax Base Arts Transportation Sales Tax Base Total Budget Category Funding Source FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $0 $0 $0 $100,000 $0 $930,000 $0 $0 $0 $930,000 $0 $0 $250,000 $0 $0 $0 $250,000 $0 $0 $91,700 $0 $0 $0 $91,700 $0 $0 $9,300 $0 $0 $0 $9,300 $100,000 $0 $1,281,000 $0 $0 $0 $1,381,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $11,000 $11,000 $11,000 $11,000 $55,000 $99,000 Total Operating Impacts $0 $11,000 $11,000 $11,000 $11,000 $55,000 $99,000 328 Total Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets 89th Av & Cactus Rd Project Number: EN00724 Project Location: 89th Av & Cactus Rd Council District: Palo Verde Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW/easement acquisition, utility coordination, utility relocation, construction and construction administration for the traffic signal at 89th Avenue and Cactus Road. The improvements may include but not limited to: construction of the traffic signal equipment, microseal and restriping of the intersection, and new ADA handicap ramps. 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 Design Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Transportation Sales Tax Base $0 $0 $85,000 $0 $0 $0 $85,000 Construction Transportation Sales Tax Base $0 $0 $582,000 $0 $0 $0 $582,000 Construction Outside Sources Base $0 $0 $220,000 $0 $0 $0 $220,000 Chargebacks Transportation Sales Tax Base $0 $0 $60,000 $0 $0 $0 $60,000 Arts Transportation Sales Tax Base Total Budget $0 $0 $9,000 $0 $0 $0 $9,000 $0 $0 $956,000 $0 $0 $0 $956,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $79,250 $7,925 $7,925 $7,925 $7,925 $39,625 $150,575 Total Operating Impacts $79,250 $7,925 $7,925 $7,925 $7,925 $39,625 $150,575 Total 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn Project Number: EN00594 Project Location: E & W Side of 91st Av; Mtn Vw Rd to Grand Av Council District: Pine, Acacia Live Peoria Goal: Superior Public Services 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $310,906 $0 $0 $0 $0 $0 Construction Transportation Sales Tax Base Total Budget $225,000 $0 $0 $0 $0 $0 $225,000 $535,906 $0 $0 $0 $0 $0 $535,906 Category Funding Source Construction Transportation Sales Tax 329 Total $310,906 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets ADA Accessibility Project Number: PW00025 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services 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 Construction Highway User Fund Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Carryover $482,121 $0 $0 $0 $0 $0 Highway User Fund Base $100,000 $0 $100,000 $0 $100,000 $200,000 $500,000 Construction Highway User Fund Base $100,000 $515,000 $100,000 $515,000 $100,000 $1,745,000 $3,075,000 Chargebacks Highway User Fund Base $0 $12,000 $8,400 $12,000 $8,400 $52,800 $93,600 Arts Highway User Fund $0 $5,574 $1,000 $5,574 $1,000 $18,722 $31,870 $682,121 $532,574 $209,400 $532,574 $209,400 $2,016,522 $4,182,591 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 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 Study Base Total Budget Operating Impacts Total Operating Impacts 330 $482,121 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets BASIS Charter School Deceleration Lane Project Number: EN00637 Project Location: LPP between Yearling and Remuda Dr Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project provides for the design, coordination with adjacent property owners, public involvement, utility coordination, utility relocation, construction and construction administration for the construction of the extension of the Basis Charter School deceleration lane. The improvements will include: clearing and grubbing, saw cut along existing pavement, install new pavement, curb, gutter, sidewalk, and handicap ramps, drainage improvements, and relocation of streetlights. 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 Design Transportation Sales Tax Base Construction Transportation Sales Tax Base Total Budget Operating Impacts Non-Pers OPS Total Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $80,000 $0 $0 $0 $0 $0 $80,000 $350,000 $0 $0 $0 $0 $0 $350,000 $430,000 $0 $0 $0 $0 $0 $430,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $1,400 $1,400 $1,400 $1,400 $7,000 $0 $1,300 $1,300 $1,300 $1,300 $6,500 $11,700 $0 $2,700 $2,700 $2,700 $2,700 $13,500 $24,300 Total $12,600 Bridge Maintenance & Guardrail Replacement Program Project Number: EN00243 Project Location: Citywide Council District: Various Live Peoria Goal: Integrated Transportation 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 Design Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Transportation Sales Tax Base $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $500,000 Construction Transportation Sales Tax Base $400,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 $2,650,000 Chargebacks Transportation Sales Tax Base $0 $24,000 $24,000 $24,000 $24,000 $120,000 $216,000 Arts Transportation Sales Tax Base Total Budget $0 $3,000 $3,000 $3,000 $3,000 $15,000 $27,000 $450,000 $327,000 $327,000 $327,000 $327,000 $1,635,000 $3,393,000 331 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Cactus Rd; 67th Av-83rd Av Shade & Landscape Project Number: EN00689 Project Location: Cactus Rd; 67th Av to 83rd Av Council District: Palo Verde Live Peoria Goal: Superior Public Services 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 Category Funding Source Design Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Transportation Sales Tax Base $0 $0 $0 $0 $0 $190,000 $190,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $2,083,498 $2,083,498 Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $103,000 $103,000 Arts Transportation Sales Tax Base Total Budget $0 $0 $0 $0 $0 $20,000 $20,000 $0 $0 $0 $0 $0 $2,396,498 $2,396,498 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $61,800 $61,800 $0 $0 $0 $0 $0 $61,800 $61,800 Operating Impacts Total Operating Impacts 332 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets City Parking Lots - Parks & Facilities Project Number: PW00995 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services In Description: addition to Parks Parking Lots, the Streets Division will also begin managing Facilities Parking Lots to apply its Pavement Management Program of condition indexing and life cycling as the criteria for determining priority and treatment application. In FY20, the lots will be surveyed electronically and integrated to the pavement management software. Thereafter, the programmed treatments will be applied and the Streets Division will manage the lifecycles of both Facilities and Parks Parking Lots based upon the program and allocated funding. The proposed parking lot maintenance areas shown below are subject to change after the electronic survey data has been entered into the city's pavement management software program. The program will evaluate this parking lot condition data to help establish a budget-based prioritization of projects for the next several years. Potential Project Parking Lot Areas (Next 6 Fiscal Years): City Hall; City Hall Library; Fire Services Building; Beardsley Back Lot; DCSB Large Crack Repair; Monroe Park; Parkridge Park; Apache Park; Roundtree Park; Park & Ride East/West; Fire Stations; Community Center; PSAB; Butler/Beardsley Treatment Plants; Roundtree Ranch Park; Hayes Park; Sweetwater Park; Country Meadows Park; Westgreen Park; Sundance Park; Braewood Park; Sunset Park; Westwing Park; Varney Park; Windrose Park; and Rio Vista Park Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Other Total GO Bonds 2019 Carryover $17,917 $0 $0 $0 $0 $0 Construction Future GO Bonds Carryover $5 $0 $0 $0 $0 $0 $5 Construction GO Bonds 2019 Carryover $411 $0 $0 $0 $0 $0 $411 Construction GO Bonds 2019 Carryover $4,001 $0 $0 $0 $0 $0 $4,001 Base Total Budget $600,000 $0 $600,000 $0 $450,000 $900,000 $2,550,000 $622,334 $0 $600,000 $0 $450,000 $900,000 $2,572,334 Other Future GO Bonds 333 $17,917 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Corrine Drive Street Improvements Project Number: EN00627 Project Location: Corrine Dr; 71st Av to 70th Dr Council District: Palo Verde Live Peoria Goal: Superior Public Services Description: This project provides for the coordination with adjacent property owners, public involvement, drainage statement, design, utility coordination, utility relocation, construction and construction administration for the construction of the Corrine Dr. Half street improvements adjacent to 7046 W Corrine Drive, and mill & overlay the existing pavement on Corrine Dr from 71st Av to 70th Dr . 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 Design Transportation Sales Tax Base Construction Transportation Sales Tax Base Total Budget Operating Impacts Total Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $37,000 $0 $0 $0 $0 $0 $37,000 $220,000 $0 $0 $0 $0 $0 $220,000 $257,000 $0 $0 $0 $0 $0 $257,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 $10,000 $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 $10,000 Total Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy Project Number: EN00395 Project Location: Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy Council District: Willow Live Peoria Goal: Integrated Transportation 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, 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 Category Carryover / Base Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti Transportation Sales Tax Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Land Acquisiti Non-Bond Capital Carryover $110,000 $0 $0 $0 $0 $0 $110,000 Construction Transportation Sales Tax Carryover $760,375 $0 $0 $0 $0 $0 $760,375 Carryover Total Budget $365,347 $0 $0 $0 $0 $0 $365,347 $1,285,722 $0 $0 $0 $0 $0 $1,285,722 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $5,530 $5,530 $5,530 $106,000 $122,590 $0 $0 $29,500 $29,500 $29,500 $147,500 $236,000 $0 $0 $35,030 $35,030 $35,030 $253,500 $358,590 Construction Non-Bond Capital Operating Impacts Total Operating Impacts 334 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets El Mirage Rd; Blackstone Dr to Westland Rd Project Number: EN00699 Project Location: El Mirage Rd; Blackstone Dr to Westland Rd Council District: Mesquite Live Peoria Goal: Integrated Transportation 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 Carryover / Base FY 2021 Carryover Total Budget $1,870,000 $0 $0 $0 $0 $0 $1,870,000 $1,870,000 $0 $0 $0 $0 $0 $1,870,000 Funding Source Construction DIF - Streets North FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Grand Av - Wrought Iron Fence Concrete Footing Project Number: EN00728 Project Location: N/O Grand Av; approx. 200' west of 88th Av to 83rd Av Council District: Acacia Live Peoria Goal: Superior Public Services Description: This project provides for the coordination with adjacent property owners (ADOT, ACC, BNSFRR and PUSD) public involvement, study, design, utility coordination, construction and construction administration of a concrete single curb to be placed along the bottom of the existing wrought iron fencing located along the north side of the fence within the BNSF ROW extending from the concrete barrier west of 88th Av and 83rd Av, approximately 4,000 LF and installation of hostile landscape and irrigation system modifications along the north side of Grand Av between the curb and gutter and the wrought iron fence. The improvements will include: clearing and grubbing the existing landscape and irrigation system. This project may also require processing of utility company (APS, Cox, Centurylink, SRP. EPNG, SWG, ADOT, BNSFRR, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Design Transportation Sales Tax Carryover / Base Base Construction Transportation Sales Tax Base Total Budget Operating Impacts Total Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $70,000 $0 $0 $0 $0 $0 $70,000 $365,000 $0 $0 $0 $0 $0 $365,000 $435,000 $0 $0 $0 $0 $0 $435,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $3,000 $3,000 $3,000 $3,000 $3,000 $15,000 $30,000 $3,000 $3,000 $3,000 $3,000 $3,000 $15,000 $30,000 335 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Happy Valley Pkwy Widening; LPP to Agua Fria Project Number: EN00463 Project Location: Happy Valley Pkwy; LPP to Agua Fria River Council District: Mesquite Live Peoria Goal: Integrated Transportation 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $5,000,000 $0 $0 $0 $0 $0 Carryover Total Budget $63,422 $0 $0 $0 $0 $0 $63,422 $5,063,422 $0 $0 $0 $0 $0 $5,063,422 Funding Source Construction Transportation Sales Tax Construction GO Bonds 2019 Operating Impacts Total $5,000,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 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 Total 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 Happy Valley Rd; LPP to 97th Av Safety Study Project Number: EN00695 Project Location: Happy Valley Rd East of Lake Pleasant Pkwy Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, and conduct a Access Management study for the three (3) commercial driveways along the north side of Happy Valley Rd adjacent to the Lake Pleasant Crossing development and the two (2) commercial driveways along the south side of Happy Valley Rd adjacent to Mountain side Crossing development. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 Study Transportation Sales Tax Base Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $250,000 FY 2022 336 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Jomax Rd Improvements; 72nd Dr to 75th Ave Project Number: EN00591 Project Location: Jomax Rd; 72nd Dr Alignment to 75th Ave Council District: Mesquite Live Peoria Goal: Integrated Transportation 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $300,000 Land Acquisiti DIF - Streets Central Base $0 $0 $0 $0 $0 $300,000 Design DIF - Streets Central Base $0 $0 $0 $0 $0 $220,000 $220,000 Construction DIF - Streets Central Base $0 $0 $0 $0 $0 $1,900,000 $1,900,000 Chargebacks DIF - Streets Central Base $0 $0 $0 $0 $0 $56,000 $56,000 Arts DIF - Streets Central $0 $0 $0 $0 $0 $21,200 $21,200 $0 $0 $0 $0 $0 $2,497,200 $2,497,200 FY 2024 FY 2025 FY 26-30 Total $0 $6,000 Base Total Budget Operating Impacts FY 2021 FY 2022 FY 2023 Non-Personnel $0 $0 $0 Non-Personnel $0 $0 $0 $0 $0 $45,900 $45,900 Total Operating Impacts $0 $0 $0 $0 $0 $51,900 $45,900 337 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Jomax Rd; Loop 303 to Vistancia Blvd Project Number: EN00585 Project Location: Jomax Rd; Loop 303 to Vistancia Blvd Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project has three distinct phases. Phase 1 was for the preparation of a Design Concept Report (DCR) for Jomax Road between El Mirage Road and Tierra del Rio Boulevard. The DCR has been completed and provides the following information: alternatives alignments, provides recommendations for the preferred alignment, cross section information, intersection configurations, right‐of‐way needs, environmental analysis, identifies 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. Phase 2 will include purchasing the ASLD land, construction of four lanes and a wide median, a drainage channel along the north side of the roadway, natural landscape theme improvements, and 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 Category Funding Source Study Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Transportation Sales Tax Carryover $17,181 $0 $0 $0 $0 $0 $17,181 Land Acquisiti Transportation Sales Tax Carryover $1,494,500 $0 $0 $0 $0 $0 $1,494,500 Construction Transportation Sales Tax Carryover $41,400 $0 $0 $0 $0 $0 $41,400 Construction W/S Rev Bonds (Wtr) Carryover $800,000 $0 $0 $0 $0 $0 $800,000 Base Total Budget $6,350,000 $0 $0 $0 $0 $0 $6,350,000 $8,703,081 $0 $0 $0 $0 $0 $8,703,081 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $11,000 $11,000 $11,000 $11,000 $55,000 $99,000 $0 $0 $34,000 $34,000 $34,000 $170,000 $272,000 $0 $11,000 $45,000 $45,000 $45,000 $225,000 $371,000 Construction DIF - Streets North Operating Impacts Total Operating Impacts 338 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Lake Pleasant Parkway Sidewalk Project Number: EN00480 Project Location: LPP; Williams Rd to Jomax Rd Council District: Willow and Mesquit Live Peoria Goal: Integrated Transportation 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 2021 Construction Transportation Sales Tax Carryover Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 $100,000 $0 $0 $0 $0 $0 $100,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $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 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Total Northern Parkway Project Number: EN00142 Project Location: Northern Ave from 71st Ave to 115th Ave Council District: Acacia/Pine Live Peoria Goal: Integrated Transportation 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Construction Transportation Sales Tax Base $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 $1,656,677 $10,656,677 Chargebacks Transportation Sales Tax Base $0 $11,500 $11,500 $11,500 $57,500 $32,000 $124,000 Arts Transportation Sales Tax Base Total Budget $0 $10,000 $10,000 $10,000 $50,000 $16,567 $96,567 $1,000,000 $1,021,500 $1,021,500 $1,021,500 $5,107,500 $1,705,244 $10,877,244 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Category Funding Source Operating Impacts Non-Pers OPS $115,000 Non-Pers OPS $400,000 Total Operating Impacts $515,000 339 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Olive Ave-Loop 101 to 99th Ave Safety Improvements Project Number: EN00731 Project Location: Olive Avenue-Loop 101 to 99th Avenue Council District: Pine Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, utility coordination, utility relocation, design, construction and construction administration for a project that will address numerous access and safety concerns along Olive Avenue from the Loop 101 to 99th Avenue. The first phase-“Study & Design Phase” will be comprised of looking at the need of a signal at 98th lane and Olive Avenue, access at the QT gas station located on the corner of 95th Avenue and Olive Avenue, access to Olive Business Park located on the corner of 93rd Avenue and Olive Avenue, access and exiting safety at the Fire Station located at 9800 W Olive Avenue –Olive Avenue Fire Station No. 4, in addition, the study will also address vehicular access and safety along Olive Avenue from the Loop 101 to 99th Avenue. The second phase-“Construction Phase” will install and construct the recommended safety improvements, which could include but not limited to: installing signal at 98th Lane and median modification, access control, left turn storage modifications, median modification to correct negative offsets at 93rd Avenue, and installation of raised median for safety purposes. Specific improvements will include but not limited to: removal of existing curb, asphalt, landscaping, irrigation, and traffic signs, and the installation of, but not limited to, new curb, new concrete pavers, new pavements, new signs, micro seal, and new signage and striping. This project must also be coordinated with SRP since there is an existing irrigation easement that crosses Olive Avenue with the project’s limits. Project will include coordination with ADOT and extensive public outreach. 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 Study Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Transportation Sales Tax Base $120,000 $0 $0 $0 $0 $0 Land Acquisiti Transportation Sales Tax Base $11,000 $0 $0 $0 $0 $0 $11,000 Design Transportation Sales Tax Base $186,000 $0 $0 $0 $0 $0 $186,000 Construction Transportation Sales Tax Base $0 $1,337,000 $0 $0 $0 $0 $1,337,000 Chargebacks Transportation Sales Tax Base $0 $60,000 $0 $0 $0 $0 $60,000 Arts Transportation Sales Tax Base Total Budget $0 $13,370 $0 $0 $0 $0 $13,370 $317,000 $1,410,370 $0 $0 $0 $0 $1,727,370 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Operating Impacts Total Operating Impacts $8,000 $8,000 $8,000 $8,000 $40,000 $8,000 $8,000 $8,000 $8,000 $40,000 340 $120,000 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Pavement Management Program - Preservation Project Number: PW00138 Project Location: Citywide Council District: Any Live Peoria Goal: Integrated Transportation In Description: a Pavement Management Program, the ultimate goal is to preserve good pavement in good condition for as long as possible, thereby avoiding the much greater costs of rehabilitation and reconstruction. Pavement preservation is ideally accomplished by early/frequent and less expensive surface treatments such as seal coats, slurry, micro and chip seals - the right treatment at the right time. Specific application is determined by the existing condition, desired outcome and allocated budget. In some cases, more than one application will be utilized and often, the work will include concrete as well. Our technical data report of FY17 indicated that Peoria streets are in better condition than most of our counterparts. Since that time, the stated goal has been to maintain or exceed that condition rating through an effective program of pavement management. In FY21, the Streets Division will have updated data from our technical condition survey to provide benchmarks and validation of the program as established by our program and Pavement Management Software. It is projected that estimated 130 lane miles of roadway will receive seal coats, slurry, or micro seal treatments in FY21. Project locations shown below: Seal Coat: Township of Peoria; Cedarbrook; Monroe Park Estates; Alta Loma; Foxboro; Countryside Manor; Westgreen Estates; Bristol Manor I & II; Fairwood Unit 8; Tierra Del Rio Parcel 6, 9, 11, 12, 23, 27, & 28; Grand Manor Slurry Seal: Deer Valley Estates & Fletcher Heights Phase 2A & 2B; Suncliff V; Westgreen Estates I, IV, V, VI, VII; Foxdale; Villa Del Oeste; Pioneer Village III; Parkridge I, II, III, IV, V Micro Seal: Desert Harbor Drive; Deer Valley Road, from 83rd Avenue to 95th Avenue; Union Hills Drive, from 107th Avenue to 111th Avenue; Lake Pleasant Parkway, from Beardsley Road to 95th Avenue; Peoria Avenue, from 67th Avenue to 83rd Avenue; 89th Avenue, from Olive Avenue to Northern Avenue; 87th Avenue, from Northern Avenue to Olive Avenue. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Construction Transportation Sales Tax Base $742,574 $742,574 $742,574 $742,574 $742,574 $4,950,495 $8,663,365 Construction Highway User Fund Base $2,712,871 $2,722,772 $2,722,772 $2,722,772 $2,722,772 $13,613,860 $27,217,819 Arts Transportation Sales Tax Base $0 $7,426 $7,426 $7,426 $7,426 $49,505 $79,209 Arts Highway User Fund $0 $27,228 $27,228 $27,228 $27,228 $136,140 $245,052 $3,455,445 $3,500,000 $3,500,000 $3,500,000 Base Total Budget 341 $3,500,000 $18,750,000 $36,205,445 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Pavement Management Program - Rehabilitation Project Number: PW13000 Project Location: Citywide Council District: Various Live Peoria Goal: Integrated Transportation 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 FY21, the Streets Division will continue its annual pavement projects based upon the technical-condition survey and the objective planning criteria. Pavement management includes concrete curb, gutter, sidewalk, ADA-compliant ramps and other concrete features of the infrastructure, which may be done in advance or simultaneously with the pavement work. Rehabilitation requires, by mandate, that all adjacent curb and sidewalk is brought to the current ADA standards so this can result in 30% or more of the project total costs. In an ideal program of maintenance, each segment of road is maintained to postpone the need for significant rehabilitation, because pavement rehab is very expensive. At FY20 rate of funding, between PW00138 and PW13000, each road could be treated (preserved or rehabilitated) approximately every 10 years and the city could maintain an average PCI of 74. Without the increase in years FY21 and subsequent, each road would be treated approximately every 15 years and the average PCI would decrease to 61 by 2030. In an optimal program of maintenance, each segment of road is treated every 7-10 years. 11.14 lane miles of arterial roadways will be rehabilitated in FY21. Project locations include Peoria Avenue, from 83rd Avenue to Loop 101; and 75th Avenue, from Peoria Avenue to Olive Avenue. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Design Transportation Sales Tax Design Highway User Fund Base $32,673 $32,673 $32,673 $32,673 $32,673 $196,040 $359,405 Base $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 Construction Transportation Sales Tax Base $1,204,950 $1,204,950 $1,204,950 $1,204,950 $1,204,950 $7,229,700 $13,254,450 Construction Highway User Fund Base $1,262,129 $1,262,129 $1,262,129 $1,262,129 $1,262,129 $6,310,645 $12,621,290 Arts Transportation Sales Tax Base $0 $12,377 $12,377 $12,377 $12,377 $74,260 $123,768 Arts Highway User Fund $0 $12,871 $12,871 $12,871 $12,871 $64,355 $115,839 $2,524,752 $2,550,000 $2,550,000 $2,550,000 Base Total Budget 342 $2,550,000 $14,000,000 $26,724,752 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Peoria Av; 69th Av-79th Av Shade & Landscape Project Number: EN00690 Project Location: Peoria Av; 69th Av to 79th Av Council District: Acacia Live Peoria Goal: Superior Public Services 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 Category Funding Source Design Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Transportation Sales Tax Base $0 $0 $0 $0 $0 $125,000 $125,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,335,477 $1,335,477 Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $67,100 $67,100 Arts Transportation Sales Tax Base Total Budget $0 $0 $0 $0 $0 $13,000 $13,000 $0 $0 $0 $0 $0 $1,540,577 $1,540,577 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $42,000 $42,000 $0 $0 $0 $0 $0 $42,000 $42,000 Operating Impacts Total Operating Impacts 343 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Pinnacle Peak Rd; 91st Ave-Lake Pleasant Pkwy Project Number: EN00015 Project Location: Pinnacle Peak Rd; 91st Ave to Lake Pleasant Pkwy Council District: Mesquite Live Peoria Goal: Integrated Transportation 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Land Acquisiti Transportation Sales Tax Carryover $150,000 $0 $0 $0 $0 $0 Construction Transportation Sales Tax Carryover $90,765 $0 $0 $0 $0 $0 $90,765 Carryover Total Budget $1,200,000 $0 $0 $0 $0 $0 $1,200,000 $1,440,765 $0 $0 $0 $0 $0 $1,440,765 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $17,600 $17,600 $17,600 $17,600 $17,600 $88,000 $54,300 $54,300 $54,300 $54,300 $54,300 $173,760 $445,260 $71,900 $71,900 $71,900 $71,900 $71,900 $261,760 $621,260 Category Funding Source Construction Outside Sources Operating Impacts Total Operating Impacts Total $150,000 Total $176,000 Quick Response Street Repairs Project Number: PW00027 Project Location: Citywide Council District: Any Live Peoria Goal: Superior Public Services Description: Major Street Repairs includes urgent, unplanned, or unfunded street work that may not be a planned part of other programs or typical maintenance operations. This may include logical collaboration with other projects or proactive work such as adding asphalt to a half-street developer improvement or CIP project to deliver a total project. This work typically consists of paving, milling, overlaying, and/or resurfacing of roadways (including concrete curb, gutter, valley gutter, and apron improvements). Budget by Fiscal Year Category Funding Source Construction Highway User Fund Arts Highway User Fund Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Base $175,000 $175,000 $175,000 $200,000 $200,000 $1,100,000 $2,025,000 $0 $1,750 $1,750 $2,000 $2,000 $11,000 $18,500 $175,000 $176,750 $176,750 $202,000 $202,000 $1,111,000 $2,043,500 Base Total Budget 344 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Rural Area Road Maintenance Project Number: PW00163 Project Location: Citywide Council District: Mesquite/Willow Live Peoria Goal: Integrated Transportation Description: This project provides for the application of a rubberized chip, seal coats or other treatments, asphalt and/or concrete in rural, residential areas of the city where city standard roadways do not exist and natural washes or water intrusion cause erosion. In order to facilitate resident and emergency services access, reduce dust and meet PM10 regulations, the road surfaces must be treated approximately every five years. These dirt roads include: 94th Avenue, from Prickly Pear Trail to Briles Road; Prickly Pear Trail, from 92nd Avenue to 94th Avenue; 92nd Avenue, from Happy Valley Parkway to Jomax Road; 93rd Avenue, from Happy Valley Parkway to Jomax Road; 79th Avenue, from Pinnacle Peak Road to Peay Drive; 77th Avenue, from Pinnacle Peak Road to Avenida Del Sol; Hatfield Road, from 91st Avenue to 93rd Avenue; Hatfield Road, from 89th Avenue to 91st Avenue; Camino Del Oro, from 78th Avenue to 79th Avenue; and Briles Road, from 94th Avenue to 95th Avenue. Other rural/unpaved roads may be added. Budget by Fiscal Year Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 Construction Highway User Fund Carryover $460,936 $0 $0 $0 $0 $0 $460,936 Construction Highway User Fund Base $0 $0 $0 $0 $460,805 $460,805 $921,610 $0 $0 $0 $0 $4,195 $4,195 $8,390 $460,936 $0 $0 $0 $465,000 $465,000 $1,390,936 Category Arts Funding Source Highway User Fund Base Total Budget FY 2025 FY 26-30 Total Sidewalks Annual Program Project Number: PW00046 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This sidewalk program provides for the coordination with adjacent property owners, utility coordination, drainage study, design, construction, construction administration, public involvement, utility relocation, right-of-way acquisition, materials testing, for installing concrete sidewalks. This program addresses sidewalk deficiencies along arterial streets due to lack of adjacent development or older developments that did not complete the sidewalk improvements. 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Construction Highway User Fund Base $100,000 $100,000 $100,000 $100,000 $100,000 $400,000 $900,000 Chargebacks Highway User Fund Base $0 $6,400 $6,400 $6,400 $6,400 $25,600 $51,200 Arts Highway User Fund $0 $1,000 $1,000 $1,000 $1,000 $4,000 $8,000 $100,000 $107,400 $107,400 $107,400 $107,400 $429,600 $959,200 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $600 $600 $600 $600 $600 $3,000 $6,000 $600 $600 $600 $600 $600 $3,000 $6,000 Category Funding Source Base Total Budget Operating Impacts Total Operating Impacts 345 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Sonoran Mountain Ranch Emergency Access Project Number: EN00599 Project Location: 75th Av Alignment; Bajada Rd to 74th Ln Council District: Mesquite Live Peoria Goal: Integrated Transportation 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 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti Transportation Sales Tax Base $0 $0 $0 $80,000 $0 $0 Design Transportation Sales Tax Base $0 $0 $75,000 $0 $0 $0 $75,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $300,000 $0 $300,000 Construction Water Expansion Base $0 $0 $0 $0 $500,000 $0 $500,000 Chargebacks Transportation Sales Tax Base $0 $0 $26,500 $8,000 $149,250 $0 $183,750 Arts Transportation Sales Tax Base Total Budget $0 $0 $0 $0 $8,750 $0 $8,750 $0 $0 $101,500 $88,000 $958,000 $0 $1,147,500 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 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 Operating Impacts 346 $80,000 Total $35,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Streetlight Pole Replacement & Infill Program Project Number: PW11160 Project Location: Citywide Council District: Various Live Peoria Goal: Healthy Neighborhoods Description: This program provides for the replacement of old streetlights and citizen requests for new/additional streetlights in residential areas. There are 2,750 streetlights that are more than 30 years old. At the time of their installation, it was common to directbury the poles into the ground. Over time, water has damaged most of these poles and each year, several fall due to rust at the pole's base. Each pole replacement costs approximately $5,500 so the total replacement cost for all would be more than $15,000,000. At the proposed rate, we will continue to prioritize replacement of the oldest poles and those in areas of significant water exposure from landscape and irrigation. This program is also utilized to address incidental requests for streetlight infill in existing communities based upon established criteria that is consistent with the city's street lighting guidelines. On average, we complete 2-5 infill installations per year. Budget by Fiscal Year Category Funding Source Carryover / Base Other Highway User Fund Other Highway User Fund Other Highway User Fund FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $2,401 $0 $0 $0 $0 $0 $2,401 Carryover $67,333 $0 $0 $0 $0 $0 $67,333 Base Total Budget $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,000,000 $569,734 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,069,734 347 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Technical Pavement Condition Survey & Support Project Number: PW00512 Project Location: Citywide Council District: All Live Peoria Goal: Integrated Transportation 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. The results of this survey were provided to Council and City leadership as the official launch to a new, technology-based prioritization of our pavement program. In FY20, the next technical survey not only re-prioritized our projects, but it also validated the program and benchmarked our progress against ourselves and other cities around the country. The survey provides 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 allows the streets division to prioritize maintenance projects based upon the objective data. The data provision further facilitates transparency in our operation and benchmarks with other agencies. 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 and forecast conditions based upon a variety of budget-based scenarios. 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 Carryover / Base FY 2021 FY 2022 Study Highway User Fund Carryover $71,092 Other Highway User Fund Base Total Budget $0 $71,092 FY 2023 FY 2024 FY 2025 $0 $0 $0 $0 $0 $71,092 $0 $255,000 $0 $0 $510,000 $765,000 $0 $255,000 $0 $0 $510,000 $836,092 348 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Thunderbird Rd; 67th Av-81st Av Shade & Landscape Project Number: EN00691 Project Location: Thunderbird Rd; 67th Av to 81st Av Council District: Palo Verde Live Peoria Goal: Superior Public Services 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 Category Funding Source Design Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Transportation Sales Tax Base $0 $0 $0 $0 $0 $140,000 $140,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,516,904 $1,516,904 Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $75,500 $75,500 Arts Transportation Sales Tax Base Total Budget $0 $0 $0 $0 $0 $14,200 $14,200 $0 $0 $0 $0 $0 $1,746,604 $1,746,604 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $45,900 $45,900 $0 $0 $0 $0 $0 $45,900 $45,900 Operating Impacts Total Operating Impacts Traffic Signal 107th Av & Rose Garden Ln Project Number: EN00708 Project Location: 107th Avenue & Rose Garden Lane Council District: Willow Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW/easement acquisition, utility coordination, utility relocation, construction and construction administration for the traffic signal at 107th Ave and Rose Garden Lane. The improvements will include construction of the traffic signal equipment, micro-seal and restriping of the intersection, and new ADA handicap ramps. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Land Acquisiti Transportation Sales Tax Base $0 $25,000 $0 $0 $0 $0 $25,000 Design Transportation Sales Tax Base $0 $127,650 $0 $0 $0 $0 $127,650 Construction Transportation Sales Tax Base $0 $0 $805,445 $0 $0 $0 $805,445 Construction Outside Sources Base $0 $157,000 $475,000 $0 $0 $0 $632,000 Chargebacks Transportation Sales Tax Base $0 $6,073 $32,000 $0 $0 $0 $38,073 Arts Transportation Sales Tax Base Total Budget $0 $1,277 $8,055 $0 $0 $0 $9,332 $0 $317,000 $1,320,500 $0 $0 $0 $1,637,500 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $7,010 $7,010 $7,010 $7,010 $35,050 $63,090 $0 $7,010 $7,010 $7,010 $7,010 $35,050 $63,090 Operating Impacts Total Operating Impacts 349 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Traffic Signal Vistancia Blvd & Ridgeline Rd Project Number: EN00709 Project Location: Vistancia Blvd and Ridgeline Rd Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, ROW acquisition, utility coordination, utility relocation, construction and construction administration for the construction of the traffic signal at the intersection of Vistancia Blvd and Ridgeline Rd, median modifications, replacement of existing ramps to meet current ADA standards, removal of existing streetlights, micro-sealing, re-striping and signage of the intersection. 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 Carryover / Base Funding Source Land Acquisiti DIF - Streets North FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $5,000 $0 $0 $0 $0 $0 $5,000 $650,000 $0 $0 $0 $0 $0 $650,000 $655,000 $0 $0 $0 $0 $0 $655,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $8,400 $8,400 $8,400 $8,400 $42,000 $75,600 Total Operating Impacts $0 $8,400 $8,400 $8,400 $8,400 $42,000 $75,600 Construction DIF - Streets North Base FY 2021 Base Total Budget Total Traffic Signal-Lake Pleasant Rd & Rose Garden Ln Project Number: EN00697 Project Location: Lake Pleasant Rd & Rose Garden Lane Council District: Willow Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW/easement acquisition, utility coordination, utility relocation, construction and construction administration for the traffic signal at LPR and Rose Garden Lane. The improvements will include: construction of the traffic signal equipment, micro-seal and restriping of the intersection, new ADA handicap ramps, construction of a mountable curb and reconstruction of the sidewalk on the east side for the maintenance access. 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 Design Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Transportation Sales Tax Base $0 $0 $120,000 $0 $0 $0 $120,000 Construction Transportation Sales Tax Base $0 $0 $710,000 $0 $0 $0 $710,000 Construction Outside Sources Base $0 $187,500 $0 $0 $0 $0 $187,500 Chargebacks Transportation Sales Tax Base $0 $0 $48,700 $0 $0 $0 $48,700 Arts Transportation Sales Tax Base Total Budget $0 $0 $8,300 $0 $0 $0 $8,300 $0 $187,500 $887,000 $0 $0 $0 $1,074,500 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $7,000 $7,000 $7,000 $7,000 $35,000 $63,000 $0 $7,000 $7,000 $7,000 $7,000 $35,000 $63,000 Operating Impacts Total Operating Impacts 350 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Streets Utility Undergrounding Program Project Number: EN00563 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services 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 Design FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Future GO Bonds Base $0 $0 $0 $0 $0 $200,000 $200,000 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $1,800,000 $1,800,000 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $120,000 $120,000 Arts Future GO Bonds $0 $0 $0 $0 $0 $20,000 $20,000 $0 $0 $0 $0 $0 $2,140,000 $2,140,000 Base Total Budget 351 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Traffic Control Fiber Optics Installation Project Number: EN00716 Project Location: Lone Mtn; Viatancia - El Mirage & El Mirage; Vistancia - Lone Mt Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, utility coordination, construction and construction administration for the installation of fiber optic cable within existing conduit along Lone Mountain Pkwy from Vistancia Blvd to SR 303 and along El Mirage Rd from Vistancia Blvd to Lone Mountain Pkwy. The improvements will include: pull and proof existing conduit, repair damaged conduit as needed, install/pull fiber optic cable, splice connections, add vaults, as needed, restore landscape and irrigation system, 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 2021 Construction Transportation Sales Tax Base Total Budget $366,000 $0 $0 $0 $0 $0 $366,000 $366,000 $0 $0 $0 $0 $0 $366,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $3,200 $3,200 $3,200 $3,200 $16,000 $28,800 Total Operating Impacts $0 $3,200 $3,200 $3,200 $3,200 $16,000 $28,800 Category Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Total Install CCTV Equipment Citywide Project Number: EN00666 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Services Description: This project provides for the coordination with adjacent property owners, public involvement, utility coordination, utility relocation, installation and construction administration for closed-circuit television cameras (CCTV) coverage. 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 high-definition CCTV cameras and other equipment, cabling and power supplies as needed. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2021 Construction Transportation Sales Tax Base Total Budget $220,000 $0 $0 $0 $0 $0 $220,000 $220,000 $0 $0 $0 $0 $0 $220,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $21,000 $21,000 $21,000 $21,000 $21,000 $105,000 $210,000 Total Operating Impacts $21,000 $21,000 $21,000 $21,000 $21,000 $105,000 $210,000 Category Funding Source FY 2022 352 FY 2023 FY 2024 FY 2025 FY 26-30 Total Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Traffic Control Jomax Road; LPP to Tierra Del Rio Safety Study Project Number: EN00723 Project Location: Jomax Road from LPP to TDR Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, utility coordination, utility relocation, design, construction and construction administration for the Jomax Rd from Lake Pleasant Parkway to Tierra del Rio (107th Av) safety study. The consultant will review crash history, intersection sight distance, speed limit(s), turning movements, volumes, vehicle types, and other analysis. The study will provided recommendations for the following: the high number of Uturns at Lake Pleasant Parkway and Jomax Road, improvements for intersection sight distance for all the roadways along Jomax Road and Tierra Del Rio, and the appropriate speed limit for the corridor. 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 Study Transportation Sales Tax Chargebacks Transportation Sales Tax Base Total Budget Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $100,000 $0 $0 $0 $0 $0 $2,000 $0 $0 $0 $0 $2,000 $0 $102,000 $0 $0 $0 $0 $102,000 353 Total $100,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Traffic Control North Peoria Communications Backup Project Number: EN00675 Project Location: North of Paradise Lane Council District: Citywide Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW/easement acquisition, utility coordination, utility relocation, construction and construction administration for a proposed fiber trunk line that will provide redundancy for the northern portion of Peoria (the area north of Bell Road). 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. 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 Study Transportation Sales Tax Design Transportation Sales Tax Carryover / Base FY 2021 FY 2022 Base $0 Base $0 Construction Transportation Sales Tax Base Chargebacks Transportation Sales Tax Base Arts Transportation Sales Tax Base Total Budget Operating Impacts Total Operating Impacts FY 2023 FY 2024 FY 2025 FY 26-30 $0 $65,000 $0 $0 $0 $65,000 $0 $160,000 $0 $0 $0 $160,000 $0 $0 $1,300,000 $0 $0 $0 $1,300,000 $0 $0 $117,000 $0 $0 $0 $117,000 $0 $0 $14,600 $0 $0 $0 $14,600 $0 $0 $1,656,600 $0 $0 $0 $1,656,600 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 354 Total Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Traffic Control Northern Peoria Circulation Study Project Number: EN00726 Project Location: Nothern Peoria Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners and public involvement. The Northern Peoria Circulation Study will examine the planned and proposed roadway alignments around the Loop 303 and SR-74 corridors. This area is mostly undeveloped and contains mountainous terrain and major wash corridors. The study will further study the topographic conditions and regional connections through Phoenix, Surprise, and unincorporated Maricopa Country. The results will guide a future Major General Plan Amendment for the Circulation Plan to ensure future developments are creating a contiguous roadway network. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 Study Transportation Sales Tax Base Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 $100,000 $0 $0 $0 $0 $0 $100,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Traffic Management Center Equipment Replacement Project Number: EN00433 Project Location: Development and Community Services Building Council District: Acacia Live Peoria Goal: Superior Public Services Description: This project provides for design, installation, and construction administration for equipment replacement at the City’s Traffic Management Center (TMC). Project will provide funding for periodic equipment replacement in 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Construction Transportation Sales Tax Base $0 $0 $0 $500,000 $0 $500,000 $1,000,000 Chargebacks Transportation Sales Tax Base $0 $0 $0 $30,000 $0 $30,000 $60,000 Arts Transportation Sales Tax Base Total Budget $0 $0 $0 $5,000 $0 $5,000 $10,000 $0 $0 $0 $535,000 $0 $535,000 $1,070,000 355 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Interconnect Project (TSIP) Project Number: PW00133 Project Location: Citywide Council District: Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, design, ROW/easement acquisition, utility coordination, utility relocation, construction and construction administration to extend the fiber optic system and 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. 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 Design Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Transportation Sales Tax Base $0 $25,000 $0 $25,000 $0 $50,000 $100,000 Construction Transportation Sales Tax Base $0 $175,000 $0 $175,000 $0 $350,000 $700,000 Chargebacks Transportation Sales Tax Base $0 $5,000 $0 $5,000 $0 $10,000 $20,000 Arts Transportation Sales Tax Base Total Budget $0 $2,000 $0 $2,000 $0 $4,000 $8,000 $0 $207,000 $0 $207,000 $0 $414,000 $828,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $7,000 $0 $7,000 $0 $84,000 $98,000 $0 $7,000 $0 $7,000 $0 $84,000 $98,000 Operating Impacts Total Operating Impacts 356 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Program Project Number: EN00170 Project Location: Citywide Council District: Citywide Live Peoria Goal: Integrated Transportation 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. 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 Construction Transportation Sales Tax Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Carryover $75,000 $0 $0 $0 $0 $0 Transportation Sales Tax Base $20,000 $0 $0 $0 $0 $0 $20,000 Construction Transportation Sales Tax Base $550,000 $550,000 $550,000 $550,000 $550,000 $2,750,000 $5,500,000 Chargebacks Transportation Sales Tax Base $0 $44,500 $44,500 $44,500 $44,500 $222,500 $400,500 Arts Transportation Sales Tax Base Total Budget $0 $5,500 $5,500 $5,500 $5,500 $27,500 $49,500 $645,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,045,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $7,000 $14,000 $21,000 $28,000 $35,000 $280,000 $385,000 Total Operating Impacts $7,000 $14,000 $21,000 $28,000 $35,000 $280,000 $385,000 Design $75,000 Traffic Signal Renovation and Replacement Project Number: PW00993 Project Location: Citywide Council District: All Live Peoria Goal: Integrated Transportation Description: There are 129 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. Budget by Fiscal Year Category Funding Source Other Highway User Fund Carryover / Base FY 2021 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 2022 357 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater 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, providing a new, non-potable water resource opportunity. 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 - $135,322,541 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY21 FY22 FY23 FY24 FY25 358 FY26 FY27 FY28 FY29 FY30 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total 2050 - Water Fund $3,636,533 $490,452 $2,313,700 $8,887,400 $10,199,900 $499,500 $26,027,485 2162 - Water Expansion $77,685 $0 $0 $0 $0 $0 $77,685 2163 - Water Expansion $327,905 $741,678 $0 $0 $0 $0 $1,069,583 2164 - Water Expansion $735,698 $0 $0 $0 $0 $0 $735,698 2165 - Water Expansion $0 $0 $0 $1,000,000 $0 $0 $1,000,000 2166 - Water Expansion $1,216,817 $2,032,858 $1,880,000 $0 $0 $0 $5,129,675 $0 $0 $0 $36,360,000 $0 $0 $36,360,000 2400 - Wastewater Fund $6,262,643 $12,951,801 $11,111,390 $4,446,600 $2,162,600 $10,813,000 $47,748,034 2453 - Prp W/S Rev Bonds 2003 (WW) $6,530,234 $0 $0 $0 $0 $0 $6,530,234 2506 - Wastewater Expansion $4,071,704 $428,249 $2,419,200 $0 $0 $0 $6,919,153 2507 - Wastewater Expansion $1,920,059 $127,429 $370,359 $0 $0 $117,558 $2,535,405 2509 - Wastewater Expansion $1,189,589 $0 $0 $0 $0 $0 $1,189,589 $25,968,867 $16,772,467 $18,094,649 $50,694,000 $12,362,500 $11,430,058 $135,322,541 2273 - Future WIFA Revenue Bonds Total - Wastewater 359 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 101st Ave & Northern Lift Station Pretreat (L103) $300,000 $0 $0 $0 $0 $0 $300,000 Agua Fria Lift Station - Wastewater Campus Land $200,000 $0 $4,200,000 $0 $0 $0 $4,400,000 Beardsley WRF Equipment Upgrade and Replacement $60,000 $60,000 $60,000 $125,000 $125,000 $625,000 $1,055,000 $9,338,976 $9,903,353 $9,903,353 $0 $0 $0 $29,145,682 Butler IPS Equipment Upgrade and Replacement $101,000 $101,000 $120,000 $150,000 $101,000 $505,000 $1,078,000 Butler WRF Equipment Upgrade and Replacement $240,000 $240,000 $150,000 $150,000 $150,000 $750,000 $1,680,000 Butler WRF Headworks Rehabilitation $579,300 $0 $0 $0 $0 $0 $579,300 Butler WRF Recharge Wells $563,638 $0 $0 $0 $0 $0 $563,638 El Mirage Road Sewer Infrastructure Upsizing $500,000 $0 $606,000 $0 $0 $0 $1,106,000 Emergency Generator Equipment Upgrades $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 $400,000 Jomax WRF Equipment Upgrade and Replacement $60,000 $125,000 $125,000 $125,000 $125,000 $625,000 $1,185,000 Jomax WRF Expansion $3,398,451 $0 $0 $46,147,500 $10,100,000 $0 $59,645,951 Jomax WRF Operations Building $3,806,986 $3,835,592 $0 $0 $0 $0 $7,642,578 $960,000 $398,950 $388,850 $388,850 $388,850 $1,944,250 $4,469,750 $0 $0 $67,359 $0 $0 $117,558 $184,917 Manhole Rehabilitation $799,444 $378,725 $378,725 $378,725 $378,725 $1,893,625 $4,207,969 Miscellaneous Local Wastewater Line Improvements $700,000 $204,000 $204,000 $204,000 $204,000 $1,020,000 $2,536,000 $0 $555,500 $42,925 $42,925 $42,925 $214,625 $898,900 SROG Line Assessment & Repair $221,104 $223,347 $501,437 $0 $0 $0 $945,888 Trunk Sewer Line Inspection $844,440 $0 $600,000 $0 $0 $0 $1,444,440 Trunk Sewer Rehabilitation $400,000 $0 $0 $2,235,000 $0 $0 $2,635,000 Wastewater System Additional R & M Expense $1,107,000 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,470,000 West Agua Fria Wastewater Lines $1,748,528 $0 $0 $0 $0 $0 $1,748,528 Beardsley WRF Expansion Lift Station Reconditioning LPH Mystic Wastewater Oversizing Reclaimed Water System Upgrades and Improvements Total - Wastewater Total $25,968,867 $16,772,467 $18,094,649 $50,694,000 $12,362,500 $11,430,058 $135,322,541 360 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater 101st Ave & Northern Lift Station Pretreat (L103) Project Number: UT00398 Project Location: 101st Av & Northern Av Council District: Pine Live Peoria Goal: Superior Public Services 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 Carryover / Base FY 2021 Construction Prp W/S Rev Bonds 200 Carryover Total Budget $300,000 $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $300,000 Category Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Agua Fria Lift Station - Wastewater Campus Land Project Number: UT00284 Project Location: CAP Canal and Agua Fria River Council District: Mesquite Live Peoria Goal: Smart Growth 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 Category Funding Source Study Prp W/S Rev Bonds 200 Carryover / Base FY 2021 FY 2022 Carryover FY 2023 FY 2024 FY 2025 FY 26-30 Total $200,000 $0 $0 $0 $0 $0 $200,000 Land Acquisiti Wastewater Expansion Base $0 $0 $2,419,200 $0 $0 $0 $2,419,200 Land Acquisiti Wastewater Fund Base $0 $0 $700,800 $0 $0 $0 $700,800 $0 $0 $1,080,000 $0 $0 $0 $1,080,000 $200,000 $0 $4,200,000 $0 $0 $0 $4,400,000 Land Acquisiti Water Fund Base Total Budget 361 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Beardsley WRF Equipment Upgrade and Replacement Project Number: UT00317 Project Location: Beardsley Water Reclamation Facility Council District: Willow Live Peoria Goal: Superior Public Services Description: This program will replace and update existing plant equipment at the Beardsley WRF that has reached the end of its life cycle. In addition, this program may be used for design and construction of minor site and operations improvements at the facility. Typical projects under this program may include the addition, rehabilitation or replacement of pumps, motors, chemical systems and other common equipment necessary for wastewater treatment. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Wastewater Fund Base Equipment Water Fund Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $45,000 $45,000 $45,000 $93,800 $93,800 $469,000 $791,600 $15,000 $15,000 $15,000 $31,200 $31,200 $156,000 $263,400 $60,000 $60,000 $60,000 $125,000 $125,000 $625,000 $1,055,000 Beardsley WRF Expansion Project Number: UT00314 Project Location: Beardsley Water Reclamation Facility Council District: Willow Live Peoria Goal: Superior Public Services 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 Category Funding Source Carryover / Base Study Wastewater Fund Design Prp W/S Rev Bonds 200 Design Water Expansion Design Wastewater Expansion Design Design Design FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $8,046 $0 $0 $0 $0 $0 $8,046 Carryover $100,630 $0 $0 $0 $0 $0 $100,630 Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Base $2,949,227 $0 $0 $0 $0 $0 $2,949,227 Wastewater Fund Base $184,306 $0 $0 $0 $0 $0 $184,306 Water Expansion Base $312,986 $0 $0 $0 $0 $0 $312,986 Water Fund Base $752,728 $0 $0 $0 $0 $0 $752,728 Construction Wastewater Expansion Base $1,021,281 $424,009 $0 $0 $0 $0 $1,445,290 Construction Wastewater Fund Base $532,234 $7,368,560 $6,805,300 $0 $0 $0 $14,706,094 Construction Water Expansion Base $903,831 $2,012,731 $1,861,386 $0 $0 $0 $4,777,948 Construction Water Fund Base $2,173,707 $0 $1,138,614 $0 $0 $0 $3,312,321 Arts Wastewater Expansion Base $0 $4,240 $0 $0 $0 $0 $4,240 Arts Wastewater Fund Base $0 $73,686 $68,053 $0 $0 $0 $141,739 Arts Water Expansion Base $0 $20,127 $18,614 $0 $0 $0 $38,741 Arts Water Fund $0 $0 $11,386 $0 $0 $0 $11,386 $9,338,976 $9,903,353 $9,903,353 $0 $0 $0 $29,145,682 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $0 $2,400 $2,400 $12,000 $16,800 $0 $0 $0 $2,400 $2,400 $12,000 $16,800 Base Total Budget Operating Impacts Total Operating Impacts 362 Total Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Butler IPS Equipment Upgrade and Replacement Project Number: UT00422 Project Location: 99th Av & Northern Av Council District: Pine Live Peoria Goal: Superior Public Services Description: The Butler Influent Pumping Station (IPS) is the primary wastewater pumping station through which all flow that is treated at the Butler Water Reclamation Facility (WRF) passes. This program provides for replacement, major rehabilitation, and assessment of process components, such as motors, pumps, bar screens, odor control systems, electrical and instrumentation associated with the Butler IPS to ensure continuous service. Budget by Fiscal Year Category Funding Source Equipment Wastewater Fund Carryover / Base FY 2021 Base Total Budget $101,000 $101,000 $120,000 $150,000 $101,000 $505,000 $1,078,000 $101,000 $101,000 $120,000 $150,000 $101,000 $505,000 $1,078,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Butler WRF Equipment Upgrade and Replacement Project Number: UT00333 Project Location: Butler Water Reclamation Facility Council District: Acacia Live Peoria Goal: Superior Public Services Description: This program will replace and update existing plant equipment at the Butler WRF that has reached the end of its life cycle. In addition, this program may be used for design and construction of minor site and operations improvements at the facility. Typical projects under this program may include the addition, rehabilitation or replacement of pumps, motors, chemical systems and other common equipment necessary for wastewater treatment. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Equipment Wastewater Fund Base $180,000 $180,000 $112,500 $112,500 $112,500 $562,500 $1,260,000 Equipment Water Fund $60,000 $60,000 $37,500 $37,500 $37,500 $187,500 $420,000 $240,000 $240,000 $150,000 $150,000 $150,000 $750,000 $1,680,000 Base Total Budget Butler WRF Headworks Rehabilitation Project Number: UT00100 Project Location: Butler Water Reclamation Facility Council District: Acacia Live Peoria Goal: Superior Public Services 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 Carryover / Base FY 2021 Construction Prp W/S Rev Bonds 200 Carryover Total Budget $579,300 $0 $0 $0 $0 $0 $579,300 $579,300 $0 $0 $0 $0 $0 $579,300 Category Funding Source FY 2022 363 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Butler WRF Recharge Wells Project Number: UT00309 Project Location: Butler Water Reclamation Facility Council District: Acacia Live Peoria Goal: Smart Growth 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 Carryover / Base Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Study Wastewater Expansion Study Wastewater Expansion Study Study Study Carryover $8,771 $0 $0 $0 $0 $0 $8,771 Carryover $17,644 $0 $0 $0 $0 $0 $17,644 Water Expansion Carryover $25,698 $0 $0 $0 $0 $0 $25,698 Water Expansion Carryover $28,125 $0 $0 $0 $0 $0 $28,125 Water Expansion Carryover $29,860 $0 $0 $0 $0 $0 $29,860 Construction Wastewater Expansion Carryover $6,275 $0 $0 $0 $0 $0 $6,275 Construction Wastewater Expansion Carryover $55,452 $0 $0 $0 $0 $0 $55,452 Construction Wastewater Expansion Carryover $11,677 $0 $0 $0 $0 $0 $11,677 Construction Wastewater Expansion Carryover $71,875 $0 $0 $0 $0 $0 $71,875 Construction Water Expansion Carryover $299,780 $0 $0 $0 $0 $0 $299,780 Carryover Total Budget $8,481 $0 $0 $0 $0 $0 $8,481 $563,638 $0 $0 $0 $0 $0 $563,638 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $61,000 $61,000 $305,000 $427,000 $0 $0 $0 $61,000 $61,000 $305,000 $427,000 Construction Water Fund Operating Impacts Total Operating Impacts 364 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater El Mirage Road Sewer Infrastructure Upsizing Project Number: UT00432 Project Location: El Mirage Rd from Westland Rd to Jomax Rd Council District: Mesquite Live Peoria Goal: Smart Growth 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 Carryover / Base FY 2021 FY 2022 Construction Prp W/S Rev Bonds 200 Carryover $500,000 Construction Wastewater Expansion Base $0 Construction Wastewater Fund Base Arts Wastewater Expansion Base Arts Wastewater Fund Category Funding Source Base Total Budget FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $500,000 $0 $300,000 $0 $0 $0 $300,000 $0 $0 $300,000 $0 $0 $0 $300,000 $0 $0 $3,000 $0 $0 $0 $3,000 $0 $0 $3,000 $0 $0 $0 $3,000 $500,000 $0 $606,000 $0 $0 $0 $1,106,000 Emergency Generator Equipment Upgrades Project Number: UT00514 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This program provides funding to repair, rehabilitate and replace emergency generators at various facilities within the Water Services Department. Budget by Fiscal Year Category Funding Source Equipment Wastewater Fund Carryover / Base FY 2021 Base Total Budget $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 $400,000 $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 $400,000 FY 2022 365 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Jomax WRF Equipment Upgrade and Replacement Project Number: UT00323 Project Location: Jomax Water Reclamation Facility Council District: Mesquite Live Peoria Goal: Superior Public Services Description: This program will replace and update existing plant equipment at the Jomax WRF that has reached the end of its life cycle. In addition, this program may be used for design and construction of minor site and operations improvements at the facility. Typical projects under this program may include the addition, rehabilitation or replacement of pumps, motors, chemical systems and other common equipment necessary for wastewater treatment. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Wastewater Fund Base Equipment Water Fund Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $45,000 $93,800 $93,800 $93,800 $93,800 $469,000 $889,200 $15,000 $31,200 $31,200 $31,200 $31,200 $156,000 $295,800 $60,000 $125,000 $125,000 $125,000 $125,000 $625,000 $1,185,000 Jomax WRF Expansion Project Number: UT00388 Project Location: Jomax Water Reclamation Facility Council District: Mesquite Live Peoria Goal: Smart Growth 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 Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Study Prp W/S Rev Bonds 200 Design Prp W/S Rev Bonds 200 Total Carryover $626 $0 $0 $0 $0 $0 $626 Carryover $2,243,475 $0 $0 $0 $0 $0 $2,243,475 Construction Wastewater Expansion Carryover $796,525 $0 $0 $0 $0 $0 $796,525 Construction Water Expansion Carryover $310,000 $0 $0 $0 $0 $0 $310,000 Construction Water Expansion Carryover $47,825 $0 $0 $0 $0 $0 $47,825 $36,000,000 $0 $0 $36,000,000 Construction Future WIFA Revenue B Base $0 $0 $0 Construction Water Expansion Base $0 $0 $0 $990,099 $0 $0 $990,099 Construction Water Fund Base $0 $0 $0 $8,700,495 $10,000,000 $0 $18,700,495 Arts Future WIFA Revenue B Base $0 $0 $0 $360,000 $0 $0 $360,000 Arts Water Expansion Base $0 $0 $0 $9,901 $0 $0 $9,901 Arts Water Fund $0 $0 $0 $87,005 $100,000 $0 $187,005 $3,398,451 $0 $0 $46,147,500 $10,100,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $900 $900 $900 $13,500 $16,200 $0 $0 $900 $900 $900 $13,500 $16,200 Base Total Budget Operating Impacts Total Operating Impacts 366 $0 $59,645,951 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Jomax WRF Operations Building Project Number: UT00389 Project Location: Jomax Water Reclamation Facility Council District: Mesquite Live Peoria Goal: Superior Public Services Description: This project provides funding to construct a new operations building at the Jomax WRF. The facility mimics the building program at the Beardsley WRF Admin building, but reduced in scale to approximately 8000 square feet. The total capital cost includes administrative fees, engineering and design, furniture, fixtures, construction, and specialty equipment. Consistent with other City of Peoria water/wastewater treatment facilities, security, information technology, and audio visual systems are also included. This building is priced to include LEED silver level certification consistent with city sustainability objectives. Budget by Fiscal Year Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Water Fund Carryover $140,000 $0 $0 $0 $0 $0 $140,000 Prp W/S Rev Bonds 200 Carryover $475,000 $0 $0 $0 $0 $0 $475,000 Wastewater Fund Base $29,693 $0 $0 $0 $0 $0 $29,693 Design Wastewater Expansion Base $6,373 $0 $0 $0 $0 $0 $6,373 Design Wastewater Expansion Base $5,251 $0 $0 $0 $0 $0 $5,251 Design Water Fund Base $7,163 $0 $0 $0 $0 $0 $7,163 Construction Wastewater Expansion Base $413,216 $0 $0 $0 $0 $0 $413,216 Construction Wastewater Expansion Base $340,460 $123,872 $0 $0 $0 $0 $464,332 Construction Water Fund Base $464,454 $373,527 $0 $0 $0 $0 $837,981 Construction Wastewater Fund Base $1,925,376 $2,510,158 $0 $0 $0 $0 $4,435,534 Construction Water Expansion Base $0 $720,977 $0 $0 $0 $0 $720,977 Chargebacks Water Fund Base $0 $6,990 $0 $0 $0 $0 $6,990 Chargebacks Water Expansion Base $0 $13,491 $0 $0 $0 $0 $13,491 Chargebacks Wastewater Fund Base $0 $46,973 $0 $0 $0 $0 $46,973 Chargebacks Wastewater Expansion Base $0 $2,318 $0 $0 $0 $0 $2,318 Arts Water Fund Base $0 $3,735 $0 $0 $0 $0 $3,735 Arts Water Expansion Base $0 $7,210 $0 $0 $0 $0 $7,210 Arts Wastewater Expansion Base $0 $1,239 $0 $0 $0 $0 $1,239 Arts Wastewater Fund $0 $25,102 $0 $0 $0 $0 $25,102 $3,806,986 $3,835,592 $0 $0 $0 $0 $7,642,578 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $132,000 $132,000 $660,000 $924,000 $0 $0 $0 $132,000 $132,000 $660,000 $924,000 Category Funding Source Design Design Design Base Total Budget Operating Impacts Total Operating Impacts 367 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Lift Station Reconditioning Project Number: UT00116 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This program 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 Category Funding Source Construction Prp W/S Rev Bonds 200 Construction Wastewater Fund Arts Wastewater Fund Carryover / Base FY 2021 Carryover $560,000 $0 $0 $0 $0 $0 $560,000 Base $400,000 $395,000 $385,000 $385,000 $385,000 $1,925,000 $3,875,000 Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $3,950 $3,850 $3,850 $3,850 $19,250 $34,750 $960,000 $398,950 $388,850 $388,850 $388,850 $1,944,250 $4,469,750 LPH Mystic Wastewater Oversizing Project Number: UT00446 Project Location: Lake Pleasant Heights Development Council District: Mesquite Live Peoria Goal: Smart Growth Description: This project provides for additional wastewater collection capacity in the system serving the Lake Pleasant Heights (LPH) development and adjacent developments in the future. The LPH development will construct the trunk sewer infrastructure 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 Construction Wastewater Expansion Arts Carryover / Base Base Wastewater Expansion Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $66,692 $0 $0 $116,394 $183,086 $0 $0 $667 $0 $0 $1,164 $1,831 $0 $0 $67,359 $0 $0 $117,558 $184,917 368 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Manhole Rehabilitation Project Number: UT00307 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This program 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 2021 Construction Wastewater Fund Carryover $426,944 $0 $0 $0 $0 $0 $426,944 Construction Wastewater Fund Base $372,500 $372,500 $372,500 $372,500 $372,500 $1,862,500 $3,725,000 Chargebacks Wastewater Fund Base $0 $2,500 $2,500 $2,500 $2,500 $12,500 $22,500 Arts Wastewater Fund $0 $3,725 $3,725 $3,725 $3,725 $18,625 $33,525 $799,444 $378,725 $378,725 $378,725 $378,725 $1,893,625 $4,207,969 Category Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Miscellaneous Local Wastewater Line Improvements Project Number: UT00191 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This program provides funding to rehabilitate, realign, assess or extend the City's existing wastewater collection system to ensure its continued compliant and efficient operation. Examples include, but are not limited to, 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. The City has approximately 860 miles of sewer pipe. Budget by Fiscal Year Category Funding Source Construction Prp W/S Rev Bonds 200 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Construction Wastewater Fund Base $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 Chargebacks Wastewater Fund Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 Arts Wastewater Fund $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $700,000 $204,000 $204,000 $204,000 $204,000 $1,020,000 $2,536,000 Base Total Budget 369 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Reclaimed Water System Upgrades and Improvements Project Number: UT00511 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This program provides ongoing funding to assess, rehabilitate, or extend the City's existing reclaimed water distribution system to ensure its continued compliant and efficient operation. Examples include, but are not limited to, reclaimed waterline extensions in coordination with street improvement projects, realignment/rehabilitation of existing mains, assessment of the air relief valves and immediate need reclaimed waterline repairs. In addition, this program will be used to address various reclaimed water facility equipment and rehabilitation needs. This includes the rehabilitation of a reclaimed water reservoir at the Vistancia 1/2 Reclaimed Water Storage Facility in FY21. Budget by Fiscal Year Category Funding Source Construction Wastewater Fund Arts Wastewater Fund Carryover / Base Base Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $550,000 $42,500 $42,500 $42,500 $212,500 $890,000 $0 $5,500 $425 $425 $425 $2,125 $8,900 $0 $555,500 $42,925 $42,925 $42,925 $214,625 $898,900 SROG Line Assessment & Repair Project Number: UT00321 Project Location: 99th Av; Northern Av to Olive Av Council District: Pine Live Peoria Goal: Superior Public Services 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 Funding Source Carryover / Base Construction Wastewater Fund Carryover $52,000 Construction Wastewater Fund Base $169,104 Category Arts Wastewater Fund Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $52,000 $221,136 $496,472 $0 $0 $0 $886,712 $0 $2,211 $4,965 $0 $0 $0 $7,176 $221,104 $223,347 $501,437 $0 $0 $0 $945,888 370 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater Trunk Sewer Line Inspection Project Number: UT00322 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Services 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 their structural and operational viability. In addition, this project will perform an assessment of the City's existing sanitary sewer force mains. These assessments will identify any existing or potential structural and operational issues. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 Study Wastewater Fund Carryover $844,440 Study Wastewater Fund Base Total Budget $0 $844,440 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $0 $600,000 $0 $0 $0 $600,000 $0 $600,000 $0 $0 $0 $1,444,440 $844,440 Trunk Sewer Rehabilitation Project Number: UT00296 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This project will provide design and construction funding to rehabilitate trunk sewer mains identified as deficient in the City's trunk sewer condition assessment study. Budget by Fiscal Year Category Funding Source Construction Prp W/S Rev Bonds 200 Carryover / Base FY 2021 FY 2022 FY 2023 Carryover FY 2024 FY 2025 FY 26-30 Total $400,000 $0 $0 $0 $0 $0 Wastewater Fund Base $0 $0 $0 $200,000 $0 $0 $200,000 Construction Wastewater Fund Base $0 $0 $0 $2,000,000 $0 $0 $2,000,000 Chargebacks Wastewater Fund Base $0 $0 $0 $15,000 $0 $0 $15,000 Arts Wastewater Fund $0 $0 $0 $20,000 $0 $0 $20,000 $400,000 $0 $0 $2,235,000 $0 $0 $2,635,000 Design Base Total Budget $400,000 Wastewater System Additional R & M Expense Project Number: UT00436 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This program will provide for major repair, maintenance, and rehabilitation of our wastewater infrastructure. Budget by Fiscal Year Carryover / Base FY 2021 Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Base Total Budget $707,000 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,070,000 $1,107,000 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,470,000 Category Funding Source Other Prp W/S Rev Bonds 200 Other Wastewater Fund FY 2022 371 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Wastewater West Agua Fria Wastewater Lines Project Number: UT00171 Project Location: Vistancia Development Council District: Mesquite Live Peoria Goal: Superior Public Services 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 the 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction Wastewater Expansion Carryover $770,000 $0 $0 $0 $0 $0 $770,000 Construction Wastewater Expansion Carryover $382,325 $0 $0 $0 $0 $0 $382,325 Construction Prp W/S Rev Bonds 200 Carryover $271,203 $0 $0 $0 $0 $0 $271,203 Construction Wastewater Expansion Base Total Budget $325,000 $0 $0 $0 $0 $0 $325,000 $1,748,528 $0 $0 $0 $0 $0 $1,748,528 Category Funding Source 372 Total City of Peoria FY 2021 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 - $234,638,365 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 FY21 FY22 FY23 FY24 FY25 373 FY26 FY27 FY28 FY29 FY30 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Summary by Funding Source Fund Number and Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total 2050 - Water Fund $21,233,341 $11,113,038 $5,637,138 $10,993,760 $2,429,288 $29,269,337 $80,675,902 2161 - Water Expansion $858,017 $0 $0 $0 $0 $0 $858,017 2162 - Water Expansion $549,178 $0 $0 $0 $0 $0 $549,178 2163 - Water Expansion $1,335,547 $14,045 $305,569 $653,892 $0 $5,000 $2,314,053 2164 - Water Expansion $5,345,087 $0 $0 $0 $0 $0 $5,345,087 2165 - Water Expansion $1,669,125 $237,855 $1,304,720 $1,717,000 $3,101,000 $5,116,500 $13,146,200 2166 - Water Expansion $1,932,241 $294,995 $2,207,750 $203,250 $2,504,250 $11,743,096 $18,885,582 2167 - Water Resource $0 $0 $0 $1,758,020 $541,176 $1,468,186 $3,767,382 2222 - W/S Rev Bonds (Wtr) $13,717,031 $0 $0 $0 $0 $0 $13,717,031 2271 - WIFA Revenue Bonds $50,495,907 $0 $0 $0 $0 $0 $50,495,907 $0 $0 $0 $0 $0 $31,691,378 $31,691,378 $2,414,733 $2,734,747 $1,070,100 $300,000 $75,000 $5,338,465 $11,933,045 2506 - Wastewater Expansion $0 $24,603 $129,500 $0 $0 $29,500 $183,603 2507 - Wastewater Expansion $0 $0 $80,500 $0 $0 $20,500 $101,000 2590 - Commercial Solid Waste $25,000 $0 $240,000 $0 $0 $0 $265,000 2600 - Residential Solid Waste $50,000 $0 $500,000 $0 $0 $0 $550,000 2700 - Stormwater Fund $0 $0 $75,000 $0 $0 $0 $75,000 4810 - Outside Sources $85,000 $0 $0 $0 $0 $0 $85,000 $99,710,207 $14,419,283 $11,550,277 $15,625,922 $8,650,714 $84,681,962 $234,638,365 2273 - Future WIFA Revenue Bonds 2400 - Wastewater Fund Total - Water 374 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 67th Ave 16-in Waterline - Pinnacle Pk to Hatfield $150,000 $0 $1,467,350 $0 $0 $0 $1,617,350 75th Ave 16-inch Waterline - Cholla to Thunderbird $0 $0 $253,500 $2,528,500 $0 $0 $2,782,000 75th Avenue and Grand PRV Upgrade (P101) $520,127 $0 $0 $0 $0 $0 $520,127 $0 $0 $0 $0 $1,310,000 $3,924,000 $5,234,000 Arrowhead Shores Site Rehabilitation $422,126 $0 $0 $0 $0 $0 $422,126 Asset Management Program $496,721 $100,000 $0 $0 $0 $0 $596,721 Bailey Well Site Improvements $536,500 $0 $0 $0 $0 $0 $536,500 CAP Pump Station Rehabilitation Quintero $3,697,632 $0 $0 $0 $0 $0 $3,697,632 Desert Harbor Well Rehabilitation $0 $0 $0 $1,421,500 $0 $0 $1,421,500 El Mirage Road Waterline Upsizing $0 $0 $0 $1,717,000 $0 $0 $1,717,000 Fire Hydrant Infill and Replacement $161,584 $168,200 $168,200 $168,200 $168,200 $841,000 $1,675,384 Greenway WTP 8 MGD Expansion $0 $0 $0 $0 $0 $31,691,378 $31,691,378 $1,135,000 $302,000 $102,000 $102,000 $178,000 $566,000 $2,385,000 $0 $370,000 $240,000 $0 $0 $0 $610,000 $3,245,147 $0 $0 $0 $0 $0 $3,245,147 Jomax Waterline - Loop 303 to El Mirage Road $0 $0 $0 $0 $0 $2,001,500 $2,001,500 Lake Plsnt Pkwy 24-inch Waterline; Loop 303 - SR74 $0 $0 $0 $0 $0 $6,437,104 $6,437,104 LPH Mystic Water Oversizing $331,027 $0 $95,483 $0 $0 $0 $426,510 Miscellaneous Local Waterline Improvements $250,000 $257,500 $257,500 $257,500 $257,500 $1,287,500 $2,567,500 MOC Reservoir (R101) Site Improvements $427,822 $0 $0 $0 $0 $0 $427,822 New River Utility Co. Acquisition & Improvements $2,500,000 $0 $0 $0 $0 $0 $2,500,000 Patterson Reservoir - Existing Well Connection $200,000 $0 $0 $0 $0 $6,486,794 $6,686,794 Pyramid Peak Water Treatment Plant Upgrades $4,549,465 $0 $0 $0 $0 $0 $4,549,465 Pyramid Peak Water Treatment Plant Expansion $54,185,859 $0 $0 $0 $0 $0 $54,185,859 Agua Fria Booster Station - Phase II Greenway WTP Equipment Upgrade and Replacement Integrated Water Utility Master Plan (IWUMP) Jomax Booster Station Upgrades 375 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Quintero WTP Equipment Upgrade and Replacement $343,430 $100,000 $50,000 $50,000 $50,000 $250,000 $843,430 Reclaimed Water Master Plan Implementation $5,940,595 $9,073,000 $0 $0 $0 $0 $15,013,595 SCADA Equipment Replacement $450,000 $450,000 $550,000 $550,000 $150,000 $750,000 $2,900,000 Sports Complex/W115 Well Connection $0 $0 $0 $2,875,989 $0 $0 $2,875,989 Sweetwater Well Site Rehabilitation $0 $0 $256,216 $2,243,375 $0 $0 $2,499,591 Technology and Security Master Plan $215,000 $0 $0 $0 $0 $0 $215,000 $3,550,000 $0 $0 $0 $0 $0 $3,550,000 $0 $0 $2,810,000 $0 $0 $0 $2,810,000 $218,345 $0 $100,000 $0 $0 $200,000 $518,345 Water Facility Reconditioning $2,300,000 $808,000 $808,000 $808,000 $808,000 $4,040,000 $9,572,000 Water Line Assessment and Replacement $2,548,020 $0 $0 $0 $0 $0 $2,548,020 Water Meter Replacement Program $293,354 $0 $0 $0 $0 $14,605,000 $14,898,354 Water System Additional R&M Expense $883,750 $892,588 $892,588 $892,588 $892,588 $4,462,940 $8,917,042 Water/Wastewater Hydraulic Model Update $250,000 $50,000 $50,000 $50,000 $0 $0 $400,000 $0 $0 $100,000 $0 $0 $100,000 $200,000 Weedville Well Site Rehabilitation $3,129,975 $0 $0 $0 $0 $0 $3,129,975 Wellhead Water Quality Mitigation $3,433,337 $0 $0 $0 $0 $0 $3,433,337 Wells - New Construction $1,324,354 $261,140 $2,064,720 $203,250 $1,194,250 $2,475,560 $7,523,274 West Agua Fria Water Lines $1,871,037 $237,855 $1,284,720 $0 $0 $0 $3,393,612 Westland Reservoir/Booster Station Phase II $0 $0 $0 $0 $3,101,000 $3,095,000 $6,196,000 White Mountain Apache Tribe Water Rights Purchase $0 $0 $0 $1,758,020 $541,176 $1,468,186 $3,767,382 $150,000 $1,349,000 $0 $0 $0 $0 $1,499,000 Terramar Booster Pump Station Rehabilitation Utility Billing System Water & Wastewater Rate Study Water/Wastewater/Expansion Fee Update Zone 1/2 PRV Upgrades (91st and Cactus) Total - Water $99,710,207 $14,419,283 $11,550,277 $15,625,922 376 $8,650,714 $84,681,962 $234,638,365 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water 67th Ave 16-in Waterline - Pinnacle Pk to Hatfield Project Number: UT00440 Project Location: 67th Av; Pinnacle Peak Rd to Hatfield Rd Council District: Mesquite Live Peoria Goal: Superior Public Services 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. 5,800 LF of new 16-inch ductile iron waterline on Pinnacle Peak Road between 67th and 70th Avenue and 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 Design Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Water Fund Base $150,000 $0 $0 $0 $0 $0 $150,000 Construction Water Fund Base $0 $0 $1,435,000 $0 $0 $0 $1,435,000 Chargebacks Water Fund Base $0 $0 $18,000 $0 $0 $0 $18,000 Arts Water Fund $0 $0 $14,350 $0 $0 $0 $14,350 $150,000 $0 $1,467,350 $0 $0 $0 $1,617,350 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $0 $5,600 $5,600 $28,000 $39,200 $0 $0 $0 $5,600 $5,600 $28,000 $39,200 Base Total Budget Operating Impacts Total Operating Impacts Total 75th Ave 16-inch Waterline - Cholla to Thunderbird Project Number: UT00400 Project Location: 75th Av; Cholla St to Thunderbird Rd Council District: Palo Verde Live Peoria Goal: Superior Public Services 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 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. The project will install a new 16 inch waterline, including fittings, valves, and hydrants and abandon the existing replaced waterlines. Budget by Fiscal Year Category Funding Source Design Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Water Fund Base $0 $0 $250,000 $0 $0 $0 $250,000 Construction Water Fund Base $0 $0 $0 $2,500,000 $0 $0 $2,500,000 Chargebacks Water Fund Base $0 $0 $3,500 $3,500 $0 $0 $7,000 Arts Water Fund $0 $0 $0 $25,000 $0 $0 $25,000 $0 $0 $253,500 $2,528,500 $0 $0 $2,782,000 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $0 $0 $0 $5,600 $28,000 $33,600 $0 $0 $0 $0 $5,600 $28,000 $33,600 Base Total Budget Operating Impacts Total Operating Impacts 377 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water 75th Avenue and Grand PRV Upgrade (P101) Project Number: UT00408 Project Location: 75th Av & Grand Av Council District: Acacia Live Peoria Goal: Superior Public Services 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 Category Funding Source Construction W/S Rev Bonds (Wtr) Carryover / Base FY 2021 Carryover Total Budget $520,127 $0 $0 $0 $0 $0 $520,127 $520,127 $0 $0 $0 $0 $0 $520,127 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Agua Fria Booster Station - Phase II Project Number: UT00501 Project Location: Agua Fria Booster Station Council District: Mesquite Live Peoria Goal: Superior Public Services 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 Design FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Water Expansion Base $0 $0 $0 $0 $500,000 $0 $500,000 Construction Water Expansion Base $0 $0 $0 $0 $782,178 $3,861,386 $4,643,564 Chargebacks Water Expansion Base $0 $0 $0 $0 $15,000 $24,000 $39,000 Arts Water Expansion $0 $0 $0 $0 $12,822 $38,614 $51,436 $0 $0 $0 $0 $1,310,000 $3,924,000 $5,234,000 Base Total Budget Arrowhead Shores Site Rehabilitation Project Number: UT00312 Project Location: Betty Elyse Ln and 87th Ave Council District: Ironwood Live Peoria Goal: Superior Public Services Description: This project includes the complete site rehabilitation of the Arrowhead Shores Reservoir/Booster Pump 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 Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction Water Expansion Carryover $336,455 $0 $0 $0 $0 $0 Carryover Total Budget $85,671 $0 $0 $0 $0 $0 $85,671 $422,126 $0 $0 $0 $0 $0 $422,126 Category Construction Water Fund 378 Total $336,455 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Asset Management Program Project Number: UT00256 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This project provides funding to complete an analysis of our existing Water Services assets, and update databases that are currently used to track equipment condition. Once this study is completed, the second phase of the project would be the purchase and implementation of asset management software. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Study Wastewater Fund Carryover $28,066 $0 $0 $0 $0 $0 Study Water Fund Carryover $68,655 $0 $0 $0 $0 $0 $68,655 Study Wastewater Fund Base $200,000 $50,000 $0 $0 $0 $0 $250,000 Study Water Fund Base Total Budget Total $28,066 $200,000 $50,000 $0 $0 $0 $0 $250,000 $496,721 $100,000 $0 $0 $0 $0 $596,721 Bailey Well Site Improvements Project Number: UT00414 Project Location: Cactus Rd and 75th Av Council District: Palo Verde Live Peoria Goal: Superior Public Services Description: The Bailey Well Site (W108) is located near the southwest corner of 75th Avenue and Cactus Road. This project will fund well site improvements including a new wall and access gates, site grading, site lighting and a new dry well to bring the site up to current City standards. Budget by Fiscal Year Category Funding Source Design Water Fund Construction Water Fund Carryover / Base Base Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $48,000 $0 $0 $0 $0 $0 $48,000 $488,500 $0 $0 $0 $0 $0 $488,500 $536,500 $0 $0 $0 $0 $0 $536,500 379 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water CAP Pump Station Rehabilitation - Quintero Project Number: UT00274 Project Location: 163rd Av & Jomax Rd Council District: Mesquite Live Peoria Goal: Superior Public Services 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 Construction W/S Rev Bonds (Wtr) Construction Water Fund Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $3,272,632 $0 $0 $0 $0 $0 Base Total Budget $425,000 $0 $0 $0 $0 $0 $425,000 $3,697,632 $0 $0 $0 $0 $0 $3,697,632 Total $3,272,632 Desert Harbor Well Rehabilitation Project Number: UT00510 Project Location: 91st Av and Greenway Rd to Arrowhead Shores Well Council District: Ironwood Live Peoria Goal: Superior Public Services 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. In addition to rehabilitation of the waterline, the site will be brought up to current City standards. Design for this project has already been completed. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction Water Fund Base $0 $0 $0 $1,400,000 $0 $0 Chargebacks Water Fund Base $0 $0 $0 $7,500 $0 $0 $7,500 Arts Water Fund $0 $0 $0 $14,000 $0 $0 $14,000 $0 $0 $0 $1,421,500 $0 $0 $1,421,500 Base Total Budget 380 Total $1,400,000 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water El Mirage Road Waterline Upsizing Project Number: UT00430 Project Location: El Mirage Rd - Lone Mntn to Westland Reservoir Council District: Mesquite Live Peoria Goal: Smart Growth 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 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 Construction Water Expansion Arts Water Expansion Carryover / Base Base Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $1,700,000 $0 $0 $0 $0 $0 $17,000 $0 $0 $17,000 $0 $0 $0 $1,717,000 $0 $0 $1,717,000 $1,700,000 Fire Hydrant Infill and Replacement Project Number: UT00204 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services 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 10,100 fire hydrants in our water distribution system. This program will provide for replacement of approximately 16 hydrants per year. Budget by Fiscal Year Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Construction Water Fund Base $161,584 $161,584 $161,584 $161,584 $161,584 $807,920 $1,615,840 Chargebacks Water Fund Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Arts Water Fund $0 $1,616 $1,616 $1,616 $1,616 $8,080 $14,544 $161,584 $168,200 $168,200 $168,200 $168,200 $841,000 $1,675,384 Category Funding Source Base Total Budget 381 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Greenway WTP 8 MGD Expansion Project Number: UT00311 Project Location: Greenway Water Treatment Plant Council District: Palo Verde Live Peoria Goal: Superior Public Services 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 Design Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Future WIFA Revenue B Base $0 $0 $0 $0 $0 $3,521,584 $3,521,584 Construction Future WIFA Revenue B Base $0 $0 $0 $0 $0 $27,710,176 $27,710,176 Chargebacks Future WIFA Revenue B Base $0 $0 $0 $0 $0 $150,000 $150,000 Arts Future WIFA Revenue B Base Total Budget $0 $0 $0 $0 $0 $309,618 $309,618 $0 $0 $0 $0 $0 $31,691,378 $31,691,378 Greenway WTP Equipment Upgrade and Replacement Project Number: UT00316 Project Location: Greenway Water Treatment Plant Council District: Palo Verde Live Peoria Goal: Superior Public Services Description: The Greenway Water Treatment Plant was constructed in 2001, and like any critical facility, requires equipment and component replacement and rehabilitation on a periodic basis to ensure continuous and reliable operation. Projects may involve any items necessary for the water treatment process, but typically include equipment such as pumps, motors, mixers, influent screens, chemical treatment components, and miscellaneous building and site improvements. Budget by Fiscal Year Category Funding Source Equipment Water Fund Carryover / Base FY 2021 Base Total Budget $1,135,000 $302,000 $102,000 $102,000 $178,000 $566,000 $2,385,000 $1,135,000 $302,000 $102,000 $102,000 $178,000 $566,000 $2,385,000 FY 2022 382 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Integrated Water Utility Master Plan (IWUMP) Project Number: UT00271 Project Location: Citywide Council District: Various Live Peoria Goal: Smart Growth 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. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Expansion Base $0 Study Wastewater Fund Base $0 Study Water Expansion Base $0 Study Water Expansion Base $0 Study Water Fund Base Total Budget FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $24,603 $0 $0 $0 $0 $24,603 $166,497 $120,100 $0 $0 $0 $286,597 $33,855 $22,547 $0 $0 $0 $56,402 $14,045 $9,353 $0 $0 $0 $23,398 $0 $131,000 $88,000 $0 $0 $0 $219,000 $0 $370,000 $240,000 $0 $0 $0 $610,000 Jomax Booster Station Upgrades Project Number: UT00285 Project Location: Jomax Rd and Terramar Blvd Council District: Mesquite Live Peoria Goal: Superior Public Services 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 Study Water Fund Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Carryover $3,520 $0 $0 $0 $0 $0 $3,520 Construction Outside Sources Carryover $85,000 $0 $0 $0 $0 $0 $85,000 Construction Water Expansion Carryover $2,146,716 $0 $0 $0 $0 $0 $2,146,716 Construction Water Expansion Carryover $94,643 $0 $0 $0 $0 $0 $94,643 Construction Water Fund Carryover $415,268 $0 $0 $0 $0 $0 $415,268 Base Total Budget $500,000 $0 $0 $0 $0 $0 $500,000 $3,245,147 $0 $0 $0 $0 $0 $3,245,147 Construction Water Expansion 383 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Jomax Waterline - Loop 303 to El Mirage Road Project Number: UT00503 Project Location: Jomax Blvd and El Mirage Rd Council District: Mesquite Live Peoria Goal: Superior Public Services 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 Category Funding Source Carryover / Base Design FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Water Expansion Base $0 $0 $0 $0 $0 $150,000 $150,000 Construction Water Expansion Base $0 $0 $0 $0 $0 $1,800,000 $1,800,000 Chargebacks Water Expansion Base $0 $0 $0 $0 $0 $32,000 $32,000 Arts Water Expansion $0 $0 $0 $0 $0 $19,500 $19,500 $0 $0 $0 $0 $0 $2,001,500 $2,001,500 Base Total Budget Lake Plsnt Pkwy 24-inch Waterline; Loop 303 - SR74 Project Number: UT00269 Project Location: Lake Pleasant Pkwy; Loop 303 to SR74 Council District: Mesquite Live Peoria Goal: Smart Growth Description: This project is part of the infrastructure necessary to gain access to the Lake Pleasant Water Treatment Plant (LPWTP), but will also provide water for future development north of the Loop 303. Funding is provided for installation of a 24-inch waterline and appurtenances on Lake Pleasant Parkway from Loop 303 to a future take out structure south of LPWTP. Budget by Fiscal Year Category Funding Source Carryover / Base Other Water Expansion Other Water Fund FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Base $0 $0 $0 $0 $0 $260,956 $260,956 Base $0 $0 $0 $0 $0 $554,984 $554,984 Construction Water Expansion Base $0 $0 $0 $0 $0 $4,934,968 $4,934,968 Construction Water Fund Base $0 $0 $0 $0 $0 $535,637 $535,637 Chargebacks Water Expansion Base $0 $0 $0 $0 $0 $73,262 $73,262 Chargebacks Water Fund Base $0 $0 $0 $0 $0 $22,591 $22,591 Arts Water Expansion Base $0 $0 $0 $0 $0 $49,350 $49,350 Arts Water Fund $0 $0 $0 $0 $0 $5,356 $5,356 $0 $0 $0 $0 $0 $6,437,104 $6,437,104 Base Total Budget 384 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water LPH Mystic Water Oversizing Project Number: UT00445 Project Location: Lake Pleasant Heights Development Council District: Mesquite Live Peoria Goal: Superior Public Services 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 2021 FY 2022 Construction Water Expansion Carryover $261,097 Construction Water Expansion Base $69,930 Category Arts Water Expansion Base Total Budget FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $0 $0 $261,097 $0 $94,538 $0 $0 $0 $164,468 $0 $0 $945 $0 $0 $0 $945 $331,027 $0 $95,483 $0 $0 $0 $426,510 Miscellaneous Local Waterline Improvements Project Number: UT00203 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This program provides funding to upgrade the City's existing water distribution system to ensure its continued efficient and reliable operation. These funds may be used to replace system isolation valves, pipe and other appurtenances that have reached or exceeded their life expectancy. In addition, this project may construct water line extensions in advance of street improvement projects. Budget by Fiscal Year Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Construction Water Fund Base $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 $2,500,000 Chargebacks Water Fund Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Arts Water Fund $0 $2,500 $2,500 $2,500 $2,500 $12,500 $22,500 $250,000 $257,500 $257,500 $257,500 $257,500 $1,287,500 $2,567,500 Category Funding Source Base Total Budget MOC Reservoir (R101) Site Improvements Project Number: UT00434 Project Location: Municipal Operations Center Council District: Acacia Live Peoria Goal: Superior Public Services 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 Design Water Fund Carryover / Base FY 2021 Carryover Total Budget $427,822 $0 $0 $0 $0 $0 $427,822 $427,822 $0 $0 $0 $0 $0 $427,822 FY 2022 385 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water New River Utility Co. Acquisition & Improvements Project Number: UT00390 Project Location: Deer Valley Rd./Beardsley Rd. & 83rd Ave Council District: Willow Live Peoria Goal: Superior Public Services 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Water Fund Carryover $1,500,000 $0 $0 $0 $0 $0 Water Fund Carryover Total Budget $1,000,000 $0 $0 $0 $0 $0 $1,000,000 $2,500,000 $0 $0 $0 $0 $0 $2,500,000 Category Funding Source Other Other Total $1,500,000 Patterson Reservoir - Existing Well Connection Project Number: UT00328 Project Location: 107th Ave - Deer Valley to Williams Rd Council District: Willow Live Peoria Goal: Superior Public Services 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 waterline, as needed, to connect three existing well sites to the Patterson Reservoir (W211) 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 Construction Water Fund Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Construction Water Fund Base $0 $0 $0 $0 $0 $6,392,866 $6,392,866 Chargebacks Water Fund Base $0 $0 $0 $0 $0 $30,000 $30,000 Arts Water Fund $0 $0 $0 $0 $0 $63,928 $63,928 $200,000 $0 $0 $0 $0 $6,486,794 $6,686,794 Category Funding Source Base Total Budget 386 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Pyramid Peak Water Treatment Plant - Upgrades Project Number: UT00037 Project Location: Pyramid Peak Water Treatment Plant Council District: Mesquite Live Peoria Goal: Smart Growth 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 11 MGD 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 Category Funding Source Construction W/S Rev Bonds (Wtr) Carryover / Base FY 2021 Carryover Total Budget $4,549,465 $0 $0 $0 $0 $0 $4,549,465 $4,549,465 $0 $0 $0 $0 $0 $4,549,465 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Pyramid Peak Water Treatment Plant Expansion Project Number: UT00334 Project Location: Pyramid Peak Water Treatment Plant Council District: Mesquite Live Peoria Goal: Smart Growth 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 Category Funding Source Other Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total WIFA Revenue Bonds Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Construction WIFA Revenue Bonds Carryover $1,457,174 $0 $0 $0 $0 $0 $1,457,174 Construction WIFA Revenue Bonds Carryover $49,013,733 $0 $0 $0 $0 $0 $49,013,733 Construction Water Expansion Carryover $1,362,311 $0 $0 $0 $0 $0 $1,362,311 Construction Water Expansion Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Construction Water Expansion Carryover $153,000 $0 $0 $0 $0 $0 $153,000 Construction Water Fund Carryover $355,516 $0 $0 $0 $0 $0 $355,516 Base Total Budget $1,669,125 $0 $0 $0 $0 $0 $1,669,125 $54,185,859 $0 $0 $0 $0 $0 $54,185,859 Other Water Expansion 387 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Quintero WTP Equipment Upgrade and Replacement Project Number: UT00418 Project Location: Quintero Water Treatment Plant Council District: Mesquite Live Peoria Goal: Superior Public Services Description: The Quintero Water Treatment Plant was constructed in 2005, and like any critical facility, requires equipment and component replacement and rehabilitation 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 FY 2021 Water Fund Carryover $193,430 $0 $0 $0 $0 $0 Water Fund Base Total Budget $150,000 $100,000 $50,000 $50,000 $50,000 $250,000 $650,000 $343,430 $100,000 $50,000 $50,000 $50,000 $250,000 $843,430 Category Funding Source Other Equipment FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $193,430 Reclaimed Water Master Plan Implementation Project Number: UT00505 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction Wastewater Fund Base $1,485,149 $2,245,792 $0 $0 $0 $0 $3,730,941 Construction Water Fund Base $4,455,446 $6,737,376 $0 $0 $0 $0 $11,192,822 Arts Wastewater Fund Base $0 $22,458 $0 $0 $0 $0 $22,458 Arts Water Fund $0 $67,374 $0 $0 $0 $0 $67,374 $5,940,595 $9,073,000 $0 $0 $0 $0 $15,013,595 Category Funding Source Base Total Budget 388 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water SCADA Equipment Replacement Project Number: UT00266 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This program 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. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Equipment Wastewater Fund Base $225,000 $225,000 $275,000 $275,000 $75,000 $375,000 $1,450,000 Equipment Water Fund $225,000 $225,000 $275,000 $275,000 $75,000 $375,000 $1,450,000 $450,000 $450,000 $550,000 $550,000 $150,000 $750,000 $2,900,000 Base Total Budget Sports Complex/W115 Well Connection Project Number: UT00327 Project Location: Peoria Sports Complex Council District: Willow Live Peoria Goal: Superior Public Services 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Construction Water Expansion Base $0 $0 $0 $647,418 $0 $0 $647,418 Construction Water Fund Base $0 $0 $0 $2,200,096 $0 $0 $2,200,096 Arts Water Expansion Base $0 $0 $0 $6,474 $0 $0 $6,474 Arts Water Fund $0 $0 $0 $22,001 $0 $0 $22,001 $0 $0 $0 $2,875,989 $0 $0 $2,875,989 Base Total Budget 389 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Sweetwater Well Site Rehabilitation Project Number: UT00442 Project Location: 12740 N. 91st Avenue Council District: Palo Verde Live Peoria Goal: Superior Public Services 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, 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Construction Water Expansion Base $0 $0 $250,000 $0 $0 $0 $250,000 Construction Water Fund Base $0 $0 $0 $2,217,484 $0 $0 $2,217,484 Chargebacks Water Expansion Base $0 $0 $3,716 $0 $0 $0 $3,716 Chargebacks Water Fund Base $0 $0 $0 $3,716 $0 $0 $3,716 Arts Water Expansion Base $0 $0 $2,500 $0 $0 $0 $2,500 Arts Water Fund $0 $0 $0 $22,175 $0 $0 $22,175 $0 $0 $256,216 $2,243,375 $0 $0 $2,499,591 Base Total Budget Technology and Security Master Plan Project Number: UT00304 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Study Water Expansion Carryover $171,000 $0 $0 $0 $0 $0 $171,000 Study Water Expansion Carryover $13,500 $0 $0 $0 $0 $0 $13,500 Study Water Expansion Carryover Total Budget $30,500 $0 $0 $0 $0 $0 $30,500 $215,000 $0 $0 $0 $0 $0 $215,000 390 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Terramar Booster Pump Station Rehabilitation Project Number: UT00412 Project Location: Jomax Rd and Terramar Blvd Council District: Mesquite Live Peoria Goal: Superior Public Services 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $3,050,000 $0 $0 $0 $0 $0 Base Total Budget $500,000 $0 $0 $0 $0 $0 $500,000 $3,550,000 $0 $0 $0 $0 $0 $3,550,000 Funding Source Construction W/S Rev Bonds (Wtr) Construction Water Fund Total $3,050,000 Utility Billing System Project Number: UT00160 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Services 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 Funding Source Carryover / Base Other Stormwater Fund Other Residential Solid Waste Other Other FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Base $0 Base $0 Commercial Solid Waste Base Wastewater Expansion Base Other Wastewater Expansion Other Other Other Water Fund $0 $75,000 $0 $0 $0 $75,000 $0 $500,000 $0 $0 $0 $500,000 $0 $0 $240,000 $0 $0 $0 $240,000 $0 $0 $60,000 $0 $0 $0 $60,000 Base $0 $0 $100,000 $0 $0 $0 $100,000 Wastewater Fund Base $0 $0 $600,000 $0 $0 $0 $600,000 Water Expansion Base $0 $0 $35,000 $0 $0 $0 $35,000 $0 $0 $1,200,000 $0 $0 $0 $1,200,000 $0 $0 $2,810,000 $0 $0 $0 $2,810,000 Base Total Budget 391 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Water & Wastewater Rate Study Project Number: UT00298 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Services 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 system's 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Residential Solid Waste Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Commercial Solid Waste Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Study Wastewater Fund Carryover $63,345 $0 $0 $0 $0 $0 $63,345 Study Water Fund Carryover $80,000 $0 $0 $0 $0 $0 $80,000 Study Wastewater Fund $0 $0 $50,000 $0 $0 $100,000 $150,000 Study Water Fund Category Funding Source Study Study Base Base Total Budget Total $0 $0 $50,000 $0 $0 $100,000 $150,000 $218,345 $0 $100,000 $0 $0 $200,000 $518,345 Water Facility Reconditioning Project Number: UT00206 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This program will upgrade and recondition over 40 existing water distribution and production facilities. Water Services staff will prioritize projects to be included in this program based on operational needs and facility condition. Types of projects included under this program are water reservoir rehabilitation, booster pump station upgrades and rehabilitation, and various site improvements. Budget by Fiscal Year Carryover / Base FY 2021 Construction Water Fund Carryover $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Construction Water Fund Base $800,000 $800,000 $800,000 $800,000 $800,000 $4,000,000 $8,000,000 $0 $8,000 $8,000 $8,000 $8,000 $40,000 $72,000 $2,300,000 $808,000 $808,000 $808,000 $808,000 $4,040,000 $9,572,000 Category Arts Funding Source Water Fund Base Total Budget FY 2022 392 FY 2023 FY 2024 FY 2025 FY 26-30 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Water Line Assessment and Replacement Project Number: UT00335 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services 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. Budget by Fiscal Year Category Funding Source Construction Water Fund Design Water Fund Construction Water Fund Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Carryover $300,000 $0 $0 $0 $0 $0 Base $50,000 $0 $0 $0 $0 $0 $50,000 $2,198,020 $0 $0 $0 $0 $0 $2,198,020 $2,548,020 $0 $0 $0 $0 $0 $2,548,020 Base Total Budget Total $300,000 Water Meter Replacement Program Project Number: UT00326 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Services 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 Equipment Water Fund Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Carryover $1,590 $0 $0 $0 $0 $0 $1,590 Construction Wastewater Fund Carryover $208,173 $0 $0 $0 $0 $0 $208,173 Construction Water Fund Carryover $83,591 $0 $0 $0 $0 $0 $83,591 $0 $0 $0 $0 $0 $4,863,465 $4,863,465 $9,741,535 $9,741,535 Equipment Wastewater Fund Equipment Water Fund Base Base Total Budget $0 $0 $0 $0 $0 $293,354 $0 $0 $0 $0 $14,605,000 $14,898,354 Water System Additional R&M Expense Project Number: UT00438 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This project will provide for major repair, maintenance, assessment and rehabilitation of our water distribution and treatment infrastructure. Budget by Fiscal Year Category Funding Source Construction Water Fund Arts Water Fund Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Base $883,750 $883,750 $883,750 $883,750 $883,750 $4,418,750 $8,837,500 $0 $8,838 $8,838 $8,838 $8,838 $44,190 $79,542 $883,750 $892,588 $892,588 $892,588 $892,588 $4,462,940 $8,917,042 Base Total Budget 393 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Water/Wastewater Hydraulic Model Update Project Number: UT00428 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services 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 Category Funding Source Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Study Wastewater Fund Carryover $180,000 $0 $0 $0 $0 $0 Study Water Fund Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Study Wastewater Fund Base $25,000 $25,000 $25,000 $25,000 $0 $0 $100,000 Study Water Fund Base Total Budget Total $180,000 $25,000 $25,000 $25,000 $25,000 $0 $0 $100,000 $250,000 $50,000 $50,000 $50,000 $0 $0 $400,000 Water/Wastewater/Expansion Fee Update Project Number: UT00070 Project Location: Citywide Council District: All Live Peoria Goal: Smart Growth 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 and Budget Department. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Study Wastewater Expansion Study Wastewater Expansion Base $0 $0 $20,500 $0 $0 $20,500 $41,000 Base $0 $0 $29,500 $0 $0 $29,500 Study $59,000 Water Expansion Base $0 $0 $25,000 $0 $0 $25,000 $50,000 Study Water Expansion Base $0 $0 $20,000 $0 $0 $20,000 $40,000 Study Water Expansion $0 $0 $5,000 $0 $0 $5,000 $10,000 $0 $0 $100,000 $0 $0 $100,000 $200,000 Base Total Budget 394 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Weedville Well Site Rehabilitation Project Number: UT00441 Project Location: 14017 N. 73rd Avenue Council District: Palo Verde Live Peoria Goal: Superior Public Services 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, and 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction Water Expansion Carryover $1,029,975 $0 $0 $0 $0 $0 Construction Water Expansion Base $292,072 $0 $0 $0 $0 $0 $292,072 $1,807,928 $0 $0 $0 $0 $0 $1,807,928 $3,129,975 $0 $0 $0 $0 $0 $3,129,975 Category Construction Water Fund Base Total Budget Total $1,029,975 Wellhead Water Quality Mitigation Project Number: UT00272 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services 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 Carryover / Base FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction W/S Rev Bonds (Wtr) Carryover $2,324,807 $0 $0 $0 $0 $0 $2,324,807 Construction Water Expansion Carryover $424,035 $0 $0 $0 $0 $0 $424,035 Construction Water Expansion Carryover Total Budget $684,495 $0 $0 $0 $0 $0 $684,495 $3,433,337 $0 $0 $0 $0 $0 $3,433,337 Category Funding Source 395 Total City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water Wells - New Construction Project Number: UT00117 Project Location: Citywide Council District: Various Live Peoria Goal: Smart Growth 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 Category Funding Source Carryover / Base Study FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Water Expansion Carryover $3,831 $0 $0 $0 $0 $0 $3,831 Land Acquisiti Water Expansion Carryover $70,000 $0 $0 $0 $0 $0 $70,000 Construction Water Expansion Carryover $1,230,001 $0 $0 $0 $0 $0 $1,230,001 Construction Water Expansion Carryover $20,522 $0 $0 $0 $0 $0 $20,522 $0 $200,000 Study Water Expansion Base $0 $0 $0 $200,000 $0 Land Acquisiti Water Expansion Base $0 $0 $0 $0 $80,000 $0 $80,000 Equipment Water Expansion Base $0 $0 $0 $0 $0 $2,200,000 $2,200,000 Design Water Expansion Base $0 $250,000 $0 $0 $0 $220,000 $470,000 Construction Water Expansion Base $0 $0 $2,000,000 $0 $1,100,000 $0 $3,100,000 Chargebacks Water Expansion Base $0 $8,640 $44,720 $3,250 $3,250 $53,360 $113,220 Arts Water Expansion $0 $2,500 $20,000 $0 $11,000 $2,200 $35,700 $1,324,354 $261,140 $2,064,720 $203,250 $1,194,250 $2,475,560 $7,523,274 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total $0 $0 $0 $33,100 $33,100 $231,700 $297,900 Total Operating Impacts $0 $0 $0 $33,100 $33,100 $231,700 $297,900 Base Total Budget 396 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water West Agua Fria Water Lines Project Number: UT00170 Project Location: Vistancia Development Council District: Mesquite Live Peoria Goal: Smart Growth 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 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Construction Water Expansion Carryover $975,987 $0 $0 $0 $0 $0 Construction Water Fund Carryover $310,800 $0 $0 $0 $0 $0 $310,800 $235,500 $1,272,000 $0 $0 $0 $1,507,500 $584,250 Category Total $975,987 Construction Water Expansion Base $0 Construction Water Fund Base $584,250 $0 $0 $0 $0 $0 $0 $2,355 $12,720 $0 $0 $0 $15,075 $1,871,037 $237,855 $1,284,720 $0 $0 $0 $3,393,612 Arts Water Expansion Base Total Budget Westland Reservoir/Booster Station - Phase II Project Number: UT00502 Project Location: Westland Reservoir Council District: Mesquite Live Peoria Goal: Superior Public Services 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 Carryover / Base Design FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Water Expansion Base $0 $0 $0 $0 $600,000 $0 $600,000 Construction Water Expansion Base $0 $0 $0 $0 $2,450,000 $3,000,000 $5,450,000 Chargebacks Water Expansion Base $0 $0 $0 $0 $20,500 $65,000 $85,500 Arts Water Expansion $0 $0 $0 $0 $30,500 $30,000 $60,500 $0 $0 $0 $0 $3,101,000 $3,095,000 $6,196,000 Base Total Budget 397 City of Peoria FY 2021 Annual Program Budget Capital Improvement Program Water White Mountain Apache Tribe Water Rights Purchase Project Number: UT00234 Project Location: CAP Canal Council District: All Live Peoria Goal: Smart Growth Description: This project addresses a potential future shortage of renewable water resources as identified in the 2015 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 Other Water Resource Carryover / Base FY 2021 Base Total Budget $0 $0 $0 $1,758,020 $541,176 $1,468,186 $3,767,382 $0 $0 $0 $1,758,020 $541,176 $1,468,186 $3,767,382 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 Total Zone 1/2 PRV Upgrades (91st and Cactus) Project Number: UT00261 Project Location: 91st Av and Cactus Rd Council District: Palo Verde Live Peoria Goal: Superior Public Services 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 2021 Construction Water Fund Carryover Construction Water Fund Base Chargebacks Water Fund Base Arts Water Fund Category Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $150,000 $0 $0 $0 $0 $0 $150,000 $0 $1,300,000 $0 $0 $0 $0 $1,300,000 $0 $36,000 $0 $0 $0 $0 $36,000 $0 $13,000 $0 $0 $0 $0 $13,000 $150,000 $1,349,000 $0 $0 $0 $0 $1,499,000 Operating Impacts FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 26-30 $0 $5,400 $5,400 $5,400 $5,400 $27,000 $48,600 Total Operating Impacts $0 $5,400 $5,400 $5,400 $5,400 $27,000 $48,600 Base Total Budget 398 Total Total Schedules 399 Schedules 400 City of Peoria FY 2021 Annual Program Budget Schedules Schedules The schedules summarize the City’s financial activities in a comprehensive, numeric format. These include detailed tables on the following functions: • • • • • • • • • • • • • • • • • • • • Schedule 1 starts with beginning balances for each fund and tracks the money coming in, tracks the money going out, and arrives at a projected ending balance for each fund. Schedule 2 is a multi-year look at all revenues (money in). Schedule 3 is a multi-year look at all operating, day-to-day expenditures (money out). Schedule 4 is an examination of transfers or charges for services performed by departments within the city for other city departments. Schedule 5 is a list of the City’s tax levy and rate. Schedule 6 is a multi-year listing of personnel by department. Schedule 7 is a multi-year look at personnel by position. Schedule 8 is a list of the City’s debt obligations and payment requirements. Schedule 9 is a list of operating capital expenditures over $5,000. Schedule 10 is a list of the City’s Capital Improvement Projects for the upcoming year. Schedule 11 is a summary of new budget requests, called “supplementals.” Schedule 12 is a list of projected Streetlight and Maintenance Improvement Districts revenues. Schedule 13 is a view of Sources and Uses by fund type and account category. Schedule 14 is State of Arizona Auditor General Schedule A which shows the estimated revenues and expenditures. Schedule 15 is State of Arizona Auditor General Schedule B which summarizes the tax levy and tax rate information. Schedule 16 is State of Arizona Auditor General Schedule C which is a summary of the fund type of revenues other than property taxes. Schedule 17 is State of Arizona Auditor General Schedule D which shows the fund type of other financing sources/uses and interfund transfers. Schedule 18 is State of Arizona Auditor General Schedule E which summarizes by the department expenditures within each fund type. Schedule 19 is State of Arizona Auditor General Schedule F which is a summary of fund expenditures/expenses by department. Schedule 20 is State of Arizona Auditor General Schedule G which is a summary of the number of Full-Time Equivalent Employees and estimated Personnel Compensation by fund type. 401 Schedule 1 - All Funds Summary FUND NAME 1 General Fund 2 Half Cent Sales Tax Fund 3 Other Reserve Funds ESTIMATED BALANCE 7/1/20 PROJECTED REVENUES TRANSFERS IN TOTAL SOURCES $71,285,540 $30,209,038 $5,063,343 $141,024,201 $19,275,560 $90,000 $9,036,424 $1,950,000 $221,346,165 $49,484,598 $7,103,343 $106,557,921 $160,389,761 $10,986,424 $277,934,106 $10,167,770 $6,766 $911 $21,142,658 $31,607,835 $416,229 $17 $635,019 $2,006,568 $469,474 $14,105,000 $1,062,613 $89,544 $11,929,660 $9,731,496 $526,948 $915,871 $17,400 $729,907 $5,036,551 $678,000 $2,062,613 $4,187,000 - $26,335,383 $1,069,379 $90,455 $33,072,318 $41,339,331 $526,948 $5,519,100 $17,417 $1,364,926 $7,043,119 $1,147,474 Total Special Revenue Funds $66,453,247 $44,822,990 $6,249,613 $117,525,850 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 $23,852,268 $10,411,934 $12,333,614 $50,604,958 $15,689,793 $9,430,897 $7,951,409 $7,323,758 $1,828,016 $2,126,500 $703 $395,303 $1,228,059 $50,917,051 $1,765,670 $4,292,299 $16,912,740 $24,895,217 $302,507 $768,324 $6,589,530 $12,650,536 $2,457,512 $1,711,345 $3,274,000 $343,291 $130,000 $2,577,237 $152,241 $2,120,295 - $74,769,319 $12,307,604 $16,625,913 $67,517,698 $43,162,247 $9,885,645 $8,719,733 $6,589,530 $19,974,294 $4,285,528 $3,837,845 $703 $5,789,598 $1,571,350 $143,177,212 $126,880,022 $4,979,773 $275,037,007 $328,970 $9,280,663 $16,565,477 $43,460 $1,139,054 $831,989 $168,378 $6,002,500 $2,838,448 $26,070,685 $6,860,084 $10,007,719 $782,863 - $55,000 $2,750,000 $941,537 $799,713 $75,000 $6,331,470 $12,174,111 $45,386,162 $6,903,544 $12,088,310 $2,414,565 $243,378 $28,357,991 $52,562,299 $4,621,250 $85,541,540 $10,645 - $300 - $15,300 - $26,245 - $15,300 Total General & Other 4 Streets 5 Streetlight Improvement Districts 6 Maintenance Improvement Districts 7 Transportation Sales Tax Fund 8 Development Fee Funds 9 Public Housing 10 Home and Housing Grants 11 Transit 12 Attorney Grants 13 Public Safety Grants 14 Other Grants 15 Community Service Grants Total Enterprise Funds 32 Fleet Maintenance 33 Fleet Reserve 34 Insurance Reserve 35 Facilities Maintenance 36 Information Technology 37 Information Technology Reserve 38 Information Technology Projects Total Internal Service Funds 39 Fireman's Pension 40 Agency Funds Total Trust & Agency Funds $10,645 $300 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 $6,588,091 $66,226 $10,612,271 - $23,719,823 $1,137,905 $3,487,688 - $30,307,914 $66,226 $11,750,176 $3,487,688 $17,266,588 $28,345,416 - $45,612,004 $15,018,872 $8,518,784 - $19,475,804 $280,929 - $3,975,284 - $34,494,676 $12,774,997 - Total Capital Projects Funds 48 General Obligation Bonds 49 Other Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total $26,245 $23,537,656 $19,756,733 $3,975,284 $47,269,673 $385,361,260 $432,757,521 $30,827,644 $848,946,425 402 Schedule 1 - All Funds Summary TOTAL USES ESTIMATED BALANCE 6/30/21 $5,560,193 $11,880,305 - $211,090,835 $42,434,581 $6,973,560 $10,255,330 $7,050,017 $129,783 $243,058,478 $17,440,498 $260,498,976 $17,435,130 $20,450,231 $22,547,497 $19,596,356 $526,948 $5,325,433 $17,400 $779,859 $5,560,149 $620,506 $1,062,613 $89,544 $8,704,598 $4,820 $226,093 - $20,450,231 $1,062,613 $89,544 $31,252,095 $19,596,356 $526,948 $5,325,433 $17,400 $784,679 $5,786,242 $620,506 $5,885,152 $6,766 $911 $1,820,223 $21,742,975 $193,667 $17 $580,247 $1,256,877 $526,968 $8,250,000 $75,424,379 $10,087,668 $85,512,047 $32,013,803 $2,000,000 $250,000 $200,000 $1,500,000 $150,000 $100,000 $500,000 $250,000 $50,000 $50,000 $125,000 $64,300,739 $1,934,888 $14,565,907 $67,517,698 $30,157,297 $649,241 $7,377,425 $6,589,530 $13,301,605 $2,727,782 $2,572,000 $5,500,397 $593,500 $2,947,237 $272,241 - $67,247,976 $1,934,888 $14,565,907 $67,517,698 $30,429,538 $649,241 $7,377,425 $6,589,530 $13,301,605 $2,727,782 $2,572,000 $5,500,397 $593,500 $7,521,343 $10,372,716 $2,060,006 $12,732,709 $9,236,404 $1,342,308 $6,672,689 $1,557,746 $1,265,845 $703 $289,201 $977,850 $5,175,000 $217,788,009 $3,219,478 $221,007,487 $54,029,520 $200,000 $125,000 $1,500,000 $50,000 $75,000 - $6,268,837 $3,314,208 $27,710,609 $6,843,785 $11,228,381 $1,947,173 $103,000 $80,000 - $6,268,837 $3,314,208 $27,710,609 $6,843,785 $11,308,381 $1,947,173 $103,000 $62,633 $8,859,903 $17,675,553 $59,759 $779,929 $467,392 $140,378 $1,950,000 $57,415,993 $80,000 $57,495,993 $28,045,547 $21,000 - $5,245 - OPERATIONS CAPITAL PROJECTS LONG-TERM TOTAL TRANSFERS DEBT OUT CONTINGENCY EXPENDITURE $165,864,559 $2,846,456 - $5,516,083 $2,707,820 $6,573,560 - $34,150,000 $25,000,000 $400,000 $205,530,642 $30,554,276 $6,973,560 $168,711,015 $14,797,463 - $59,550,000 $11,154,696 $174,696 $3,538,600 $526,948 $5,275,433 $17,400 $779,859 $1,862,129 $620,506 $8,795,535 $18,872,801 $15,282,756 $273,020 - - $500,000 $3,500,000 $775,000 $50,000 $3,425,000 - $23,950,267 $43,224,112 - $28,152,869 $1,684,888 $197,757 $12,532,997 $499,241 $12,549,021 $2,412,966 $2,522,000 $5,450,397 $317,000 $25,169,230 $14,168,150 $67,517,698 $8,738,477 $7,277,425 $6,589,530 $252,584 $64,816 $151,500 $8,978,640 $7,385,823 - $66,319,136 $129,929,410 $16,364,463 $6,068,837 $3,189,208 $26,210,609 $6,843,785 $11,178,381 $606,173 $103,000 $1,266,000 - - $54,199,993 $1,266,000 - $21,000 - - - $21,000 - - $15,000 - $30,143,420 $10,888,931 $3,487,688 - $15,000 $44,520,039 $18,345,932 $7,541,170 - $45,000 - - - $21,000 - - - $21,000 - $21,000 $5,245 $100,000 $500,000 - $30,258,420 $11,388,931 $3,487,688 - $30,258,420 $11,388,931 $3,487,688 $49,494 $66,226 $361,245 - $600,000 $45,135,039 - $45,135,039 $476,965 $125,000 $100,000 - $18,470,932 $7,686,170 - - $18,470,932 $7,686,170 - $16,023,744 $5,088,827 - $45,000 - $25,887,102 $225,000 $26,157,102 - $26,157,102 $21,112,571 $313,261,411 $233,737,024 $42,251,565 $75,750,000 $665,000,000 $30,827,644 $695,827,644 $153,118,781 403 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 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget $30,202 $5,677,199 $22,952 $63,413 $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 $38,315 $5,059,539 $16,632 $40,715 $8,329,641 $1,176,964 $1,787,140 $0 $1,056,065 $2,025,912 $0 $26,763,841 $890,048 $2,459,021 $0 $387,646 $106,544 $742,773 $1,249,067 $4,169,989 $5,969 $53,930 $3,262,607 $1,659,902 $3,100 $61,285,361 $25,000 $5,200,000 $17,500 $30,000 $8,000,000 $1,202,000 $1,841,000 $0 $900,000 $2,046,000 $0 $25,575,000 $700,000 $2,700,000 $0 $450,000 $75,000 $400,000 $1,250,000 $4,514,821 $0 $35,000 $3,386,400 $1,700,000 $4,900 $60,052,621 $22,000 $2,900,000 $15,400 $26,400 $7,040,000 $1,057,760 $1,620,080 $0 $792,000 $1,800,480 $0 $22,506,000 $616,000 $2,376,000 $0 $396,000 $66,000 $352,000 $1,100,000 $4,811,933 $0 $30,000 $3,422,117 $1,700,000 $0 $52,650,170 $15,631,512 $20,949,613 $262,372 $15,000 $129,446 $0 $6,728,814 $35,856 $43,752,613 $15,894,140 $20,334,388 $284,189 $14,000 $8,026 $39,855 $6,799,997 $0 $43,374,594 $17,018,021 $20,366,698 $114,821 $5,000 $8,138 $0 $7,262,809 $0 $44,775,487 $16,800,000 $22,275,578 $241,507 $0 $8,537 $8,537 $6,998,500 $0 $46,332,659 $14,784,000 $25,052,808 $239,358 $0 $0 $0 $6,158,680 $0 $46,234,846 $81,000 $284,020 $66,520 $38,644 $1,274,703 $185,177 $142,499 $377,974 $245,951 $0 $0 $186,470 $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 $68,281 $432,677 $68,003 $67,872 $1,170,366 $290,986 $366,232 $549,912 $311,027 $14,750 $91,520 $218,310 $50,000 $375,000 $30,000 $60,000 $1,100,000 $260,000 $288,270 $525,000 $255,000 $13,000 $72,038 $110,000 $80,000 $400,000 $35,389 $35,320 $906,136 $163,782 $206,134 $309,519 $175,062 $7,676 $47,627 $113,609 General Fund Taxes Sales Tax-Advertising $30,529 Sales Tax-Constr Contracting $4,770,622 Sales Tax-Job Printing $14,028 Sales Tax-Publishing $65,109 Sales Tax-Restaurants/Bars $7,382,446 Sales Tax-Rent/Tangible Prop $787,192 Sales Tax-Commercial Rental $1,784,995 Sales Tax-Vehicle Rental $222,634 Sales Tax-Hotels/Motels $835,830 Sales Tax-Apts/Rm House/Resid $1,833,876 Sales Tax-Trailer Courts $28,664 Sales Tax-Retail $24,191,753 Sales Tax-Amusements $729,992 Sales Tax-Utilities $2,430,922 Sales Tax-Cable T.V. $9 Sales Tax-Telecommunication $523,405 Sales Tax-Penalties/Interest $198,461 Sales Tax Recoveries $285,574 Use Tax $690,892 Property Tax $2,355,348 Govt Prop Lease Excise Tax Rev $5,969 SRP In-lieu Tax $37,149 Utility Franchise $3,048,285 Cablevision Franchise $1,435,640 Small Cell Annual Fees $17,756 Subtotal - Taxes $53,707,080 Intergovernmental Revenue State Shared Sales Tax Urban Revenue Sharing Peoria Distr Share-Pool Grant Revenue Grant Revenue-Comm Svc Grant Revenue - Federal Auto Lieu Tax FEMA Reimbursements Subtotal - Intergovernmental Revenue Charges for Service 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 404 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 Filming Application and Fees Homeowners Assoc Academy Fee Shopping Cart Retieval Fee Rev 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 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 $0 $580 $0 $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 $1,300 405 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 $0 $1,130 $0 $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 FY 2019 Actual $0 $31,320 $36,875 $101,800 $103,080 $147,410 $53,003 $10,568 $60,320 $91,013 $12,140 $96,550 $456,277 $229,150 $100,270 $37,748 $2,700 $2,180,645 $2,400 $38,424 $18,544 $15,885 $15,540 $100 $440 $50 $300,241 $314,457 $177,487 $5,359 $469,115 $4,712 $302,642 $1,240 $1,700 $2,530,763 $505,144 $93,187 $0 $864,453 $1,771 $20,340 $121,649 $214,617 $300,935 $76,682 $84,355 $206,021 $46,904 $699,241 $28 $5,236 FY 2020 Estimate FY 2021 Budget $3,600 $11,000 $11,000 $45,000 $40,000 $55,000 $25,000 $2,500 $20,000 $50,000 $6,000 $95,000 $425,000 $195,000 $80,000 $30,000 $2,500 $4,200,000 $3,000 $2,000 $28,000 $12,503 $12,232 $100 $700 $0 $150,000 $275,000 $180,000 $15,000 $375,000 $7,000 $200,000 $0 $900 $1,925,000 $335,000 $35,000 $0 $500,000 $400 $13,000 $81,000 $156,000 $164,000 $65,000 $65,000 $135,000 $15,000 $440,000 $0 $41,000 $0 $16,299 $19,190 $52,977 $53,643 $76,712 $27,583 $5,500 $31,391 $51,226 $6,318 $54,344 $256,816 $119,250 $75,000 $30,000 $500 $4,858,350 $1,858 $19,996 $9,650 $8,267 $8,087 $0 $0 $0 $150,000 $275,000 $140,000 $15,000 $375,000 $7,000 $411,278 $0 $5,957 $2,194,807 $466,010 $182,467 $0 $977,666 $0 $20,655 $102,109 $385,534 $472,646 $57,567 $50,606 $235,000 $71,561 $845,566 $0 $100,663 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget $14,826 $8,031 $1,735 $7,488 $8,538 $229,647 $47,347 $1,385 $4,800 $4,069 $15,165,568 $1,627,017 $120,000 $31,668,835 $13,898 $8,968 $2,421 $7,471 $7,504 $229,587 $50,051 $1,471 $2,800 $13,183 $15,788,868 $1,604,320 $58,154 $32,629,160 $10,000 $9,000 $0 $5,000 $5,000 $450 $45,000 $720 $0 $4,100 $15,553,913 $1,600,000 $60,000 $30,959,926 $11,000 $6,500 $0 $5,000 $5,000 $0 $45,000 $0 $0 $0 $15,136,535 $2,500,000 $60,000 $33,574,338 $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 $6,212,501 $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 $7,237,544 $597,317 $2,878,387 $217,984 $10 $1,197,160 $74,951 $88,197 $74,368 $505,403 $36,864 $42,250 $0 $0 $8,000 $695,854 $398,149 $22,363 $58,790 $118,342 $537 $0 $0 $104,667 $30,166 $16,260 $43,495 $50,597 $81,570 $152,619 $7,494,298 $490,000 $2,767,886 $236,400 $0 $850,000 $70,000 $90,000 $75,000 $397,815 $25,000 $23,000 $500 $0 $4,000 $675,000 $325,000 $10,000 $40,000 $115,000 $500 $0 $0 $75,000 $30,000 $20,000 $30,000 $34,000 $125,000 $100,000 $6,609,101 $551,279 $2,228,543 $225,000 $0 $1,000,000 $50,000 $90,000 $70,000 $263,012 $67,952 $61,157 $500 $0 $0 $682,000 $328,000 $1,500 $40,000 $116,000 $500 $0 $0 $60,000 $15,000 $20,000 $42,000 $47,000 $75,000 $120,000 $6,154,443 $48,675 $59,448 $43,805 $0 $89,521 $135,927 $39,757 $55,786 $42,599 $0 $152,795 $193,450 $39,735 $50,369 $42,419 $0 $137,600 $196,316 $40,000 $26,000 $29,000 $0 $75,000 $106,000 $40,000 $65,000 $44,000 $30,000 $130,000 $190,000 Library Copy/Print Fees - Main $12,918 Library Copy/Print Fees - Branch $8,534 Prfrmg Arts Ctr-Beverage sales $446 Recycling Program Revenue $10,069 Fees for General Services $20,710 Fees for Gen Svcs-Fire $439,299 Fees for General Svcs-Police $47,435 Lien Filing Fees $1,739 In Kind Revenues $3,000 Ticket Sales-Other $0 Allocated Interdept Svc Chrgs $14,749,191 CIP Engineering Charges $1,587,179 CIP Finance Charges $60,000 Subtotal - Charges for Service $28,870,772 Licenses & Permits 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 Subtotal - Licenses & Permits Rents 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 406 Schedule 2 - All Funds Revenue Fund Category Account Description Trails 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 Rent Rev-Comm Center Rent Revenue - Salty Senoritas Rent Revenue - Alter Group Rent-AZ Broadway Theater(KLOS) Rent Revenue - Arts Ctr Ticket Surchrg Subtotal - Rents FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget $0 $0 $26,743 $24,963 $0 $155,872 $13,604 $42,537 $35,191 $154,717 $64,446 $13,230 $908,679 $0 $0 $25,062 $32,211 $0 $139,502 $18,131 $39,333 $17,595 $172,776 $53,363 $20,587 $1,002,948 $7,429 $0 $26,694 $26,122 $0 $164,454 $18,832 $27,573 $0 $177,095 $53,773 $19,750 $988,161 $8,000 $0 $20,000 $20,000 $0 $118,000 $19,000 $20,000 $0 $175,000 $50,000 $13,000 $719,000 $5,000 $135,000 $25,000 $25,000 $20,000 $248,301 $15,103 $25,000 $0 $175,000 $50,000 $0 $1,222,404 $479,954 $836,872 $1,302,115 $1,200,000 $875,000 $167,101 $298,712 $352,266 $132 $6,056 $0 $36,630 $0 $31 $181,373 $0 ($788) $0 $1,154 $11,643 $51,746 $1,106,056 $265,439 $42,849 $682,800 $123 $4,815 $0 $18,814 $54 $0 $0 $1,500 $1,434 ($80) $6,008 $5,386 $2,169,558 $3,198,700 $197,198 $31,522 $589,219 $516 $2,481 $0 $6,893 $0 $126 $0 $0 $0 $0 $2,729 $5,170 $102,164 $938,018 $150,000 $30,000 $100,000 $36 $2,500 $112 $2,690 $0 $0 $0 $0 $1,322 $0 $2,000 $5,000 $20,000 $313,660 $150,000 $30,000 $100,000 $0 $2,500 $0 $500 $0 $0 $0 $0 $0 $0 $5,000 $5,000 $20,000 $313,000 Total - General Fund $135,037,655 $144,635,555 $149,412,599 $146,186,967 $141,024,201 $16,823 $3,153,612 $9,707 $36,167 $2,254,841 $637,032 $1,005,065 $156 $116,987 $1,055,720 $0 $14,499,020 $199,644 $19,161 $2,530,326 $8,318 $20,362 $2,082,760 $588,608 $893,760 $0 $78,244 $1,013,203 $0 $13,275,825 $222,548 $12,500 $2,600,000 $8,750 $15,000 $2,000,000 $601,000 $920,500 $0 $100,000 $1,023,000 $0 $12,787,500 $175,000 $11,000 $1,450,000 $7,700 $13,200 $1,760,000 $528,880 $810,040 $0 $100,000 $900,240 $0 $11,253,000 $154,000 Interest Income Interest Income Miscellaneous Income Misc Police Revenues Reimb Revenue-General State Fire Reimbursement Reimbursement-Jury Duty Reimbursement for O/T Reimb-Damage to City Prop. Reimb-Comm Svcs Reimbursement-Recording Fees Reimb Rev-Empl Overpymt Repymt Zone Revenues Contributions - General Cash Over/Short Cash Over/Short-Comm Svcs Misc A/R Penalties Auction Proceeds Other Revenue Subtotal - Miscellaneous Income Half-Cent Sales Tax Fund Taxes Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing 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 $15,267 $2,385,740 $7,015 $32,560 $1,845,870 $393,667 $892,548 $111,337 $92,882 $917,125 $14,335 $12,080,019 $182,523 407 Schedule 2 - All Funds Revenue Fund Category FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget $1,215,461 $5 $261,750 $92,149 $136,978 $345,499 $21,022,730 $1,460,974 $22 $256,267 $36,742 $120,247 $569,715 $25,428,740 $1,229,511 $0 $193,866 $52,237 $367,687 $624,659 $23,201,076 $1,350,000 $0 $225,000 $37,500 $200,000 $625,000 $22,680,750 $1,188,000 $0 $198,000 $33,000 $176,000 $550,000 $19,133,060 $110,801 $107,863 $256,640 $150,000 $142,500 Reimb Revenue-General Auction Proceeds Other Revenue Subtotal - Miscellaneous Income $34,116 $0 $11,656 $45,772 $20,119 $102 $3,500 $23,722 $10,000 $0 $0 $10,000 $10,000 $0 $0 $10,000 $0 $0 $0 $0 Total - Half-Cent Sales Tax Fund $21,179,303 $25,560,325 $23,467,716 $22,840,750 $19,275,560 $9,162 $1,431,616 $4,210 $19,538 $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 $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 $11,498 $1,518,448 $5,069 $12,219 $1,248,816 $353,215 $536,331 $0 $123,979 $608,012 $0 $8,161,988 $133,442 $737,706 $0 $116,337 $0 $220,582 $374,848 $14,162,491 $7,500 $1,560,000 $5,250 $9,000 $1,200,000 $360,600 $552,300 $0 $120,000 $613,800 $0 $7,672,500 $105,000 $810,000 $0 $135,000 $22,500 $105,600 $375,000 $13,654,050 $6,600 $870,000 $4,620 $7,920 $1,056,000 $317,328 $486,024 $0 $105,600 $540,144 $0 $6,751,800 $92,400 $712,800 $0 $118,800 $19,800 $109,824 $330,000 $11,529,660 $291,167 $336,231 $521,801 $450,000 $400,000 $0 $136,456 $176,184 $721 $0 $13,051,213 $15,963,648 $14,860,477 $14,104,771 $11,929,660 $9,072,676 $9,418,275 $9,389,018 $9,398,000 $9,985,719 Account Description Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Taxes Interest Income Interest Income Miscellaneous Income Transportation Sales Tax Fund Taxes Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing 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 - Taxes Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Total - Transportation Sales Tax Fund Information Technology Fund Charges for Service Interdepartmental Svc Chg 408 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget Interest Income Interest Income $12,995 $20,532 $44,044 $20,000 $22,000 Reimb Revenue-General Contributions - General Subtotal - Miscellaneous Income $11,708 $0 $11,708 $14,567 $0 $14,567 $10,124 $2,058,640 $2,068,764 $10,596 $0 $10,596 $0 $0 $0 Total - Information Technology Fund $9,097,379 $9,453,375 $11,501,826 $9,428,596 $10,007,719 $3,600 $0 $0 $0 $0 $51,797 $64,486 $95,121 $80,000 $80,000 $702,484 $0 $0 $0 $0 $757,881 $64,486 $95,121 $80,000 $80,000 $717,525 $753,831 $750,010 $765,149 $760,863 $14,563 $19,694 $43,351 $20,000 $22,000 $306 $20,480 $11,262 $6,243 $0 $732,394 $794,005 $804,623 $791,392 $782,863 $746 $5,972,345 $5,973,091 $0 $6,307,548 $6,307,548 $0 $6,105,740 $6,105,740 $0 $6,855,940 $6,855,940 $0 $6,857,384 $6,857,384 $3,043 $4,312 $4,518 $2,500 $2,700 Reimb Revenue-General Auction Proceeds Subtotal - Miscellaneous Income $0 $833 $833 $0 $1,505 $1,505 $0 $0 $0 $246 $4,129 $4,375 $0 $0 $0 Total - Facilities Fund $5,976,967 $6,313,365 $6,110,259 $6,862,815 $6,860,084 Miscellaneous Income Economic Development Reserve Fund Intergovernmental Revenue Grant Revenue - Federal Interest Income Interest Income Miscellaneous Income Other Revenue Total - Economic Development Reserve Fund Information Technology Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Auction Proceeds Total - Information Technology Reserve Fund Facilities Fund Charges for Service Recycling Program Revenue Interdepartmental Svc Chg Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income 409 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget Fleet Maintenance Fund Charges for Service Recycling Program Revenue Interdepartmental Svc Chg Subtotal - Charges for Service $1,062 $4,650,079 $4,651,141 $0 $5,269,581 $5,269,581 $0 $5,330,648 $5,330,648 $0 $5,950,282 $5,950,282 $0 $6,000,000 $6,000,000 $2,765 $4,295 $6,406 $2,300 $2,500 $858 $338 $75 $460 $0 $4,654,764 $5,274,214 $5,337,130 $5,953,042 $6,002,500 $2,289,925 $2,238,831 $2,293,918 $2,553,277 $2,698,448 $74,505 $104,984 $185,752 $98,000 $105,000 Contributions - General Auction Proceeds Subtotal - Miscellaneous Income $0 $192,113 $192,113 $0 $79,203 $79,203 $584,841 $35,989 $620,830 $0 ($13,404) ($13,404) $0 $35,000 $35,000 Total - Fleet Reserve Fund $2,556,543 $2,423,018 $3,100,500 $2,637,873 $2,838,448 $15,534,907 $244,402 $15,779,309 $16,511,044 $121,276 $16,632,320 $16,600,691 $213,862 $16,814,553 $17,903,602 $213,862 $18,117,464 $19,081,804 $244,000 $19,325,804 $199,103 $304,749 $350,061 $300,000 $300,000 $0 $0 $207,472 $135,592 $0 Proceeds of Refunding Bonds Loan Proceeds Subtotal - Bond Proceeds $0 $0 $0 $28,975,000 $0 $28,975,000 $0 $0 $0 $0 $0 $0 $0 $130,929 $130,929 Total - Debt Service Fund $15,978,412 $45,912,069 $17,372,085 $18,553,056 $19,756,733 $147,689 $108,385 $49,183 $551,564 $350,000 Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Total - Fleet Maintenance Fund Fleet Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Debt Service Fund Taxes Property Tax SRP In-lieu Tax Subtotal - Taxes Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Bond Proceeds Bond Fund Interest Income Interest Income 410 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget Miscellaneous Income Reimb Revenue-General $0 $0 $0 $0 $1,854,881 $1,000,000 $25,238 $0 $0 $0 Subtotal - Bond Proceeds $0 $0 $1,066,079 $1,066,079 $0 $0 $6,523,217 $6,523,217 $30,420,000 $3,146,339 $0 $33,566,339 $2,627,177 $0 $50,765,019 $53,392,196 $44,719,497 $0 $297,715 $45,017,212 Total - Bond Fund $2,213,768 $6,656,839 $33,615,522 $53,943,760 $47,222,093 $1,439 $22,405 $10,325 $878,983 $614,053 $607,290 $123,212 $3,440 $2,261,147 $1,418 $21,125 $0 $932,579 $612,287 $541,100 $105,837 ($150) $2,214,196 $1,412 $21,853 $0 $1,038,045 $596,475 $515,988 $89,449 $0 $2,263,222 $1,618 $22,286 $0 $1,050,480 $631,770 $526,084 $95,020 $0 $2,327,258 $1,600 $22,000 $0 $1,109,307 $638,719 $555,545 $100,341 $0 $2,427,512 $17,270 $23,553 $31,905 $30,000 $30,000 $0 $4,364 $0 $271 $0 $2,278,417 $2,242,113 $2,295,126 $2,357,529 $2,457,512 $40,549 $300,519 $16,250 $144,725 $6,641,968 $2,267,978 $50,811 $117,000 $9,579,800 $37,329 $138,035 $27,020 $148,579 $6,924,256 $2,671,429 $55,666 $111,000 $10,113,314 $39,042 $10,011 $51,750 $149,892 $7,023,917 $3,280,209 $61,544 $108,250 $10,724,616 $26,703 $5,925 $33,264 $162,165 $11,322,059 $0 $30,923 $112,000 $11,693,039 $27,000 $0 $33,000 $174,327 $12,193,858 $0 $0 $128,351 $12,556,536 $73,486 $92,306 $119,921 $94,000 $94,000 $0 $0 $0 $106 $0 $106 $50 $0 $50 $100 ($15,836) ($15,736) $0 $0 $0 Miscellaneous Income Reimb Revenue-General Bond Proceeds Bond Proceeds Bond Proceeds Loan Proceeds Commercial Sanitation Fund Charges for Service 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 Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Total - Commercial Sanitation Fund Residential Sanitation Fund Charges for Service Utility Late Fee Charges Recycling Program Revenue Special Haul Fees San Fees-Res Multi-Fam Clc San Fees-Automated Clc Residential Recycling Fees Multi-Family Resid Recycling Allocated Interdept Svc Chrgs Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Auction Proceeds Subtotal - Miscellaneous Income 411 Schedule 2 - All Funds Revenue Fund Category Account Description Total - Residential Sanitation Fund FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget $9,653,286 $10,205,726 $10,844,587 $11,771,303 $12,650,536 $1,181,571 $1,205,847 $1,318,776 $1,647,892 $1,684,345 $21,918 $26,178 $35,618 $17,000 $17,000 $0 $15,510 $25,980 $10,000 $10,000 $1,203,489 $1,247,535 $1,380,373 $1,674,892 $1,711,345 $44,621 $0 $18,000 $710,058 $187,782 $140,980 $10,000 $34,680 $12,672 $328,666 $5,572 $0 $99,334 $1,592,365 $31,235 $0 $12,500 $660,676 $0 $13,750 $0 $0 $49 $261,405 $0 $16,618 $103,004 $1,099,237 $16,712 $1,472 $16,000 $628,422 $154,054 $105,461 $10,000 $24,377 $0 $238,245 $0 $87,719 $119,339 $1,401,800 $15,000 $0 $0 $745,000 $170,000 $90,000 $10,000 $35,000 $0 $260,000 $5,000 $70,000 $119,485 $1,519,485 $15,000 $0 $0 $745,000 $170,000 $50,000 $10,000 $35,000 $0 $275,000 $5,000 $50,000 $105,791 $1,460,791 $84,272 $60,958 $32,258 $226,014 $123,692 $129,459 $112,973 $331,506 $866,927 $107,454 $252,599 $0 $2,328,112 $57,358 $84,092 $41,829 $373,149 $0 $0 $46,934 $270,013 $803,770 $54,287 $220,609 $23,043 $1,975,083 $48,269 $79,977 $54,946 $282,859 $94,668 $229,357 $63,627 $263,400 $742,032 $66,888 $191,126 $0 $2,117,149 $60,000 $90,000 $40,000 $312,000 $95,000 $135,000 $66,000 $260,000 $775,000 $65,000 $210,000 $0 $2,108,000 $74,000 $90,000 $40,000 $300,000 $95,000 $130,000 $50,000 $260,000 $805,000 $65,000 $210,000 $0 $2,119,000 $12,461 $27,813 $40,255 $33,500 $37,500 $184,930 $743 $51,357 $0 $5,189 $3,887 $0 $2,296 $0 $0 Sanitation Equipment Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Auction Proceeds Total - Sanitation Equipment Reserve Fund Sports Complex Fund Charges for Service 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 Subtotal - Charges for Service Rents 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 Subtotal - Rents Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Auction Proceeds 412 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget Other Revenue Subtotal - Miscellaneous Income $1,792 $187,465 $0 $51,357 $1,150 $10,226 $287,485 $289,781 $0 $0 Total - Sports Complex Fund $4,120,403 $3,153,489 $3,569,431 $3,950,766 $3,617,291 $3,647,062 $4,383,747 $3,689,379 $3,600,000 $3,060,000 $10,015,436 $10,705,087 $11,489,891 $11,997,802 $10,660,000 $1,901 ($13,543) $0 $21,089 $295,000 $63,787 $368,234 $0 $0 $29,060 $219,132 $295,000 $6,930 $550,122 $0 $0 $36,109 $168,231 $0 $540 $204,880 $0 $0 $15,000 $25,000 $100,000 $0 $140,000 $0 $0 $10,000 $25,000 $100,000 $0 $135,000 $181,400 $250,570 $348,197 $350,000 $250,000 Reimb Revenue-General Reimbursement-Jury Duty Auction Proceeds Other Revenue Subtotal - Miscellaneous Income $648 $0 $0 $0 $648 $0 $312 $0 $0 $312 $209,020 $0 $0 $0 $209,020 $0 $0 $40,146 $2,256 $42,402 $0 $0 $0 $0 $0 Total - Streets Fund $14,212,780 $15,889,838 $15,941,367 $16,130,204 $14,105,000 $0 $680,130 $117,720 $797,850 $0 $465,308 $132,335 $597,643 $380,268 $445,245 $108,489 $934,002 $0 $445,245 $166,000 $611,245 $0 $597,071 $0 $597,071 $27,255 $18,272 $45,527 $26,208 $4,100 $30,307 $32,987 $13,083 $46,070 $30,000 $20,000 $50,000 $25,000 $20,000 $45,000 $7,913 $24,213 $60,740 $40,000 $20,000 Reimb Revenue-General Contributions - General Subtotal - Miscellaneous Income $0 $0 $0 $0 $500 $500 $240,600 $0 $240,600 $270,564 $0 $270,564 $253,800 $0 $253,800 Total - Transit Fund $851,290 $652,663 $1,281,412 $971,809 $915,871 Streets Fund Taxes Sales Tax-Utilities Intergovernmental Revenue Highway User Revenue Charges for Service Recycling Program Revenue Street Mnt Fees-Solid Waste Street Cut Surcharge Fog Seal Revenues Allocated Interdept Svc Chrgs CIP Engineering Charges Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Transit Fund Intergovernmental Revenue Intergovtl Participation Grant Revenue Grant Revenue - Federal Subtotal - Intergovernmental Revenue Charges for Service Transit Collections Advertising-Bus Shelters Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income 413 Schedule 2 - All Funds Revenue Fund Category FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget $63,070 $19,483,528 $879,273 $0 $113,161 $707,252 $21,246,284 $67,320 $22,007,174 $983,627 $0 $120,626 $759,875 $23,938,622 $44,719 $22,133,542 $1,004,635 $0 $118,238 $543,729 $23,844,863 $45,000 $22,901,634 $1,021,714 $0 $161,507 $696,869 $24,826,724 $152,063 $239,776 $444,745 $351,000 $351,000 Reimb Revenue-General Reimbursement-Jury Duty Auction Proceeds Subtotal - Miscellaneous Income $91,523 $24 $0 $91,547 $12,187 $0 $7,571 $19,758 $16,719 $0 $1,259 $17,978 $20,000 $0 $3,814 $23,814 $20,000 $0 $0 $20,000 Total - Wastewater Fund $22,340,902 $21,505,817 $24,401,345 $24,219,677 $25,197,724 $235,279 $676,744 $38,499,314 $97,367 $563,865 $467,433 $217,680 $10,071 $53,018 $7,040 $13,470 $256,800 $0 $0 $0 $96,399 $12,235 $41,206,715 $260,121 $797,182 $42,604,014 $99,856 $547,870 $370,437 $207,039 $28,092 $50,813 $7,040 $14,050 $256,800 $0 $0 $0 $103,057 $12,235 $45,358,606 $206,125 $658,440 $39,883,770 $91,872 $511,078 $400,931 $211,790 $20,405 $49,270 $7,470 $15,620 $256,800 $4,904 $24,054 $995 $119,996 $17,670 $42,481,190 $221,788 $761,288 $43,711,418 $61,123 $563,013 $476,969 $200,403 $5,530 $47,326 $5,388 $15,799 $256,800 $722 $25,000 $865 $127,289 $0 $46,480,721 $290,427 $885,744 $46,094,287 $62,162 $572,584 $663,390 $203,810 $5,624 $48,131 $5,479 $16,068 $256,800 $0 $25,000 $1,500 $150,280 $47,705 $49,328,991 $322,927 $484,124 $745,633 $633,000 $289,000 Reimb Revenue-General Contributions - General Auction Proceeds Subtotal - Miscellaneous Income $301,041 $0 $0 $301,041 $2,001,470 $0 $13,129 $2,014,599 $1,629,693 $339,096 $8,353 $1,977,142 $1,549,242 $0 $10,000 $1,559,242 $1,588,340 $0 $10,000 $1,598,340 Total - Water Fund $41,830,683 $47,857,329 $45,203,965 $48,672,963 $51,216,331 Account Description FY 2017 Actual Wastewater Fund Charges for Service Utility Late Fee Charges $72,453 Wastewater Fees $20,243,471 EPA Mandate Fee $922,824 Recycling Program Revenue $2,426 Interdepartmental Svc Chg $106,733 Allocated Interdept Svc Chrgs $749,385 Subtotal - Charges for Service $22,097,292 Interest Income Interest Income Miscellaneous Income Water Fund Charges for Service 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 Quintero WTP Fees Recycling Program Revenue Fees for General Services Lien Filing Fees Interdepartmental Svc Chg Allocated Interdept Svc Chrgs Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income 414 Schedule 2 - All Funds Revenue Fund Category FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget $1,329,285 ($931) ($209) $1,031,911 $833,319 $6,349,721 ($95) $3,509,047 $1,404,473 $1,355,169 $15,811,690 $1,324,583 $0 $0 $852,915 $678,750 $6,571,238 $0 $3,539,789 $1,133,298 $1,361,338 $15,461,911 $1,180,696 $0 $0 $944,456 $781,697 $7,764,138 $0 $3,879,987 $1,225,586 $1,424,243 $17,200,804 $996,793 $0 $0 $701,178 $615,294 $7,046,434 $0 $4,052,151 $858,042 $1,162,560 $15,432,452 $955,790 $0 $0 $795,605 $1,182,334 $6,482,465 $0 $3,449,135 $785,164 $702,324 $14,352,817 $565,165 $718,926 $1,198,961 $620,617 $439,302 $16,376,855 $16,180,837 $18,399,765 $16,053,069 $14,792,119 $14,682 $14,078 $0 $0 $0 Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Miscellaneous Income $2,036,876 $117,039 $17,354 $50 $2,171,319 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Improvement District Fund $2,186,001 $14,078 $0 $0 $0 $2,321,309 $253,563 $333,117 $13,474 $2,544,636 $145,758 $11,667,147 $550,762 $1,760,233 $19,589,999 $2,504,633 $254,321 $359,559 $13,881 $2,638,375 $156,604 $12,584,741 $588,788 $2,018,528 $21,119,431 $2,669,277 $323,708 $362,870 $17,736 $2,632,064 $168,654 $14,031,227 $607,228 $2,023,164 $22,835,929 $2,946,357 $318,820 $394,517 $15,000 $2,598,437 $170,522 $15,508,414 $653,885 $2,343,721 $24,949,673 $2,942,953 $250,000 $390,000 $20,000 $2,483,804 $185,000 $16,066,211 $685,000 $2,687,717 $25,710,685 $261,819 $306,664 $443,916 $259,996 $340,000 $18,665 $0 $252,867 $400 $0 $457,421 $0 $1,127,225 $270,177 $0 $0 $126,003 $0 $0 $0 Account Description Impact Fees Fund Charges for Service 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 Water Expansion Fees Water Resource Project Fee Wastewater Expansion Fees Subtotal - Charges for Service Interest Income Interest Income Total - Impact Fees Fund Improvement District Fund Interest Income Interest Income Miscellaneous Income Insurance Reserve Fund Charges for Service 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 Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimb from Workers Comp Reimb-Damage to City Prop. 415 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget Reimbursement-Claims Auction Proceeds Other Revenue Subtotal - Miscellaneous Income $70,965 $0 $83 $342,580 $105,892 $0 $0 $563,712 $36,604 $0 $0 $1,434,006 $43,736 $3,742 $0 $173,481 $20,000 $0 $0 $20,000 Total - Insurance Reserve Fund $20,194,398 $21,989,807 $24,713,851 $25,383,150 $26,070,685 $0 $369,374 $0 $2,353,819 $0 $228,058 $284,961 $3,236,212 $0 $689,397 $0 $974,807 $6,000 $175,744 $630,731 $2,476,680 $0 $463,328 $61,900 $1,639,066 $0 $12,254 $351,405 $2,527,953 $0 $746,521 $0 $1,636,942 $0 $0 $223,547 $2,607,010 $3,000,000 $780,882 $0 $2,425,224 $0 $0 $222,400 $6,428,506 $0 $0 $327 $1,661 $0 $2,611 $3,372 $7,856 $5,761 $5,800 Reimb Revenue-General Auction Proceeds Subtotal - Miscellaneous Income $212,000 $3,779 $215,779 $212,000 $0 $212,000 $212,000 $0 $212,000 $0 $0 $0 $0 $0 $0 Total - Grant Fund $3,454,602 $2,692,052 $2,748,136 $2,614,432 $6,434,306 Subtotal - Taxes $698,960 $132,607 $831,567 $804,195 $115,963 $920,158 $788,299 $104,942 $893,241 $1,065,538 $94,947 $1,160,485 $1,062,613 $89,544 $1,152,157 $0 $378 $0 $0 $10,923 $11,301 $0 $383 $0 $0 $7,115 $7,499 $159,961 $463 $0 $128,530 $9,988 $298,942 $0 $100 $700,000 $0 $5,000 $705,100 $0 $100 $1,000,000 $0 $5,000 $1,005,100 $1,019 $895,434 $358,194 $1,254,647 $704 $852,894 $425,560 $1,279,158 $755 $960,275 $490,205 $1,451,235 $1,100 $1,187,100 $350,000 $1,538,200 $1,100 $1,456,290 $350,000 $1,807,390 $0 $15,663 $122,257 $137,920 ($101) $17,548 $69,894 $87,341 $0 $18,433 $130,631 $149,064 $0 $17,000 $131,000 $148,000 $0 $10,000 $120,000 $130,000 Grant Fund Intergovernmental Revenue Intergovtl Participation Grant Revenue Grant Revenue-Comm Svc Grant Revenue - Federal Grant Revenue-Comm Devl Program Income Federal Grants Seizure Revenue Subtotal - Intergovernmental Revenue Charges for Service Recreational Retl Sales-Txb Interest Income Interest Income Miscellaneous Income Other Fund Taxes Street Light ID Tax Maintenance ID Tax Intergovernmental Revenue Peoria Distr Share-Pool State Ins Dept Rebate Intergovtl ParticGrant Revenue - Federal Muni Court Allocation (FTG) Subtotal - Intergovernmental Revenue Charges for Service Utility Late Fee Charges Storm Water Fee Interdepartmental Svc Chg Subtotal - Charges for Service Fines & Forfeitures Court Fines and Forfeitures JCEF Revenue Court Enhancement Fee Subtotal - Fines & Forfeitures 416 Schedule 2 - All Funds Revenue Fund Category FY 2017 Actual Account Description FY 2018 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Budget Interest Income Interest Income $312,351 $327,790 $488,743 $295,200 $215,105 Misc Police Revenues Reimb Revenue-General Reimbursement for O/T Contributions - General Commissions Auction Proceeds Other Revenue Subtotal - Miscellaneous Income $0 $1,635,411 $0 $65,125 $2,554 $3,158 $4,131 $1,710,379 $2,000 $3,216,344 $0 $2,887 $0 $0 $3,588 $3,224,819 $0 $701,361 $50 $2,650,831 $0 $0 $1,447 $3,353,689 $0 $7,708,040 $0 $1,982 $0 $0 $0 $7,710,022 $0 $3,489,188 $0 $10,000 $0 $0 $0 $3,499,188 Total - Other Fund $4,258,165 $5,846,765 $6,634,914 $11,557,007 $7,808,940 $354,197,551 $412,528,948 $423,092,128 $446,739,823 Miscellaneous Income Total - All Funds Revenue 417 $432,757,521 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget Sub-total: $2,162,116 $247,136 $887,393 $3,296,646 $2,216,505 $245,838 $882,493 $3,344,837 $2,176,917 $228,217 $909,688 $3,314,821 $2,283,838 $242,913 $977,977 $3,504,728 $2,329,407 $242,913 $976,674 $3,548,994 $2,383,370 $250,200 $1,019,017 $3,652,587 Sub-total: $1,107,573 $1,107,573 $913,512 $913,512 $1,017,958 $1,017,958 $968,293 $968,293 $968,293 $968,293 $1,256,978 $1,256,978 $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 $2,642,652 $732,966 $967,315 $1,455,276 $628,513 $1,104,182 $7,530,904 $3,036,370 $901,228 $1,043,545 $1,572,503 $636,951 $1,196,193 $8,386,790 $2,974,816 $888,823 $1,037,040 $1,560,965 $629,761 $1,188,095 $8,279,500 $3,026,639 $926,275 $1,124,624 $1,580,122 $660,536 $1,225,493 $8,543,689 $442,429 $1,193,389 $1,635,817 $507,995 $1,239,407 $1,747,402 $448,268 $967,973 $1,416,241 $0 $1,810,082 $1,810,082 $0 $1,646,668 $1,646,668 $0 $1,696,660 $1,696,660 Sub-total: $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 $321,989 $1,415,469 $1,134,200 $936,231 $817,001 $485,836 $5,110,727 $343,186 $1,667,611 $1,327,183 $945,965 $876,967 $537,633 $5,698,545 $342,536 $1,633,651 $1,319,726 $945,240 $874,867 $533,183 $5,649,203 $361,252 $1,718,446 $1,355,847 $952,792 $834,613 $557,773 $5,780,723 Sub-total: $2,866,096 $398,382 $1,552,684 $0 $4,817,161 $2,778,599 $592,723 $1,514,077 $0 $4,885,399 $2,131,836 $630,516 $1,596,131 $702,610 $5,061,093 $2,362,561 $722,490 $1,708,287 $882,069 $5,675,407 $2,426,341 $762,490 $1,708,287 $882,069 $5,779,187 $2,361,678 $774,435 $1,733,627 $963,264 $5,833,004 $591,912 $1,269,512 $670,634 $813,463 $593,076 $182,413 $23,837,242 $1,433,239 Sub-total: $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 $1,188,662 $1,060,608 $1,030,426 $1,551,108 $406,644 $236,233 $27,943,875 $2,814,707 $36,232,263 $1,457,897 $1,176,289 $901,350 $923,650 $516,843 $254,222 $27,779,924 $5,287,995 $38,298,170 $1,457,897 $1,176,289 $900,450 $923,475 $516,835 $254,071 $27,779,760 $5,287,084 $38,295,861 $1,456,575 $1,180,991 $1,021,033 $1,093,887 $532,185 $257,979 $28,163,827 $5,212,828 $38,919,305 $2,218,465 $198,419 $2,416,884 $2,311,285 $396,414 $2,707,699 $3,390,850 $0 $3,390,850 $3,737,998 $0 $3,737,998 $3,637,998 $0 $3,637,998 $3,780,383 $0 $3,780,383 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 and Budget 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: 418 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget $2,507,883 $423,473 $216,324 $0 $3,147,680 $2,533,686 $458,681 $211,818 $0 $3,204,185 $2,548,038 $471,294 $54,730 $644,169 $3,718,231 $2,741,754 $557,310 $0 $616,857 $3,915,921 $2,746,145 $557,310 $23,469 $875,004 $4,201,928 $2,989,909 $531,735 $0 $487,276 $4,008,920 Sub-total: $622,873 $622,873 $669,181 $669,181 $750,803 $750,803 $813,602 $813,602 $785,420 $785,420 $785,695 $785,695 Sub-total: $1,826,013 $1,826,013 $1,928,747 $1,928,747 $2,086,606 $2,086,606 $2,236,090 $2,236,090 $2,236,090 $2,236,090 $2,275,532 $2,275,532 Arts Commission $79,379 Peoria Center for Performing Arts $343,273 Code Compliance $1,846,640 Community Assistance $959,886 Community Engagement $0 NHS Administration $1,597,383 Am/Pm Program $1,630,252 Little Learners Program $368,306 Summer Recreation Program $341,233 Summer Camp Program $768,171 Active Adult Program $161,731 Adaptive Recreation Program $161,578 Special Events Program $1,104,298 Teen Program $240,212 Community Center $899,832 Sub-total: $10,502,174 $59,354 $491,159 $1,827,910 $957,953 $0 $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 $116,405 $417,793 $1,054,225 $691,223 $0 $985,076 $1,770,331 $387,601 $302,961 $825,111 $188,623 $203,519 $1,209,635 $198,386 $973,531 $9,324,421 $130,471 $519,235 $1,186,100 $1,214,182 $0 $821,710 $2,004,945 $423,253 $459,486 $853,648 $209,129 $187,680 $1,506,140 $309,441 $1,017,371 $10,842,791 $130,471 $538,135 $1,143,600 $1,197,432 $0 $891,454 $2,004,945 $423,253 $425,241 $887,912 $208,315 $186,806 $1,506,140 $311,187 $1,021,187 $10,876,078 $180,563 $554,201 $1,078,535 $1,205,541 $387,806 $681,813 $2,062,577 $425,245 $424,951 $917,846 $211,080 $187,255 $1,263,100 $266,099 $1,096,326 $10,942,938 Sub-total: $928,175 $1,424,403 $2,352,578 $1,033,647 $2,275,332 $3,308,979 $881,371 $2,381,918 $3,263,289 $1,368,517 $7,603,317 $8,971,834 $1,534,300 $2,410,147 $3,944,447 $1,228,284 $5,516,083 $6,744,367 Sub-total: $1,049,986 $334,810 $1,384,796 $1,021,827 $341,781 $1,363,608 $1,026,578 $505,171 $1,531,749 $1,177,010 $609,386 $1,786,396 $1,221,010 $1,317,604 $2,538,614 $1,220,323 $461,839 $1,682,162 $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 $1,205,858 $1,143,580 $3,501 $168,139 $34,854 $596,842 $274,372 $841,279 $1,594,789 $1,010,149 $171 $2,667,904 $1,745,317 $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 $1,574,252 $1,421,104 $21,399 $173,155 $43,022 $689,561 $421,097 $999,151 $1,622,207 $1,266,574 $611,454 $2,908,517 $1,875,022 $1,547,082 $1,440,902 $22,528 $146,102 $17,845 $729,217 $476,354 $1,034,860 $1,567,159 $1,320,193 $1,157,277 $2,909,084 $1,766,113 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 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 $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 $1,736,420 419 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget $1,683,448 $1,740,489 $0 $1,492,938 $277,896 $11,590 $15,436,826 $1,561,673 $1,467,829 $370,329 $1,664,962 $271,015 $6,938 $16,629,501 $2,201,990 $1,803,387 $721,197 $1,892,572 $440,214 $0 $21,259,100 $2,077,572 $1,803,254 $707,590 $1,909,047 $437,853 $0 $20,561,831 $2,101,551 $1,822,597 $775,235 $1,935,503 $446,762 $0 $21,216,364 $497,389 $1,081,930 $1,579,319 $509,682 $981,382 $1,491,063 $486,671 $905,856 $1,392,527 $497,968 $1,593,990 $2,091,958 $497,968 $1,593,990 $2,091,958 $487,904 $1,330,603 $1,818,507 $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 Sub-total: $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 $2,722,849 $5,480,386 $13,732,317 $9,815,255 $6,519,837 $4,537,511 $1,583,165 $3,207,323 $696,537 $48,295,180 $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 $2,754,257 $6,003,786 $15,154,508 $9,926,671 $7,092,606 $4,677,410 $1,429,218 $3,944,152 $676,575 $51,659,183 $2,870,352 $5,986,067 $15,554,664 $9,921,068 $6,878,390 $4,963,832 $1,447,959 $3,499,930 $604,419 $51,726,681 $620,966 $620,966 $638,793 $638,793 $679,867 $679,867 $679,867 $679,867 $716,147 $716,147 Parks, Recreation and Community Facilities Parks North $1,772,240 Parks South $1,490,151 Park Rangers $0 Contracted Landscape Maintenance $1,534,173 Trails Maintenance $0 101 Pylon Signs $0 Sub-total: $15,128,615 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: $638,072 $638,072 General Fund Total: $133,763,282 $141,003,738 $150,705,958 $171,539,155 $167,381,119 $171,380,642 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax Half Cent Sales Tax Fund Total: $8,476,129 $3,675,946 $7,155,895 $5,613,386 $4,357,450 $5,554,276 $8,476,129 $3,675,946 $7,155,895 $5,613,386 $4,357,450 $5,554,276 $833,400 $266,925 $360,180 $851,459 $420,900 $453,311 $2,989,851 $2,752,210 $287,692 $1,962,657 $4,003,900 $2,569,660 $1,100,325 $1,211,639 $874,211 $5,742,061 $2,250,349 $6,573,560 $708 $3,468 $0 $17,400 $17,400 $17,400 $708 $3,468 $0 $17,400 $17,400 $17,400 Other Reserve Funds Non-Departmental Economic Development Muni Off Complex Reserve Other Reserve Funds Total: Special Revenue Funds Attorney Grants City Attorney St Anti-Racketeering-Cao Attorney Grants Total: Community Service Grants 420 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget Community Services Library Svc & Technology Grant $9,475 $0 $21,855 $0 $8,000 $0 $474,821 $461,104 $506,313 $637,541 $638,877 $620,506 $484,295 $461,104 $528,168 $637,541 $646,877 $620,506 $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 $705,214 $73,134 $1,899,937 $545,206 $53,116 $257,266 $788,416 $757,548 $445,241 $110 $0 $93,328 $120,297 $0 $9,000 $1,103,607 $0 $801 $428,560 $5,906 $17,486 $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 $41,250 $8,490,382 $0 $0 $631,909 $0 $470,964 $0 $956,325 $32,978 $105,015 $238,123 $0 $0 $0 $125,651 $0 $0 $0 $291,810 $2,877,146 $0 $2,229,109 $12,277,260 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,001,986 $0 $0 $1,313,001 $0 Development Fee Funds Total: $13,938,113 $6,275,545 $7,304,176 $22,852,901 $14,261,553 $18,821,356 $100,865 $180,469 $15,446 $501,627 $323,662 $526,948 $100,865 $180,469 $15,446 $501,627 $323,662 $526,948 $83,364 $75,221 $88,883 $0 $88,927 $0 $3,000 $12,808 $2,975 $9,072 $3,000 $1,583 $3,000 $0 $3,000 $0 $3,000 $0 $0 $200,773 $0 $230,698 $0 $208,190 $0 $231,951 $24,700 $231,951 $0 $98,986 Neighborhood & Human Services Adult Day Prg Grant Community Service Grants Total: Development Fee Funds Non-Departmental 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 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 Employee Wellness Prg Municipal Court Ftg Trust Fund (Court) Municipal Court Enhancement Fd 421 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget $90,614 $647,579 $22,895 $1,309,193 $485,254 $108,268 $629,147 $729,700 $1,610 $1,484,814 $1,483,470 $0 $1,587,349 $821,525 $0 $539,612 $1,493,551 $0 $519,690 $0 $0 $0 $0 $0 $8,269 $33,767 $8,681 $0 $0 $0 $1,588,993 $2,254,448 $1,670,794 $3,203,235 $2,757,452 $2,135,149 $20,731 $0 $73,926 $0 $66,290 $0 $0 $0 $86,519 $110,000 $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 Federal DEA IGA Tohono O'Odham Grant Homeland Security CFDA# Citizen Donations-Pd Police Explorer Trust Fd $186 $205,379 $76,837 $24,800 $92,628 $0 $1,162 $80,314 $1,134 $105,659 $96 $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 $19,225 $100,714 $2,642 $2,813 $160 $114,385 $237,466 $32,138 $100,412 $0 $406 $68,822 $19,857 $230,745 $13,862 $12,471 $61,900 $49,849 $15,171 $3,685 $0 $258,023 $5,000 $0 $101,795 $0 $5,987 $118,312 $17,274 $34,939 $16,753 $21,014 $0 $10,300 $1,500 $10,000 $0 $218,054 $45,267 $30,247 $78,573 $0 $4,021 $72,580 $39,391 $165,265 $19,592 $11,201 $0 $61,706 $5,382 $9,746 $0 $178,097 $82,475 $0 $101,889 $0 $5,993 $299,566 $17,286 $34,967 $16,753 $21,033 $0 $10,300 $1,500 $10,000 Public Safety Grants Total: $661,707 $1,482,192 $1,027,618 $600,897 $957,544 $779,859 $1,250,130 $1,291,422 $1,325,047 $1,408,505 $1,402,255 $1,445,732 $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 $954,596 $1,082,205 $2,767,300 $3,165,630 $845,280 $10,042,183 $989,952 $1,162,265 $3,206,941 $3,295,729 $901,180 $11,429,373 $989,952 $1,162,265 $3,206,941 $3,295,729 $901,180 $12,536,911 $997,062 $1,280,609 $3,143,633 $3,335,831 $951,829 $8,795,535 Municipal Court Neighborhood & Human Services Percent For The Arts Comm Dev Block Grant Neighborhood Stabilization Grant III Public Works CMAQ-91/Olive Intersec Improv Water Services BOR Water SMART R14AP00071 Other Grants Total: Public Safety Grants Fire-Medical Homeland Security Grant Community Paramedicine IGA Police Streets Development and Engineering Traffic Engineering Public Works Streets Admin Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Streets Oper Capital Projects 422 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget Streets Total: $13,961,898 $18,749,037 $20,182,241 $22,393,945 $23,495,233 $19,950,231 $1,054,333 $2,253,140 $5,024,179 $4,902,291 $5,002,291 $5,275,433 $1,054,333 $2,253,140 $5,024,179 $4,902,291 $5,002,291 $5,275,433 Transportation Sales Tax $7,478,949 $7,325,058 $9,544,950 $23,226,055 $14,975,948 $19,047,497 Transportation Sales Tax Fund Total: $7,478,949 $7,325,058 $9,544,950 $23,226,055 $14,975,948 $19,047,497 $1,885,553 $439,175 $1,639,608 $560,056 $1,693,107 $574,565 $1,799,000 $634,535 $1,799,000 $634,535 $1,866,824 $610,958 $2,324,729 $2,199,664 $2,267,672 $2,433,535 $2,433,535 $2,477,782 $566,437 $6,779,688 $2,267,596 $382,972 $818,569 $7,207,454 $2,324,437 $432,916 $624,214 $7,247,677 $2,441,610 $481,134 $711,132 $8,085,127 $2,912,097 $584,506 $711,132 $7,101,997 $2,912,097 $584,506 $808,419 $8,385,498 $3,002,125 $605,563 $9,996,693 $10,783,376 $10,794,635 $12,292,862 $11,309,732 $12,801,605 $775,002 $819,069 $1,831,054 $925,270 $3,329,115 $0 $775,002 $819,069 $1,831,054 $925,270 $3,329,115 $0 $1,496,932 $1,522,964 $1,663,986 $1,103,500 $1,103,500 $2,522,000 $0 $7,580 $0 $0 $0 $0 $1,496,932 $1,530,544 $1,663,986 $1,103,500 $1,103,500 $2,522,000 Public Works 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 Public Works Solid Waste Eqt Reserve Water Services Ww Expansion (Unz) Solid Waste Reserves Total: Sports Complex Equipment Reserves 423 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget Parks, Recreation and Community Facilities Sports Complex Capital Reserve Sports Complex Improvement Reserv Sports Complex GA Surcharge Complex Eqt Reserve $109,952 $0 $27,471 $116,644 $703 $13,943 $73,652 $88,330 $0 $288,618 $155,077 $223,254 $0 $100,000 $100,000 $28,000 $0 $0 $100,000 $0 $0 $100,000 $151,500 $217,000 Sports Complex Equipment Reserves Total: $254,067 $176,627 $666,948 $228,000 $100,000 $468,500 Sports Complex Operations/Maintenance Parks, Recreation and Community Facilities Complex Operations/Maint Spring Training Soccer Club $4,614,505 $598,417 $65,093 $4,419,797 $597,618 $0 $4,541,665 $541,948 $0 $4,827,022 $730,742 $0 $4,997,022 $730,742 $0 $4,719,655 $730,742 $0 Sports Complex Operations/Maintenance Total: $5,278,015 $5,017,416 $5,083,613 $5,557,764 $5,727,764 $5,450,397 $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 $1,643,380 $1,989,258 $890,184 $1,284,440 $5,125,514 $3,351,526 $6,073,994 $1,623,096 $2,214,821 $1,046,899 $1,434,060 $5,523,619 $17,557,485 $6,884,572 $1,623,096 $2,214,821 $1,046,899 $1,434,060 $5,523,619 $10,632,115 $6,884,572 $2,119,373 $2,208,324 $1,028,626 $1,449,214 $5,727,460 $8,738,477 $7,385,823 Wastewater Total: $19,086,898 $21,487,895 $20,358,296 $36,284,552 $29,359,182 $28,657,297 $0 $0 $0 $0 $0 $6,589,530 $0 $0 $0 $0 $0 $6,589,530 Wastewater Impact Fees - East of Ag Wastewater Impact Fees - West of Ag Wastewater Impact Fees - Post 1-1-20 $209,361 $1,922 $39,942 $70,992 $15,392 $527,476 $202,815 $37,545 $381,366 $0 $1,178,850 $785,226 $126,323 $86,457 $8,189 $4,111,409 $1,950,289 $1,215,727 Wastewater Expansion Total: $251,225 $613,860 $621,726 $1,964,076 $220,969 $7,277,425 $29,543 $41,362 $63,438 $219,500 $228,732 $499,241 $29,543 $41,362 $63,438 $219,500 $228,732 $499,241 $1,738,057 $1,366,551 $1,431,672 $1,280,366 $1,423,366 $2,338,905 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 Bonds Water Services Prp W/S Rev Bonds 2021 (WW) Wastewater Bonds Total: Wastewater Expansion Water Services Wastewater Replacement & Reserves Water Services Ww Eqt Reserve Wastewater Replacement & Reserves Total: Water Water Services Water Services-Water/Ww Admin 424 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget $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 $1,843,489 $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 $2,184,955 $3,084,166 $441,644 $4,286,356 $2,494,510 $387,020 $984 ($37,206) $1,130,832 $8,322,991 $1,365,101 $7,206,611 $7,472,981 $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 $1,116,748 $3,188,511 $423,672 $4,493,612 $2,936,098 $477,689 $658,141 $2,124,965 $515,452 $9,031,087 $1,336,492 $14,803,018 $7,875,562 $0 $3,213,325 $437,610 $4,544,189 $3,088,552 $465,004 $624,250 $2,403,625 $448,001 $9,256,468 $1,332,940 $25,169,230 $8,978,640 Water Total: $36,175,968 $36,423,981 $39,772,617 $66,016,574 $50,404,413 $62,300,739 $0 $0 $1,134,793 $5,800,131 $0 $1,854,881 $0 $25,000 $851,744 $0 $1,430,948 $545,555 $0 $6,218 $7,550 $0 $50,765,019 $2,627,177 $0 $0 $2,673,289 $14,662,201 $51,000,616 $0 Water Bonds Total: $876,744 $1,976,503 $1,148,560 $59,192,327 $2,673,289 $67,517,698 Wtr Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Water Impact Fees - Vistancia Water Impact Fees - North of Bell Water Resource Fees - Post 8-1-2014 $868,548 $10,892 $190,394 $1,511,153 $0 $0 $830,427 $121,846 $220,394 $5,776 $505,035 $0 $0 $340,565 $1,916,472 $2,963,438 $236,968 $2,025,268 $0 $0 $236,280 $687,680 $2,050,815 $1,367,007 $12,896,256 $0 $0 $333,800 $13,550 $840,226 $719,820 $4,506,297 $0 $0 $367,850 $866,597 $632,527 $1,684,465 $6,134,888 $1,669,125 $3,180,548 $197,757 Water Expansion Total: $3,411,414 $1,193,617 $7,378,425 $17,335,558 $6,447,743 $14,365,907 $1,072,256 $847,374 $934,041 $1,189,619 $1,189,619 $1,291,388 $0 $284,161 $0 $32,759 $0 $66,763 $110,000 $278,000 $0 $501,000 $130,000 $263,500 $1,356,417 $880,133 $1,000,804 $1,577,619 $1,690,619 $1,684,888 Water Services Water Services-Operations Admin Greenway Potbl Wtr Trt Plant Quintero Treatment Plant Production Svcs Distribution Services Blue Staking Sustainability & Conservation Planning and Engineering 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 Prp W/S Rev Bonds 2021 (Wtr) WIFA Loan 2017 (Pyramid Peak) WIFA Bonds New River Purchase Water Expansion Water Services Water Replacement & Reserves Public Works Drainage Systems Operations Water Services Water Services-Operations Admin Wtr Eqt Reserve Water Replacement & Reserves Total: 425 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget $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 $437,435 $1,617,219 $755,116 $952,004 $545,742 $1,562,511 $464,120 $2,021,871 $895,791 $995,766 $796,738 $1,649,597 $464,120 $2,021,871 $895,791 $995,766 $796,738 $1,649,597 $439,939 $2,144,432 $925,957 $994,722 $714,942 $1,623,793 $5,830,171 $5,874,653 $5,870,028 $6,823,883 $6,823,883 $6,843,785 $4,534,497 $5,051,152 $5,124,278 $5,896,318 $5,896,318 $6,068,837 $4,534,497 $5,051,152 $5,124,278 $5,896,318 $5,896,318 $6,068,837 $3,284,384 $149,348 $1,099,635 $231,282 $2,035,091 $126,495 $5,384,612 $864,500 $3,128,986 $1,464,500 $2,469,708 $719,500 $3,433,732 $1,330,916 $2,161,586 $6,249,112 $4,593,486 $3,189,208 $8,783,777 $958,273 $8,065,230 $829,989 $7,758,647 $971,197 $9,678,879 $990,180 $9,953,721 $991,714 $10,230,574 $947,807 $9,742,050 $8,895,219 $8,729,844 $10,669,059 $10,945,435 $11,178,381 IT Projects $327,448 $186,066 $512,775 $418,000 $636,209 $103,000 Information Technology Projects Total: $327,448 $186,066 $512,775 $418,000 $636,209 $103,000 $766,016 $790,785 $462,657 $337,189 $701,905 $384,508 $2,301,235 $493,453 $2,254,793 $488,568 $1,426,000 $446,173 $1,556,800 $799,846 $1,086,413 $2,794,688 $2,743,361 $1,872,173 $2,030,297 $1,911,045 $2,521,202 $2,383,038 $2,383,038 $2,379,246 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 Res For System Comp Eqt Res For Personal Comp Eqt Information Technology Reserve Total: Insurance Reserve City Attorney Claims & Insurance 426 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget $168,928 $201,724 $162,204 $211,169 $211,169 $226,682 Workers Compensation Self-Insuranc $1,582,088 Employee Benefits - Health $14,340,600 Employee Benefits - Dental/Vision $998,295 $1,790,942 $16,996,098 $1,135,251 $2,957,803 $17,183,819 $1,139,339 $2,284,750 $19,365,148 $1,235,000 $2,241,856 $17,715,066 $1,045,519 $2,630,000 $19,699,681 $1,275,000 Insurance Reserve Total: $19,120,208 $22,035,061 $23,964,368 $25,479,105 $23,596,648 $26,210,609 $20,400 $20,400 $17,425 $21,000 $15,300 $21,000 $20,400 $20,400 $17,425 $21,000 $15,300 $21,000 City Attorney Claims Admin Human Resources Trust & Agency Funds Fireman's Pension Fire-Medical Vol Firefighter Pension Trust Fireman's Pension Total: Capital Projects Funds Capital Projects - Streets/Economic Development Non-Departmental Streets Capital Prj Capital Reimbursements from ALCP $41,695 $3,887,287 $233,145 $2,344,919 $2,630 $3,936,589 $696,691 $14,904,207 $75,191 $5,588,633 $621,500 $10,267,431 Capital Projects - Streets/Economic Development Total: $3,928,983 $2,578,064 $3,939,219 $15,600,898 $5,663,824 $10,888,931 $6,881,617 $2,069,664 $0 $0 $4,267,723 $4,024,400 $0 $0 $365,690 $1,966,266 $3,372,842 $109,598 $0 $0 $25,918,918 $7,417,090 $0 $0 $21,053,133 $1,727,389 $0 $0 $8,625,857 $21,532,563 $8,951,281 $8,292,123 $5,814,396 $33,336,008 $22,780,522 $30,158,420 $0 $3,467,644 $1,360,145 $0 $175,883 $0 $0 $3,467,644 $1,360,145 $0 $175,883 $0 $1,392,273 $2,061,114 $532,796 $9,236,400 $8,602,038 $3,487,688 $1,392,273 $2,061,114 $532,796 $9,236,400 $8,602,038 $3,487,688 General Obligation Bonds Non-Departmental GO Bonds 2015 (1) GO Bonds 2015 (2) GO Bonds 2019 Future GO Bonds General Obligation Bonds Total: MDA Bonds Non-Departmental Energy Efficiency Project Loan MDA Bonds Total: Outside Source Fund Non-Departmental Capital Prj-Outside Sources Outside Source Fund Total: 427 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2020 Estimate FY 2021 Budget $18,063,977 $16,608,719 $15,921,713 $19,959,062 $20,343,791 $18,345,932 General Obligation Bonds Total: $18,063,977 $16,608,719 $15,921,713 $19,959,062 $20,343,791 $18,345,932 $476,550 $2,220,825 $0 $0 $0 $0 $476,550 $2,220,825 $0 $0 $0 $0 $7,586,708 $0 $0 $4,403,542 $156,549 $0 $3,165,676 $3,864,332 $449,549 $3,906,126 $3,968,703 $429,988 $3,189,251 $903,203 $429,988 $3,179,376 $3,975,283 $431,511 $7,586,708 $4,560,091 $7,479,557 $8,304,817 $4,522,442 $7,586,170 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: $348,888,323 $352,001,724 $379,199,949 $611,149,981 428 $468,794,612 $589,250,000 429 $89,544 $9,036,424 - Street Light Districts Maintenance Imprvmnt Districts - - Transportation Sales Tax Victims of Crime Act Grant - $120,000 Wastewater Information Technology $240,000 $8,586,880 Water Half Cent Sales Tax - Percent for the Arts General Fund - Transfers To General Transfers From Fund $2,120,295 $2,120,295 Sports Complex - - - - - - - - - $6,249,613 $1,062,613 $5,187,000 - - - - - - - - Streets / Transit Funds $2,577,237 $2,577,237 Wastewater Op Fund - - - - - - - - - $1,816,250 $4,820 $80,000 $941,537 $789,893 Information Tech. Funds Schedule 4 - Transfers - - - - - - $5,940,584 $3,517,598 $231,593 $226,093 $1,965,300 CIP / Debt Funds - - - - - - $2,750,000 $2,750,000 EBTF / WC Trust Funds - - - - - - - - - $337,241 $152,241 $130,000 $55,000 - - - - - - - Fleet Reserves $30,827,644 $89,544 $1,062,613 $4,820 $8,704,598 $80,000 $272,241 $2,947,237 $11,880,305 $226,093 $5,560,193 Total Transferred City of Peoria Schedule 5 - Tax Levy and Tax Rate Information DESCRIPTION BUDGET FY 2017 BUDGET FY 2018 BUDGET FY 2019 PROJECTED FY 2020 PROJECTED FY 2021 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $665,000,000 $234,565,705 $430,434,295 $983,058,380 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $1,659,287,324 $6,200,757 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 $1,244,818,886 $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 $1,659,287,324 $19,081,804 $4,811,933 $23,893,737 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 $2,246,898 $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 $4,571,337 $240,597 $18,127,714 $954,090 $22,699,051 $1,194,687 $23,893,737 $0.1900 $1.2500 $1.4400 $0.1900 $1.2500 $1.4400 $0.2900 $1.1500 $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 07/01/20 Principal Payments FY21 Proposed Debt FY21 Estimated Debt outstanding FY21 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/20 Principal Payments FY21 Proposed Debt FY21 Estimated Debt outstanding FY21 Remaining limitation available Truth in Taxation Calculation $135,375,103 ($10,158,274) $18,406,324 $2,278,027 ($648,127) 4,708,495 $1,659,287,324 $331,857,465 $143,623,153 $188,234,312 $1,659,287,324 $99,557,239 $6,338,395 $93,218,844 430 Previous year's primary levy Current net assessed valuation(AV) $4,514,821 $1,619,570,569 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 $0.2788 $1,619,570,569 $4,514,821 $0.2900 $0.2788 $39,716,755 $110,730 $181,392 Schedule 6 - Personnel Summary By Department Department Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 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 -1.00 6.00 Development and Engineering 65.00 67.25 67.00 0.00 67.00 0.00 67.00 Economic Development Services 8.00 7.00 7.00 0.00 7.00 0.00 7.00 Finance and Budget 43.00 41.00 40.00 0.00 40.00 0.00 40.00 Finance Utilities 37.00 38.00 38.00 0.00 38.00 0.00 38.00 Fire-Medical 194.50 212.00 220.00 0.00 220.00 0.00 220.00 Human Resources 20.00 20.50 21.50 0.00 21.50 0.00 21.50 Information Technology 42.00 42.00 43.00 0.00 43.00 1.00 44.00 Leadership and Management 18.00 18.00 19.00 0.00 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 63.75 52.63 44.25 0.00 44.25 0.00 44.25 Office of Communications 9.00 9.00 10.00 0.00 10.00 0.00 10.00 Parks, Recreation and Community Faciliti 102.95 112.57 130.05 -0.30 129.75 0.00 129.75 Planning and Community Development 10.00 12.00 13.00 0.00 13.00 0.00 13.00 Police 285.00 303.00 304.00 0.00 304.00 0.00 304.00 Public Works 160.50 165.50 169.25 0.00 169.25 0.00 169.25 Water Services 91.00 95.00 98.00 0.00 98.00 0.00 98.00 1,203.60 1,249.35 1,277.95 -0.30 1,277.65 0.00 1,277.65 City Totals: Footnote: This schedule includes all Full-time positions and only Part-time positions that receive benefits. 431 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 0.00 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 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 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 3.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 1.00 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 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 2.00 1.00 1.00 1.00 0.00 7.00 7.00 7.00 0.00 7.00 -1.00 6.00 7.00 7.00 7.00 0.00 7.00 -1.00 6.00 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 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 Records Assistant Management Analyst Full Full Full Full Full Full City Clerk Totals: 432 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 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 9.00 1.00 3.00 1.00 0.50 0.50 3.00 2.00 2.00 1.00 1.00 0.00 0.50 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 -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 8.00 2.00 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 8.00 2.00 3.00 1.00 0.50 0.50 3.00 2.00 2.00 1.00 1.00 0.00 0.00 24.50 24.50 24.00 0.00 24.00 0.00 24.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 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 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 5.00 0.00 5.00 0.00 5.00 1.00 0.50 1.00 0.50 0.00 1.00 1.00 0.00 0.50 0.50 1.00 1.00 0.00 1.00 0.50 2.00 0.50 1.00 1.00 1.00 0.00 0.00 0.50 0.00 1.00 0.50 2.00 0.50 1.00 0.50 1.00 1.00 1.00 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 1.00 0.00 0.00 0.00 -1.00 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 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 9.00 8.00 0.00 8.00 0.00 8.00 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 1.00 1.00 4.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 2.00 1.00 1.00 0.00 0.00 9.50 9.75 11.00 0.00 11.00 0.00 11.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 5.00 5.00 4.00 0.00 4.00 0.00 4.00 Development and Engineering General Fund 1000 - 0650 Building Safety Building Inspector I Full Building Inspector II Full Building Inspector III Full Building Official & Inspection Superviso Full Deputy Engineering Director Full Development Services Supervisor Full Development Technician I Full Plans Examiner I Full Plans Examiner II Full Plans Review Supervisor Full Residential Field Inspection Supervisor Full Administrative Assistant II - Classified Full Management Assistant Full 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 Technician II Plans Review Coordinator Site Development Manager Administrative Assistant II - Classified Civil Engineer Development Project Specialist Engineering Supervisor 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 433 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 1.00 5.00 2.00 1.00 6.00 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 9.00 9.00 0.00 9.00 0.00 9.00 2.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 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 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 67.25 67.00 0.00 67.00 0.00 67.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 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 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 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 5.00 4.00 7.00 0.00 7.00 0.00 7.00 8.00 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 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 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 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 13.00 0.00 13.00 0.00 13.00 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 City Traffic Engineer Full Intelligent Transportation System Engin Full ITS Technician Full Transportation Planning Engineer Full Engineering Technician II Full Development and Engineering Totals: Economic Development Services General Fund 1000 - 0351 Economic Development Administration Economic Development Assistant Full Economic Development Operations Sp Full Economic Development Services Direct Full Executive Assistant Full Management Analyst Full 1000 - 0352 Economic Development Business Attraction Coordinator Full Business Development Coordinator Full Chief Business Attraction Officer Full Economic Development Agreement Co Full Economic Development Assistant Full Economic Development Operations Sp Full Economic Development Services Direct Full Economic Development Project Manag Full Economic Development Services Totals: Finance and Budget General Fund 1000 - 0400 Finance Admin Chief Financial Officer Finance & Accounting Asst Full Full 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 434 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 2.00 3.00 1.00 2.00 1.00 1.00 3.00 1.00 2.00 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 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 2.00 0.00 9.00 7.00 7.00 0.00 7.00 0.00 7.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 2.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 6.00 5.00 6.00 0.00 6.00 0.00 6.00 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 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 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 7.00 7.00 0.00 7.00 0.00 7.00 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 3.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 0.00 1.00 1.00 3.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 43.00 41.00 40.00 0.00 40.00 0.00 40.00 17.00 3.00 1.00 17.00 3.00 2.00 12.00 2.00 1.00 0.00 0.00 0.00 12.00 2.00 1.00 0.00 0.00 0.00 12.00 2.00 1.00 21.00 22.00 15.00 0.00 15.00 0.00 15.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 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 1.00 2.00 1.00 1.00 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 5.00 1.00 1.00 0.00 0.00 0.00 5.00 1.00 1.00 0.00 0.00 0.00 5.00 1.00 1.00 0.00 0.00 7.00 0.00 7.00 0.00 7.00 37.00 38.00 38.00 0.00 38.00 0.00 38.00 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 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 1000 - 0460 Revenue Administration Administrative Assistant II - Classified Business Systems Analyst Business Systems Supervisor Revenue Manager 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: 435 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 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 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 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 7.00 8.00 8.00 0.00 8.00 0.00 8.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 8.00 8.00 8.00 0.00 8.00 0.00 8.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 2.00 1.00 1.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 1.00 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 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 0.50 1.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.50 1.00 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 1.00 -1.00 0.00 1.00 6.00 5.00 34.00 31.00 78.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 5.00 34.00 31.00 78.00 155.00 155.00 155.00 0.00 155.00 0.00 155.00 0.00 0.00 14.00 1.00 0.00 1.00 1.00 0.00 28.00 1.00 1.00 1.00 1.00 0.00 35.00 2.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 1.00 1.00 35.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 35.00 2.00 1.00 0.00 16.00 32.00 40.00 0.00 40.00 0.00 40.00 194.50 212.00 220.00 0.00 220.00 0.00 220.00 Fire-Medical General Fund 1000 - 1200 Fire Admin Administrative Assistant II - Classified Deputy Fire Chief Executive Assistant Fire and Life Safety Educ Coordinator Fire Chief Fire Engineer - PIO Management Analyst Management Assistant Administrative Assistant II Public Information Officer Full 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 Full Full Full Full Full 1000 - 1220 Fire Support Services Automotive Technician II Fire Physical Resources Spvsr Lead Automotive Technician Full Full Full 1000 - 1230 Emergency Medical Services Administrative Assistant I Deputy Fire Chief Emergency Management Coordinator Full Full Full 1000 - 1240 Fire Training Fire Captain Full 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 Battalion Chief Firefighter Medical Billing Specialist Medical Billing Supervisor Fire Captain Full Full Full Full Full Full Fire-Medical Totals: 436 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 1.00 0.00 1.00 0.00 0.00 2.00 1.00 3.00 1.00 2.00 0.50 4.00 0.00 1.00 1.00 0.00 0.50 1.00 1.00 0.00 1.00 0.00 0.00 2.00 1.00 3.00 1.00 3.00 0.50 4.00 0.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 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 -1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 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 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 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 19.00 20.50 21.50 0.00 21.50 0.00 21.50 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 20.00 20.50 21.50 0.00 21.50 0.00 21.50 6.00 2.00 1.00 0.00 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 0.00 1.00 1.00 1.00 6.00 2.00 1.00 0.00 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 0.00 1.00 1.00 1.00 6.00 2.00 1.00 0.00 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 0.00 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 5.00 2.00 1.00 0.00 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 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 5.00 2.00 1.00 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 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 40.00 40.00 41.00 0.00 41.00 1.00 42.00 Human Resources General Fund 1000 - 0070 Human Resources Business Systems Analyst Full Deputy Human Resources Director Full Executive Assistant Full HR Safety & Training Coordinator Full HR Systems Administrator Full Human Resources Analyst Full Human Resources Assistant Full Human Resources Consultant Full Human Resources Director Full Human Resources Manager Full Human Resources Safety Specialist Part Human Resources Specialist Full Human Resources Supervisor Full Human Resources Technician Full Safety Administrator Full Dept Training & Compliance Spc Full Emergency Management & Safety Coor Full Sr Human Resources Analyst Full 1000 - 0080 Training Human Resources Manager Full Human Resources Totals: Information Technology Information Technology Fund 3300 - 3750 IT Operations Application Systems Analyst Application Systems Supervisor Applications/GIS Manager Business Systems Analyst 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 Radio Systems Engineer Sr Application Systems Analyst Sr Management Analyst Systems Engineer 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 437 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 -1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 42.00 42.00 43.00 0.00 43.00 1.00 44.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 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 3.00 1.00 3.00 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 3.00 1.00 3.00 1.00 1.00 1.00 1.00 15.00 14.00 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 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 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 2.00 2.00 0.00 2.00 0.00 2.00 18.00 18.00 19.00 0.00 19.00 0.00 19.00 1.00 2.00 0.00 8.00 4.00 1.00 4.00 1.00 2.00 0.00 8.00 4.00 1.00 4.00 1.00 2.00 0.00 8.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 8.00 4.00 1.00 4.00 0.00 0.00 0.45 0.00 0.00 0.00 0.00 1.00 2.00 0.45 8.00 4.00 1.00 4.00 20.00 20.00 20.00 0.00 20.00 0.45 20.45 0.90 0.90 0.90 0.00 0.90 -0.45 0.45 0.90 0.90 0.90 0.00 0.90 -0.45 0.45 20.90 20.90 20.90 0.00 20.90 0.00 20.90 3300 - 3760 Radio System Operations Application Systems Analyst Lead Radio Systems Engineer Radio Systems Engineer Full 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 Chief of Staff 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 Mayor's Chief of Staff Sr Executive Assistant Part Full Full Full Full Full Full Full Full Full Full 1000 - 0025 Governmental Affairs Intergovernmental Affairs Coordinator Intergovernmental Affairs Director Full Full 1000 - 0026 Office of Sustainability Economic Efficiency & Sustainability M Full 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 Judge Pro Tem Judicial Assistant Lead Judicial Assistant Municipal Judge Municipal Security Guard Full Full Full Full Full Full Full Municipal Court Enhancement Fd Fund 8062 - 8062 Municipal Court Enhancement Fd Judge Pro Tem Part Municipal Court Totals: 438 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 0.00 0.00 0.00 0.50 0.00 0.45 0.50 0.00 0.00 0.45 0.50 0.00 0.33 -0.12 0.00 0.00 0.33 0.33 0.50 0.00 0.00 0.00 0.00 0.00 0.33 0.33 0.50 0.00 0.50 0.95 0.95 0.21 1.16 0.00 1.16 0.00 1.00 0.00 0.55 0.00 0.55 0.34 -0.21 0.34 0.34 0.00 0.00 0.34 0.34 1.00 0.55 0.55 0.13 0.68 0.00 0.68 1.00 7.00 0.00 0.00 4.00 1.00 0.00 0.00 1.00 1.00 5.00 1.00 1.00 6.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 6.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 -1.00 -1.00 0.00 -1.00 0.00 0.00 1.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.00 9.00 10.00 -1.00 9.00 0.00 9.00 0.00 0.80 0.75 1.00 1.00 1.00 0.53 0.63 0.80 0.75 1.00 1.00 1.00 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 0.75 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 0.75 0.80 0.75 1.00 1.00 0.50 0.00 5.08 5.71 4.80 0.00 4.80 0.00 4.80 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 0.00 0.00 0.00 3.75 0.50 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.75 0.75 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 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 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 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 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 12.50 4.00 -1.00 3.00 0.00 3.00 Neighborhood & Human Services General Fund 1000 - 0042 Arts Commission Arts & Events Superintendent Arts & Theater Manager Arts Coordinator Arts & Culture Coordinator Full Full Part Part 1000 - 0043 Peoria Center for Performing Arts Arts & Events Superintendent Arts & Theater Manager Full Full 1000 - 0550 Neighborhood Services Administrative Assistant II - Classified Code Compliance Officer Code Compliance Supervisor Neighborhood Services Manager Animal Control Officer Lead Animal Control Officer Lead Code Compliance Officer Neighborhood Imp. Specialist Park Ranger Supervisor Police Services Manager Police Services Officer Public Education Specialist Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 0570 Community Assistance Administrative Assistant II - Classified Part Community Assistance Manager Full Housing & Development Grants Coordi Full Human Services Coordinator I Full Human Services Coordinator II Full Neighborhood Programs Coordinator Full Neighborhood Imp. Specialist Full 1000 - 0590 Community Engagement Neighborhood Imp. Specialist Recreation Coordinator Full Full 1000 - 1400 NHS Administration Deputy Director of Neighborhood & Hu Full Management Assistant Full Neighborhood & Human Services Direc Full Administrative Assistant II - Classified Full Administrative Assistant II - Classified Part Business Services Manager Full Business Systems Supervisor Full Community Services Director Full Customer Service Rep I - Classified Full Customer Services Rep I - Classified Full Customer Services Rep II Full Executive Assistant Full Lead Customer Services Rep Full Management Analyst Full Recreation Manager Full 439 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 2.60 0.00 0.60 0.60 2.60 0.00 0.60 0.60 2.30 0.00 0.30 0.40 -0.60 0.39 0.20 0.20 1.70 0.39 0.50 0.60 0.00 0.00 0.00 0.00 1.70 0.39 0.50 0.60 3.80 3.80 3.00 0.19 3.19 0.00 3.19 0.00 1.00 1.00 0.00 0.00 0.10 0.00 1.00 1.00 0.00 0.00 0.10 0.00 1.00 1.00 0.05 0.30 0.00 0.08 0.00 0.00 0.00 -0.20 0.00 0.08 1.00 1.00 0.05 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.08 1.00 1.00 0.05 0.10 0.00 2.10 2.10 2.35 -0.12 2.23 0.00 2.23 0.30 0.00 0.00 0.00 0.30 0.00 0.00 0.00 0.45 0.00 0.05 0.05 -0.05 0.02 0.00 0.00 0.40 0.02 0.05 0.05 0.00 0.00 0.00 0.00 0.40 0.02 0.05 0.05 0.30 0.30 0.55 -0.03 0.52 0.00 0.52 0.50 0.00 0.00 0.20 0.50 0.00 0.00 0.20 0.90 0.00 0.30 0.15 0.00 0.06 -0.05 0.10 0.90 0.06 0.25 0.25 0.00 0.00 0.00 0.00 0.90 0.06 0.25 0.25 0.70 0.70 1.35 0.11 1.46 0.00 1.46 0.00 0.85 0.00 0.20 0.00 0.85 0.00 0.20 0.00 0.85 0.00 0.20 0.10 -0.10 0.04 0.00 0.10 0.75 0.04 0.20 0.00 0.00 0.00 0.00 0.10 0.75 0.04 0.20 1.05 1.05 1.05 0.04 1.09 0.00 1.09 0.00 0.00 0.30 0.40 0.00 0.00 0.30 0.40 0.00 0.00 0.30 0.40 0.40 0.04 0.00 -0.40 0.40 0.04 0.30 0.00 0.00 0.00 0.00 0.00 0.40 0.04 0.30 0.00 0.70 0.70 0.70 0.04 0.74 0.00 0.74 0.00 0.00 1.00 0.40 1.00 0.00 0.00 1.00 0.40 1.00 0.00 0.00 1.00 0.00 1.00 0.33 0.33 0.00 0.00 -1.00 0.33 0.33 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.33 0.33 1.00 0.00 0.00 2.40 2.40 2.00 -0.34 1.66 0.00 1.66 0.50 0.00 0.00 0.20 0.50 0.00 0.00 0.20 0.35 0.00 0.30 0.10 -0.15 0.04 -0.15 -0.10 0.20 0.04 0.15 0.00 0.00 0.00 0.00 0.00 0.20 0.04 0.15 0.00 0.70 0.70 0.75 -0.36 0.39 0.00 0.39 1.00 0.00 1.60 0.00 0.40 1.00 0.00 1.60 0.00 0.40 1.00 0.00 1.60 0.00 0.40 0.00 0.35 -0.55 0.33 0.00 1.00 0.35 1.05 0.33 0.40 0.00 0.00 0.00 0.00 0.00 1.00 0.35 1.05 0.33 0.40 3.00 3.00 3.00 0.13 3.13 0.00 3.13 1000 - 1420 Am/Pm Program Recreation Coordinator Recreation Manager Recreation Superintendent Recreation Supervisor Full Full Full Full 1000 - 1430 Little Learners Program Recreation Manager Recreation Programmer Recreation Specialist I Recreation Superintendent Recreation Supervisor Recreation Coordinator Full Full Full Full Full Full 1000 - 1440 Summer Recreation Program Recreation Coordinator Recreation Manager Recreation Superintendent Recreation Supervisor Full Full Full Full 1000 - 1450 Summer Camp Program Recreation Coordinator Recreation Manager Recreation Superintendent Recreation Supervisor Full Full Full Full 1000 - 1490 Active Adult Program Family & Youth Services Supervisor Recreation Coordinator Recreation Manager Recreation Superintendent Full Full Full Full 1000 - 1500 Adaptive Recreation Program Family & Youth Services Supervisor Recreation Manager Recreation Superintendent Recreation Coordinator Full Full Full Full 1000 - 1510 Special Events Program Arts & Events Superintendent Arts & Theater Manager Recreation Coordinator Recreation Superintendent Recreation Supervisor Full Full Full Full Full 1000 - 1520 Teen Program Recreation Coordinator Recreation Manager Recreation Superintendent Recreation Supervisor Full Full Full Full 1000 - 1530 Community Center Administrative Assistant II - Classified Family & Youth Services Supervisor Recreation Coordinator Recreation Manager Recreation Superintendent Full Full Full Full Full 440 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 0.00 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 1.00 1.00 1.00 0.00 1.00 0.00 1.00 0.20 0.25 0.00 0.47 0.20 0.25 0.00 0.47 0.20 0.25 0.50 0.00 0.00 0.00 0.00 0.00 0.20 0.25 0.50 0.00 0.00 0.00 0.00 0.00 0.20 0.25 0.50 0.00 0.92 0.92 0.95 0.00 0.95 0.00 0.95 0.00 0.15 4.00 2.00 0.10 0.00 1.15 4.00 2.00 0.10 0.00 1.15 4.00 2.00 0.10 0.15 -0.15 0.00 0.00 0.00 0.15 1.00 4.00 2.00 0.10 0.00 0.00 0.00 0.00 0.00 0.15 1.00 4.00 2.00 0.10 6.25 7.25 7.25 0.00 7.25 0.00 7.25 63.75 52.63 44.25 0.00 44.25 0.00 44.25 1.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 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 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 6.00 6.00 7.00 0.00 7.00 0.00 7.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 9.00 9.00 10.00 0.00 10.00 0.00 10.00 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 0.75 1.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.75 -0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.50 1.00 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 1.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 3.00 12.50 0.00 12.50 0.00 12.50 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 Neighborhood Programs Coordinator Full Neighborhood Imp. Specialist Full Adult Day Program Fund 7180 - 7250 Adult Day Prg Grant Family & Youth Services Supervisor Recreation Coordinator Recreation Specialist I Recreation Specialist II Recreation Superintendent Full Full Full Full Full Neighborhood & Human Services Totals: Office of Communications General Fund 1000 - 0040 Public Information Office Digital Media Manager Graphics Designer Marketing Communications Manager Marketing/Communications Analyst Multi-Media Marketing Specialist Office of Communications Director Web Content Administrator Management Assistant Web Administrator Full Full Full Full Full Full Full Full Full 1000 - 0041 Peoria Channel 11 Digital Media Specialist Full Office of Communications Totals: Parks, Recreation and Community Facil General Fund 1000 - 1390 PRCF Administration Administrative Assistant II - Classified Part Administrative Assistant II - Classified Full Business Services Manager Full Business Systems Supervisor Full Customer Service Rep I - Classified Full Customer Services Rep I - Classified Full Customer Services Rep II Full Executive Assistant Full Lead Customer Services Rep Full Management Analyst Full Parks, Recreation and Community Facil Full Parks, Recreation and Community Faci Full 441 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 1.00 1.00 0.75 0.34 0.00 1.00 1.00 1.00 0.34 0.00 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 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.20 0.40 3.09 3.34 4.60 0.00 4.60 0.00 4.60 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.42 0.45 0.00 0.00 0.42 0.45 0.02 0.00 0.40 0.00 0.00 0.40 -0.40 0.00 0.02 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.02 0.40 0.00 0.00 0.87 0.87 0.42 0.00 0.42 0.00 0.42 0.00 0.00 0.10 0.10 0.00 0.00 0.10 0.10 0.02 0.00 0.15 0.00 0.00 0.10 -0.15 0.00 0.02 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.02 0.10 0.00 0.00 0.20 0.20 0.17 -0.05 0.12 0.00 0.12 1.70 0.33 0.00 0.75 1.70 0.33 0.00 0.75 1.00 0.30 1.00 0.00 0.70 0.00 0.00 0.00 1.70 0.30 1.00 0.00 0.00 0.00 0.00 0.00 1.70 0.30 1.00 0.00 2.78 2.78 2.30 0.70 3.00 0.00 3.00 0.00 1.30 0.33 0.25 0.00 1.30 0.33 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 0.00 0.00 0.00 0.00 0.11 1.00 0.13 0.00 1.88 1.88 1.24 0.00 1.24 0.00 1.24 0.50 0.25 0.50 0.00 0.00 0.00 0.00 1.50 1.00 0.00 0.00 1.00 0.25 0.50 0.25 0.50 1.00 0.00 0.00 0.00 1.50 0.00 5.00 1.00 1.00 0.25 0.50 0.12 0.25 1.00 1.00 0.00 0.13 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.12 0.25 1.00 1.00 0.33 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 0.50 0.12 0.25 1.00 1.00 0.33 0.13 1.00 0.00 0.00 0.00 0.00 0.00 5.00 11.00 4.00 0.33 4.33 0.00 4.33 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 3.00 2.00 1.00 1.50 1.00 0.50 0.60 0.00 0.00 0.00 -0.70 0.00 0.00 0.00 0.00 0.00 3.00 2.00 0.30 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 0.30 1.50 1.00 0.50 0.60 0.00 9.00 9.00 9.60 -0.70 8.90 0.00 8.90 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 Coordinator Recreation Supervisor Full Full Part Full 1000 - 1471 Special Interest Classes - Adult Library & Cultural Svcs Manager Recreation Coordinator Recreation Coordinator Recreation Supervisor Full 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 Recreation Coordinator Full Recreation Superintendent Full Recreation Programmer Full 1000 - 1531 Rio Vista Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Parks & Sports Equip. Mechanic Full Parks & Sports Fac Crew Leader Full Parks & Sports Fac Worker III Full Parks Superintendent Full Recreation Superintendent Full Sports Facilities Maint Coordinator Full Management Analyst Full Park Ranger Full Park Ranger Supervisor Full Parks & Sports Fac Worker I Full Recreation Coordinator Full 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 442 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 1.00 0.25 0.00 2.00 0.00 0.00 1.00 0.25 1.00 0.25 0.00 1.00 0.00 0.00 1.00 0.25 0.50 0.11 0.25 2.00 0.00 0.13 1.00 0.00 0.00 0.00 0.00 0.00 0.33 0.00 0.00 0.00 0.50 0.11 0.25 2.00 0.33 0.13 1.00 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 0.33 0.13 1.00 0.00 4.50 3.50 3.99 0.33 4.32 0.00 4.32 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 0.11 1.00 2.00 1.00 1.00 0.13 0.00 0.00 0.00 0.00 0.00 -0.66 0.00 1.00 0.11 1.00 2.00 1.00 0.34 0.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.11 1.00 2.00 1.00 0.34 0.13 0.00 0.00 6.24 -0.66 5.58 0.00 5.58 5.00 1.25 1.00 1.00 1.50 1.50 2.00 1.00 3.00 0.00 0.00 4.00 2.25 1.00 1.00 1.50 1.50 2.00 1.00 3.00 0.00 0.00 4.00 2.25 1.00 0.48 1.50 1.50 2.00 1.00 3.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.25 4.00 2.25 1.00 0.48 1.50 1.50 1.00 1.00 3.00 0.50 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 2.25 1.00 0.48 1.50 1.50 1.00 1.00 3.00 0.50 0.25 17.25 17.25 17.23 -0.75 16.48 0.00 16.48 2.00 1.50 1.00 0.00 3.13 1.00 1.00 2.00 0.00 0.00 1.00 0.00 2.00 1.50 1.00 0.00 3.00 1.00 1.00 2.00 0.00 0.00 0.00 1.00 2.00 1.50 1.00 0.48 3.00 1.00 1.00 2.00 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 0.25 0.00 0.00 2.00 1.50 1.00 0.48 3.00 1.00 1.00 2.00 0.50 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.50 1.00 0.48 3.00 1.00 1.00 2.00 0.50 0.25 0.00 0.00 12.63 12.50 12.48 0.25 12.73 0.00 12.73 0.00 0.50 1.00 0.25 2.00 1.00 5.00 1.00 0.50 0.00 1.00 0.25 0.35 0.50 1.00 0.25 2.00 1.00 5.00 1.00 0.50 0.00 1.00 0.25 0.35 0.50 1.00 0.11 2.00 2.00 4.00 1.50 0.00 0.11 0.50 0.00 0.15 0.00 0.00 0.00 0.00 0.00 0.00 -0.50 0.50 0.00 -0.50 0.00 0.50 0.50 1.00 0.11 2.00 2.00 4.00 1.00 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 0.50 0.50 1.00 0.11 2.00 2.00 4.00 1.00 0.50 0.11 0.00 0.00 12.50 12.85 12.07 -0.35 11.72 0.00 11.72 1000 - 1533 Pioneer Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Parks & Sports Equip. Mechanic Full Parks & Sports Fac Crew Leader Full Parks Superintendent Full Recreation Superintendent Full Sports Facilities Maint Coordinator Full Recreation Coordinator Full 1000 - 1534 Paloma Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Parks & Sports Equip. Mechanic Full Parks & Sports Fac Worker I Full Parks Maintenance Coordinator Full Parks Superintendent Full Recreation Superintendent Full 1000 - 1540 Main Library Librarian Librarian Librarian II Library & Cultural Svcs Manager Library Assistant I Library Assistant II Library Assistant III Library Services Coordinator Library Specialist Library Systems Administrator Recreation Coordinator Full Part Full Full Part Part Full Full Full Full Full 1000 - 1550 Branch Library Librarian Librarian Librarian II Library & Cultural Svcs Manager Library Assistant I Library Assistant III Library Services Coordinator Library Specialist Library Systems Administrator Recreation Coordinator Librarian III Library Systems Supervisor Full Part Full Full Part Full Full Full Full Full Full Full 1000 - 1560 Parks North Administrative Assistant II - Classified Part Graffiti Abatement Technician Full Irrigation Technician Full Neighborhood & Comm Parks Manager Full Parks & Sports Fac Worker I Full Parks & Sports Fac Worker II Full Parks & Sports Fac Worker III Full Parks Maintenance Coordinator Full Parks Superintendent Full Recreation Superintendent Full Parks Supervisor Full Recreation Coordinator Full 443 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 0.00 0.50 1.00 0.25 2.00 0.00 6.00 1.00 0.50 0.00 0.00 0.25 0.40 0.50 1.00 0.25 2.00 0.00 6.00 1.00 0.50 0.00 0.00 0.25 0.40 0.50 1.00 0.11 2.00 1.00 5.00 0.50 0.00 0.11 0.50 0.00 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.50 0.00 -0.50 0.00 0.50 0.50 1.00 0.11 2.00 1.00 5.00 1.00 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 0.50 0.50 1.00 0.11 2.00 1.00 5.00 1.00 0.50 0.11 0.00 0.00 11.50 11.90 11.12 0.60 11.72 0.00 11.72 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.11 7.00 1.00 0.13 0.00 0.00 0.00 0.00 0.11 7.00 1.00 0.13 0.00 0.00 0.00 0.00 0.11 7.00 1.00 0.13 0.00 0.00 8.24 0.00 8.24 0.00 8.24 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.11 0.50 0.00 0.00 0.00 1.00 0.11 0.50 0.00 0.00 0.00 1.00 0.11 0.50 0.00 1.00 1.61 0.00 1.61 0.00 1.61 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 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 0.00 0.00 0.00 0.00 0.00 0.11 1.00 2.00 0.50 0.13 0.00 3.00 3.00 3.74 0.00 3.74 0.00 3.74 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 0.00 1.00 1.00 1.00 2.00 0.50 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 1.00 1.00 1.00 0.00 1.00 0.50 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 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 1.00 0.00 0.00 0.00 0.00 -1.00 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 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 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 2.00 1.00 0.00 0.00 0.00 0.00 18.50 18.50 18.50 0.00 18.50 0.00 18.50 102.95 112.57 130.05 -0.30 129.75 0.00 129.75 1000 - 1570 Parks South Administrative Assistant II - Classified Part Graffiti Abatement Technician Full Irrigation Technician Full Neighborhood & Comm Parks Manager Full Parks & Sports Fac Worker I Full Parks & Sports Fac Worker II Full Parks & Sports Fac Worker III Full Parks Maintenance Coordinator Full Parks Superintendent Full Recreation Superintendent Full Parks Supervisor Full Recreation Coordinator Full 1000 - 1590 Park Rangers Neighborhood & Comm Parks Manager Full Park Ranger Full Park Ranger Supervisor Full Recreation Superintendent Full 1000 - 1600 Contracted Landscape Maintenance Landscape Coordinator Full Neighborhood & Comm Parks Manager Full Parks Superintendent Full 1000 - 1610 Trails Maintenance Neighborhood & Comm Parks Manager Full Parks & Sports Fac Worker I Full Parks & Sports Fac Worker III Full Parks Superintendent Full Recreation Superintendent Full Landscape Coordinator Full 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 Irrigation Technician Full Parks & Sports Equip. Mechanic Full Parks & Sports Fac Worker II Full Parks & Sports Fac Worker III Full Recreation Manager Full Sales & Sponsorship Coordinator Full Sports Complex Operations Coordinato Full Sports Complex Superintendent Full Sports Complex Ticket Ops Coordinator Full Sports Facilities Maint Coordinator Full Sports Facilities Superintendent Full Building Automation Technician Full Deputy Director of Community Services Full Parks & Sports Fac Crew Leader Full Sports Facilities Maint Coor Full Parks, Recreation and Community Facilities Totals: 444 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 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 3.00 1.00 1.00 1.00 3.00 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 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 9.00 10.00 0.00 10.00 0.00 10.00 10.00 12.00 13.00 0.00 13.00 0.00 13.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 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 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 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 12.00 12.00 11.00 0.00 11.00 0.00 11.00 1.00 2.00 3.00 1.00 1.00 23.00 4.00 1.00 0.00 0.00 0.00 1.00 1.00 2.00 3.00 1.00 1.00 23.00 4.00 2.00 0.00 0.00 1.00 1.00 1.00 2.00 3.00 1.00 1.00 22.00 4.00 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 0.00 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 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 0.00 37.00 39.00 37.00 0.00 37.00 0.00 37.00 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 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 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 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 0.00 0.00 0.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 3.00 59.00 8.00 15.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 3.00 59.00 8.00 15.00 2.00 1.00 0.00 78.00 92.00 97.00 0.00 97.00 0.00 97.00 Planning and Community Development General Fund 1000 - 0600 Community Dev Administration Development Administration Coordinato Full Executive Assistant Full Planning & Comm Dev Director Full 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 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 Services Coordinator Lead Police Services Officer Victim Assistance Coordinator Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 1020 Patrol Services - South Administrative Assistant II - Classified Full Animal Control Officer Full Crime Analyst Full Lead Animal Control Officer Full Lead Police Services Officer Full Police Commander Full Police Lieutenant Full Police Officer Full Police Sergeant Full Police Services Officer Full Police Services Supervisor Full Public Education Specialist Full Crime Prevention Education Coordinato Full 445 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 1.00 1.00 1.00 3.00 49.00 6.00 1.00 1.00 1.00 3.00 49.00 6.00 1.00 1.00 1.00 3.00 46.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 46.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 46.00 5.00 61.00 61.00 57.00 0.00 57.00 0.00 57.00 1.00 1.00 28.00 6.00 1.00 1.00 1.00 28.00 6.00 1.00 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 0.00 0.00 0.00 0.00 0.00 1.00 1.00 30.00 7.00 1.00 37.00 37.00 40.00 0.00 40.00 0.00 40.00 3.00 1.00 7.00 1.00 3.00 1.00 8.00 1.00 3.00 1.00 8.00 1.00 0.00 0.00 0.00 0.00 3.00 1.00 8.00 1.00 0.00 0.00 0.00 0.00 3.00 1.00 8.00 1.00 12.00 13.00 13.00 0.00 13.00 0.00 13.00 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 1.00 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 1.00 1.00 3.00 1.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 26.00 6.00 1.00 1.00 27.00 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 35.00 35.00 0.00 35.00 0.00 35.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 -1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 285.00 303.00 304.00 0.00 304.00 0.00 304.00 0.00 1.00 0.00 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 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 1000 - 1021 Patrol Services - North Administrative Assistant II - Classified Crime Analyst Police Commander Police Lieutenant Police Officer Police Sergeant 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 Full Full Full Full 1000 - 1040 Staff Services Administrative Assistant II - Classified Full Police Lieutenant Full Police Officer Full Police Sergeant Full Police Training and Recruitment Superv Full 1000 - 1050 Pd Communications Communications Specialist Communications Supervisor Police Communications Manager Police Services Specialist Full Full Full Full 1000 - 1060 Strategic Planning Administrative Assistant II - Classified HR Systems Administrator Management Assistant Police Admin Services Manager Police Equipment Coordinator Business Systems Analyst Full Full Full Full Full Full Victims of Crime Act (VOCA) Grant Fund 7460 - 7710 Victims Of Crime Act Grant Victim Advocate Program Asst - Victim Services 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 Public Works & Utilities Dir Full Full Full Full Full 446 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 4.00 1.00 0.10 0.50 4.00 1.00 0.10 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 0.00 0.00 0.00 0.00 4.00 1.00 0.10 0.00 5.60 5.60 5.10 0.00 5.10 0.00 5.10 2.00 0.10 0.25 2.00 0.10 0.25 2.00 0.10 0.00 0.00 0.00 0.00 2.00 0.10 0.00 0.00 0.00 0.00 2.00 0.10 0.00 2.35 2.35 2.10 0.00 2.10 0.00 2.10 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 -1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 22.00 3.00 1.80 1.00 1.50 23.00 3.00 1.80 1.00 1.50 27.00 3.00 1.80 1.00 0.00 0.00 0.00 0.00 0.00 0.00 27.00 3.00 1.80 1.00 0.00 0.00 0.00 0.00 0.00 0.00 27.00 3.00 1.80 1.00 0.00 29.30 30.30 32.80 0.00 32.80 0.00 32.80 10.00 1.00 0.00 1.00 11.00 1.00 0.00 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 0.00 0.00 0.00 0.00 11.00 1.00 1.00 0.00 12.00 13.00 13.00 0.00 13.00 0.00 13.00 1.00 2.00 1.00 2.00 1.00 3.00 0.00 0.00 1.00 3.00 0.00 0.00 1.00 3.00 3.00 3.00 4.00 0.00 4.00 0.00 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 6.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 8.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 7.00 1.00 0.00 1.00 2.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 -1.00 -1.00 1.00 7.00 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 1.00 7.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 12.00 14.00 14.00 0.00 14.00 0.00 14.00 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 Inspector Solid Waste Manager Full 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 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 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 Automotive Technician I Automotive Technician II Fleet Manager Fleet Service Writer Fleet Supervisor Lead Automotive Technician Management Assistant Administrative Assistant II - Classified Management Analyst Full Full Full Full Full Full Full Full Full 447 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 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 1.00 5.00 1.00 3.00 1.00 1.00 5.00 1.00 3.00 1.00 1.00 5.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 1.00 3.00 1.00 11.00 11.00 11.00 0.00 11.00 0.00 11.00 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 0.75 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 10.75 10.75 10.75 0.00 10.75 0.00 10.75 1.00 1.00 2.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 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 1.00 1.00 2.00 0.00 5.00 4.00 4.00 0.00 4.00 0.00 4.00 3.00 1.00 3.00 2.00 3.00 1.00 3.00 2.00 3.00 1.00 3.00 2.00 0.00 0.00 0.00 0.00 3.00 1.00 3.00 2.00 0.00 0.00 0.00 0.00 3.00 1.00 3.00 2.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 1.00 1.00 0.80 0.00 3.00 1.00 1.00 0.80 0.00 3.00 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 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 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 0.00 0.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 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 Part Full 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 Civil Engineer Full Full Full Full 3250 - 3700 Technical Operations Facilities Operations Tech Full Facilities Technical Operations Supervi Full Facilities Technician II Full Lead Facilities Systems Operations 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 Specialist Traffic Signal Technician Assistant Transportation Technician I Traffic Signal Technician I Traffic Signal Technician III Full Full Full Full Full Full 448 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 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 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 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 4.00 1.00 0.00 0.00 4.00 1.00 0.00 0.00 4.00 1.00 4.00 4.00 5.00 0.00 5.00 0.00 5.00 2.00 0.00 2.00 1.50 1.00 1.00 2.00 1.00 3.00 1.50 1.00 1.00 2.00 1.00 3.00 1.50 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 3.00 1.50 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 3.00 1.50 1.00 1.00 7.50 9.50 9.50 0.00 9.50 0.00 9.50 160.50 165.50 169.25 0.00 169.25 0.00 169.25 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 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 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 1.00 1.00 0.00 0.00 0.00 0.00 5.00 6.00 4.00 1.00 5.00 0.00 5.00 1.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 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 8.00 10.00 2.00 -2.00 0.00 0.00 0.00 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 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 Full Part Full Full Public Works Totals: Water Services Water Utility Fund 2050 - 2050 Utilities-Water/Ww Admin Administrative Assistant II - Classified Business Systems Analyst Deputy Director of Utilities Sr Management Analyst Water Services Director 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 Civil Engineer Full Lead SCADA Instrumentation Control S Full Management Assistant Full SCADA Instrument Control Spclst Full SCADA Supervisor Full Utilities Operations Manager 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 449 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 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 3.00 5.00 1.00 1.00 1.00 0.55 1.00 3.00 5.00 1.00 1.00 1.00 0.55 1.00 4.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 -1.00 1.00 1.00 0.55 1.00 4.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.55 1.00 4.00 6.00 0.00 12.55 12.55 13.55 0.00 13.55 0.00 13.55 2.00 3.00 3.00 0.00 3.00 0.00 3.00 2.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 -1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 2.00 0.00 2.00 0.00 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 0.00 0.00 0.00 0.00 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 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 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 0.00 0.00 12.00 0.00 12.00 0.00 12.00 1.00 0.00 0.50 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.50 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 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 4.50 2.50 0.00 2.50 0.00 2.50 1.00 1.00 2.00 1.00 0.00 0.25 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.25 1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 1.00 1.00 2.00 1.00 1.00 0.25 0.00 0.00 7.25 7.25 6.25 0.00 6.25 0.00 6.25 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 Operator I Utility System Operator II Utility System Op Apprentice Full Full Full Full Full Full Full 2050 - 2090 Blue Staking Utility Locator II Full 2050 - 2105 Sustainability & Conservation Environmental Conservation Ast Full Sustainability & Water Conservation Co Full Economic Efficiency & Sustainability M Full 2050 - 2115 Planning and Engineering Civil Engineer Full Lead SCADA Instrumentation Control S Full Management Analyst Full Management Assistant Full Planning & Operations Manager Full SCADA Instrument Control Spclst Full SCADA Supervisor Full Utility Mechanic II Full Water Policy Administrator Full 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 Cross Connection Specialist Full Environmental Chemist Full Environmental Compliance Inspector Full Environmental Compliance Supervisor Full Environmental Resources Manager Full Business Systems Analyst Full Environmental Quality Compliance Coo Full 450 Schedule 7 – Authorized Personnel* Fund/Dept Budget FY 2018 Budget FY 2019 Budget FY 2020 Base Change Revised FY 2020 Change in Position Budget FY 2021 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 4.00 4.00 5.00 0.00 5.00 0.00 5.00 1.00 0.25 1.00 2.00 6.00 1.00 0.25 1.00 2.00 6.00 1.00 0.25 1.00 2.00 6.00 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 1.00 0.25 1.00 2.00 6.00 10.25 10.25 10.25 0.00 10.25 0.00 10.25 2.00 1.00 0.25 1.00 1.00 3.00 0.00 0.25 1.00 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 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 1.00 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 4.00 4.00 0.00 4.00 0.00 4.00 1.00 0.00 2.00 1.00 5.00 1.00 1.00 0.00 2.00 1.00 5.00 1.00 1.00 0.00 2.00 1.00 5.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 5.00 1.00 10.00 10.00 10.00 1.00 11.00 0.00 11.00 Water Services Totals: 91.00 95.00 98.00 0.00 98.00 0.00 98.00 City Totals: 1,203.60 1,249.35 1,277.95 -0.30 1,277.65 0.00 1,277.65 Full Part 1,182.50 21.10 1,226.50 22.85 1,257.75 20.20 -0.75 0.45 1,257.00 20.65 0.45 -0.45 1,257.45 20.20 Division 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 Full Full Full Full Full 2400 - 2490 Wastewater Environmental Environmental Compliance Inspector Full Environmental Compliance Supervisor Full Environmental Resources Manager Full 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 2400 - 2496 Butler Water Reclamation Facility Lead Utility Plant Operator Utilities Operations Manager Utility Mechanic II Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Full 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. 451 Schedule 8 - Debt Service ORIGINAL ISSUE OUTSTANDING 6/30/2020 PRINCIPAL INTEREST ISSUANCE COSTS CONTRACT PAYMENTS TOTAL REQUIREMENTS $29,170,000 $14,715,000 $13,690,000 $30,325,000 $66,425,000 $30,420,000 $6,288,130 $7,755,000 $10,410,000 $4,480,000 $26,105,000 $55,560,000 $28,055,000 $5,288,130 $0 $685,000 $1,455,000 $1,270,000 $6,280,000 $890,000 $226,401 $355,876 $330,887 $103,300 $846,932 $2,220,894 $1,072,650 $82,902 $0 $0 $0 $0 $0 $0 $0 $141 $189 $81 $474 $1,009 $510 $96 $356,017 $1,016,076 $1,558,381 $2,117,406 $8,501,903 $1,963,160 $309,399 $191,033,130 $137,653,130 $10,806,401 $5,013,441 $0 $2,500 $15,822,342 $23,114,819 $23,114,819 $2,071,090 $200,000 $250,000 $2,500 $2,523,590 $214,147,949 $160,767,949 $12,877,491 $5,213,441 $250,000 $5,000 $18,345,932 MUNICIPAL DEVELOPMENT AUTHORITY Existing Debt: MDA Series 2011 GRIC Water Rights MDA Series 2012 $7,920,000 $35,510,000 $4,230,000 $25,760,000 $540,000 $1,590,000 $160,900 $882,976 $0 $0 $2,750 $2,750 $703,650 $2,475,726 Sub-Total Existing MDA Debt $43,430,000 $29,990,000 $2,130,000 $1,043,876 $0 $5,500 $3,179,376 $0 $0 $0 $0 $0 $0 $0 $43,430,000 $29,990,000 $2,130,000 $1,043,876 $0 $5,500 $3,179,376 $3,220,000 $25,755,000 $5,199,304 $2,550,000 $19,675,000 $5,028,244 $405,000 $3,130,000 $179,912 $47,185 $387,598 $205,599 $0 $0 $0 $2,750 $2,750 $1,000 $454,935 $3,520,348 $386,511 Total Direct Purchase Debt $34,174,304 $27,253,244 $3,714,912 $640,382 $0 $6,500 $4,361,794 WATER & SEWER REVENUE BONDS Existing Debt: WIFA 2002 - Greenway Wtr Trmt WIFA 2006 - Butler WWTRP Ph1 WIFA 2008 - Butler WWTRP Ph2 WIFA 2008 - Butler WWTRP Ph3 WIFA 2009 - Sect A Sewer Rehab WIFA 2009 - Water Facilities WIFA 2009 - Sewer Facilities WIFA 2009 - Beardsley WRF PH3 WIFA 2009 - Pinnacle Peak Waterline WIFA 2015 - New River Utilities 2010 Water & Sewer Revenue Bonds Refunding (Series 1998A and 20 2012 Water & Sewer Revenue Bonds Refunding WIFA 2017 - Pyramid Peak Water $1,964,789 $27,183,342 $42,741,541 $8,575,253 $727,612 $8,030,340 $3,733,794 $4,371,597 $757,624 $12,389,991 $15,780,000 $23,280,000 $49,013,733 $399,528 $12,350,856 $21,233,179 $4,754,600 $394,354 $4,360,496 $1,922,035 $2,461,798 $425,117 $10,094,007 $1,395,000 $3,040,000 $43,032,394 $128,064 $1,608,745 $2,362,842 $458,937 $39,357 $398,229 $201,682 $227,006 $36,855 $608,800 $1,395,000 $2,240,000 $2,126,846 $13,219 $353,784 $660,906 $157,475 $13,026 $83,228 $36,424 $76,836 $13,136 $234,657 $27,900 $76,800 $1,160,528 $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 $141,560 $1,962,805 $3,023,748 $616,412 $52,481 $481,457 $238,106 $303,842 $49,991 $843,457 $1,422,900 $2,316,800 $3,287,374 Sub-total Existing Water & Sewer Revenue Debt $198,549,616 $105,863,364 $11,832,363 $2,907,919 $0 $651 $14,740,933 $14,500,000 $6,500,000 $14,500,000 $6,500,000 $539,628 $241,902 $435,000 $195,000 $145,000 $65,000 $1,000 $1,000 $1,120,628 $502,902 Total Water & Sewer Revenue Bonds $219,549,616 $126,863,364 $12,613,893 $3,537,919 $210,000 $2,651 $16,364,463 GRAND TOTALS $511,301,869 $344,874,557 $31,336,296 $10,435,618 $460,000 $19,651 $42,251,565 GENERAL OBLIGATION BONDS Existing Debt: GO Series 2010 GO Series 2012A GO Series 2012B GO Series 2015A GO Series 2015B GO Series 2019 2019 WIFA Loan - Section 12 Drainage 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 Proposed Debt: Proposed Water Revenue Bonds Proposed Wastewater Revenue Bonds 452 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2021 Comment 542501 542501 542501 542501 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542505 542505 542505 542505 542505 $40,000 $25,208 $30,000 $55,000 $65,000 $50,000 $65,000 $65,000 $55,000 $42,500 $55,000 $40,000 $70,000 $65,000 $50,000 $36,000 $687,000 $39,500 $39,500 $70,000 $70,000 $65,000 $70,000 $65,000 $70,000 $65,000 $65,000 $65,000 $55,000 $55,000 $30,000 $10,000 $100,000 $10,000 $30,000 Replaces Veh#1503 CHEVROLET MALIBU Estimated carryover for vehicles not purchased in prior year. Replaces Veh#869 CHEVROLET MALIBU FY21 Supp: Patrol Sergeant Vehicle-Automobiles (Includes Upfit) Replaces Veh#1833 FORD EXPLORER PPV Replaces Veh#1344 FORD EXPLORER Replaces Veh#1596 FORD CROWN VIC Replaces Veh#1659 FORD CROWN VIC Replaces Veh#1721 FORD F250 SUPER DUTY Replaces Veh#1193 FORD F250 Replaces Veh#1787 FORD F250 Replaces Veh#1300 FORD EXPLORER Replaces Veh#1679 CHEVROLET 3500 EXPRESS VAN Replaces Veh#1714 CHEVROLET TAHOE Replaces Veh#1440 FORD F350 Replaces Veh#1410 FORD F350 SUPER CAB Replaces Veh#1672 SPARTAN GA41G-2142 Replaces Veh#1730 FORD F250 SUPER DUTY Replaces Veh#1569 FORD F250 SUPER DUTY Replaces Veh#1928 FORD EXPEDITION XLT Replaces Veh#1913 FORD EXPEDITION XLT Replaces Veh#1832 FORD EXPLORER PPV Replaces Veh#1827 FORD EXPEDITION XLT Replaces Veh#1763 FORD EXPLORER PPV Replaces Veh#1732 FORD EXPEDITION XLT Replaces Veh#1846 CHEVROLET TAHOE Replaces Veh#1782 CHEVROLET TAHOE Replaces Veh#1595 FORD CROWN VIC Carryover Veh# 1375 Ford F450 Replaces Veh#1564 FORD F450 SUPERDUTY Replaces Veh#1819 TORO 5040 Replaces Veh#1689 CLUB CAR CARRYALL 252 Replaces Veh#1753 TORO REELMASTER 7000 Replaces Veh#1777 CLUB CAR TURF 252 ELEC Replaces Veh#1804 TORO 5040 Total - Public Works $2,469,708 Total - Fleet Reserve Fund $2,469,708 Fleet Reserve Fund Public Works 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 Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Services Fund Public Works Fleet Maintenance 540500 $28,000 FY21 Supp: Truck Wash Repair-Buildings & Improvements Total - Public Works $28,000 Total - Fleet Services Fund $28,000 453 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2021 Comment 543008 $368,114 Meters for regular replacement program. General Fund Finance Utilities Meter Services Total - Finance Utilities Fire-Medical Fire Support Services 542004 $368,114 $40,000 FY21 Supp: Service body for Fire Mechanics Truck-Automotive Equipment Total - Fire-Medical Parks, Recreation and Community Facilities Parks South 542006 $40,000 Total - Parks, Recreation and Community Facilities $35,000 Total - General Fund $443,114 $35,000 FY21 Supp: Chipper - Equipment-Other Equipment Highway User Fund Development and Engineering Traffic Engineering 542006 $85,000 Total - Development and Engineering Public Works Signs And Striping 542006 $85,000 $125,000 FY21 Supp: Bobcat Tractor with Striping Obliteration Tools-Bobcat, Trailer with Oblit Equip Total - Public Works $125,000 Total - Highway User Fund $210,000 IT Reserve Fund Information Technology Res For System Comp Eqt Res For System Comp Eqt Res For Personal Comp Eqt 542008 542008 543007 $80,000 FY21 Supp: PCI Firewall Replacement-PCI Firewall Replacement $80,000 FY21 Server Replacements $700 FY21 Supp: Fixed-Term Grant-Funded Victim Advocates (2)-Data Drop (2) Total - Information Technology $160,700 Total - IT Reserve Fund $160,700 Public Transit Fund Public Works Transit Division 542505 $172,071 FY21 Supp: Transit Replacement Buses-Replacement Dial-A-ride buses Total - Public Works $172,071 Total - Public Transit Fund $172,071 Solid Waste Equipment Reserve Fund Public Works Solid Waste Eqt Reserve 542501 $20,000 Estimated carryover for vehicles not purchased in prior year. 454 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2021 Comment 542502 542502 542502 542502 542502 542502 542502 $360,000 $342,000 $360,000 $360,000 $360,000 $360,000 $360,000 Replaces Veh#1816 PETERBILT 320 Replaces Veh#1950 PETERBILT 320 Replaces Veh#1860 PETERBILT 320 Replaces Veh#1861 PETERBILT 320 Replaces Veh#1863 PETERBILT 320 Replaces Veh#1815 PETERBILT 320 Replaces Veh#1813 PETERBILT 320 Total - Public Works $2,522,000 Total - Solid Waste Equipment Reserve Fund $2,522,000 Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Sports Complex Fund Parks, Recreation and Community Facilities Complex Operations/Maint 542505 $3,950 Total - Parks, Recreation and Community Facilities $3,950 Total - Sports Complex Fund $3,950 Sports Complex Eqt Reserve Fund Parks, Recreation and Community Facilities Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve 542505 542505 542505 542505 542505 542505 542505 $14,000 $42,000 $10,000 $78,000 $14,000 $29,000 $30,000 Total - Parks, Recreation and Community Facilities $217,000 Total - Sports Complex Eqt Reserve Fund $217,000 Carryover Veh# 1636 Repl Replaces Veh#1748 TORO 3100D Replaces Veh#1637 CLUB CAR CARRYALL 252 Replaces Veh#1751 TORO 5610 Carryover Veh# 1637 Repl Replaces Veh#1750 TORO WORKMAN HDX-D Replaces Veh#1757 TORO 5040 Sports Complex Improvement Reserve Fund Parks, Recreation and Community Facilities Sports Complex Improvement Reserve 540500 $100,000 FY21 Carryover: Premium Seating Sports Complex Total - Parks, Recreation and Community Facilities $100,000 Total - Sports Complex Improvement Reserve Fund $100,000 Storm Water Drainage System Fund Public Works Drainage Systems Operations 542006 $27,000 FY21 Supp: Towable 6 inch Trash Pump-other equipment Total - Public Works $27,000 Total - Storm Water Drainage System Fund $27,000 455 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2021 Comment 542501 542502 542502 542502 542502 542502 542502 $5,000 $37,500 $325,000 $83,000 $83,000 $145,000 $41,000 Estimated carryover for vehicles not purchased in prior year. Replaces Veh#1389 FORD F150 SUPER CAB Replaces Veh#1678 UD TRUCKS UD3300 - SWEEPER Replaces Veh#1988 FORD E350 Replaces Veh#1989 FORD E350 Carryover Veh# 1263 Ford F550 Replaces Veh#1331 CHEVROLET COLORADO Total - Public Works $719,500 Total - Streets/Transit Equipment Reserve Fund $719,500 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 Wastewater Equipment Reserve Fund Water Services Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve 542501 542502 542502 542502 $5,000 $222,000 $152,241 $120,000 Total - Water Services $499,241 Total - Wastewater Equipment Reserve Fund $499,241 Estimated carryover for vehicles not purchased in prior year. Replaces Veh#1340 FORD E450 FY21 Supp: Wastewater Collection CCTV Van-Trucks and Vans Carryover Veh# 1287 Ford F650 Water Equipment Reserve Fund Water Services Water Services-Operations Admin Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve 542502 542502 542502 542502 542502 $130,000 $39,500 $33,000 $36,000 $155,000 Total - Water Services $393,500 Total - Water Equipment Reserve Fund $393,500 Total - Operating Capital $7,965,784 456 FY21 Supp: Water Distribution Backhoe-Trucks and Vans Replaces Veh#1545 FORD F250 Replaces Veh#910 FORD F150 Replaces Veh#1573 FORD F150 SUPER CAB Replaces Veh#1286 FORD F650 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type Arts Distribution FY2022 AT02021 Water Expansion 2161-2221-525515 CIPOT Project Total $8,580 $8,580 Arts Distribution FY2023 AT02021 Water Impact Fees - Post 1-1-2012 2162-2222-525515 CIPOT Project Total $5,664 $5,664 Arts Distribution FY2024 AT02021 Water Impact Fees - North of Bell Rd 2164-2224-525515 Project Total CIPOT $54,103 $54,103 Total - $68,347 CIPDR CIPDR CIPDR $300,000 $2,300,000 $800,000 $3,400,000 Project Type - Drainage 67th & Pinnacle Pk Regional Drainage Improvements EN00651 EN00651 EN00651 Future GO Bonds Future GO Bonds Capital Projects-Outside Srces 4254-4254-540000 4254-4254-543004 4810-4810-543004 Project Total 91st Av & Hatfield Rd Drainage Facilities EN00631 Future GO Bonds 4254-4254-520099 CIPDR Project Total $100,000 $100,000 Neighborhood Drainage Program EN00458 Future GO Bonds 4254-4254-543004 CIPDR Project Total $589,147 $589,147 Olive Av & 99th Av - Storm Drain Outfall Repair EN00680 Future GO Bonds 4254-4254-543004 CIPDR Project Total $1,157,000 $1,157,000 Section 12 Neighborhood Drainage Improvements EN00119 EN00119 EN00119 WIFA 2019 Loan (Pinnacle Pk) GO Bonds 2019 GO Bonds 2019 2272-2298-543004 4253-4253-540000 4253-4253-543004 CIPDR CIPDR CIPDR Project Total $1,836,516 $90,577 $199,205 $2,126,298 Storm Drain Land Preservation - Land Preservation EN00524 Future GO Bonds 4254-4254-540000 CIPDR Project Total $800,000 $800,000 Terramar Drainage Modifications EN00727 Future GO Bonds 4254-4254-543004 CIPDR Project Total $1,271,357 $1,271,357 Union Hills Channel EN00137 Future GO Bonds 4254-4254-543004 CIPDR Project Total 457 $626,750 $626,750 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Drainage Westgreen & Summersett Village Drainage EN00722 Future GO Bonds 4254-4254-543004 CIPDR Project Total Total - Drainage $40,000 $40,000 $10,110,552 Project Type - Economic Development Arrowhead Equities (Huntington Univ. Building) ED00023 Half Cent Sales Tax 1210-0350-522099 CIPOT Project Total $73,760 $73,760 ASU Peoria Forward ED00028 Economic Development 1900-1900-522099 CIPOT Project Total $395,000 $395,000 Commercial Abatement ED00025 ED00025 ED00025 Half Cent Sales Tax Half Cent Sales Tax Half Cent Sales Tax 1210-0350-520045 1210-0350-540000 1210-0350-541003 CIPOT CIPOT CIPOT Project Total $1 $7,334 $466,288 $473,623 Denaro Medical Plaza ED00021 Economic Development 1900-1900-522070 CIPOT Project Total $175,000 $175,000 GE Avionics (Aviage Systems) ED00015 Economic Development 1900-1900-522070 CIPOT Project Total $673,000 $673,000 Maxwell Technologies ED00008 Economic Development 1900-1900-522070 CIPOT Project Total $1,109,000 $1,109,000 Modern Round ED00022 Half Cent Sales Tax 1210-0350-522099 CIPOT Project Total $65,517 $65,517 Old Town Parcel Assembly & Tenant Improvements ED00024 ED00024 ED00024 ED00024 ED00024 Half Cent Sales Tax Half Cent Sales Tax Half Cent Sales Tax Economic Development Economic Development 1210-0350-540000 1210-0350-541003 1210-0350-541003 1900-1900-520099 1900-1900-540000 CIPOF CIPOF CIPOT CIPOF CIPOF Project Total 458 $1,785 $136,916 $300,000 $27,378 $115 $466,194 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Economic Development Old Town Streetscape EN00646 EN00646 EN00646 EN00646 EN00646 General General Half Cent Sales Tax Economic Development Highway User 1000-0310-522099 1000-0310-541003 1210-0350-541003 1900-1900-541003 7000-7050-541003 CIPOT CIPOT CIPOT CIPOT CIPOT Project Total $500,000 $1,500,000 $1,500,000 $1,000,000 $1,500,000 $6,000,000 Pedestrian and Shade Initiative EN00645 General 1000-0310-541003 CIPOT Project Total $533,382 $533,382 Peoria Forward Plan - ASU ED00028 Economic Development 1900-1900-522099 CIPOT Project Total Total - Economic Development 459 $473,188 $473,188 $10,437,664 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Operational Facilities Arts Distribution FY2021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 General Half Cent Sales Tax Economic Development Municipal Asset Reserve Sports Complex GA Surcharge Water Water Impact Fees - South of Bell Rd Wtr IF 2019 N of Bell Prp W/S Rev Bonds 2021 (Wtr) WIFA Loan 2017 (Pyramid Peak) WIFA 2019 Loan (Pinnacle Pk) Wastewater Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 Commercial Solid Waste Residential Solid Waste Non-Bond Capital Prj 1000-0310-525515 1210-0350-525515 1900-1900-525515 1970-1970-525515 2003-2023-525515 2050-2140-525515 2163-2223-525515 2166-2226-525515 2222-2292-525515 2271-2297-525515 2272-2298-525515 2400-2550-525515 2453-2573-525515 2506-2626-525515 2507-2627-525515 2509-2629-525515 2590-2720-525515 2600-2760-525515 4150-4150-525515 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT $46,697 $15,000 $10,000 $22,930 $1,500 $197,811 $13,221 $31,490 $145,170 $504,709 $18,365 $54,099 $59,296 $39,705 $18,495 $11,896 $394 $2,006 $3,653 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 AT02021 Non-Bond Capital Projects GO Bonds 2019 Future GO Bonds Other Capital Highway User Streets Dev Zone 2 - Post 8-1-2014 Street IF 2014 WofAguaFria Transportation Sales Tax Fire & Emergency Svc Dev Post 8-1-2014 Parks Zone 2-Post 8/1/14 4253-4253-525515 4254-4254-525515 4550-4550-525515 7000-7050-525515 7003-7053-525515 7006-7056-525515 7010-7075-525515 7937-7937-525515 7942-7942-525515 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT $77,305 $149,069 $86,806 $79,980 $19,906 $88,700 $156,868 $23,365 $13,000 $1,891,436 Project Total Building Equipment Renovation and Replacement PW00050 PW00050 PW00050 Municipal Asset Reserve Municipal Asset Reserve Municipal Asset Reserve 1970-1970-520099 1970-1970-541003 1970-1970-542002 CIPOF CIPOF CIPOF Project Total $75,000 $125,000 $175,000 $375,000 Building Fixture and Finish Renovation PW00060 PW00060 Municipal Asset Reserve Municipal Asset Reserve 1970-1970-524002 1970-1970-540500 CIPOF CIPOF Project Total $445,000 $100,000 $545,000 Bus Stop Improvement Program EN00673 EN00673 EN00673 Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST Project Total 460 $260,000 $100,000 $1,050,348 $1,410,348 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Operational Facilities Chargeback Distribution FY2021 CB02021 CB02021 CB02021 CB02021 CB02021 CB02021 CB02021 CB02021 CB02021 CB02021 CB02021 CB02021 CB02021 CB02021 General Half Cent Sales Tax Economic Development Water Water Impact Fees - South of Bell Rd Wastewater Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 Future GO Bonds Highway User Streets Dev Zone 2 - Post 8-1-2014 Street IF 2014 WofAguaFria Transportation Sales Tax Fire & Emergency Svc Dev Post 8-1-2014 1000-0310-544001 1210-0350-544001 1900-1900-544001 2050-2140-544001 2163-2223-544001 2400-2550-544001 2507-2627-544001 2509-2629-544001 4254-4254-544001 7000-7050-544001 7003-7053-544001 7006-7056-544001 7010-7075-544001 7937-7937-544001 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT Project Total $187,108 $141,219 $141,219 $101,545 $7,792 $7,002 $11,735 $14,242 $795,615 $167,672 $17,603 $313,560 $484,653 $109,035 $2,500,000 City Hall Finance Call Center Improvements PW00530 General 1000-0310-540500 CIPOF Project Total $23,004 $23,004 Citywide Security Program PW00506 PW00506 Municipal Asset Reserve Municipal Asset Reserve 1970-1970-520099 1970-1970-542001 CIPOF CIPOF Project Total $50,000 $380,000 $430,000 Community Works Program COP0001 COP0001 COP0001 General General Highway User 1000-0310-543005 1000-0310-543005 7000-7050-543001 CIPOF CIPPK CIPOF Project Total $500,000 $11,000 $680,000 $1,191,000 Council Chambers Building Repair Program PW00510 Municipal Asset Reserve 1970-1970-540500 CIPOF Project Total $80,000 $80,000 Infrastructure Cabling IT00037 IT Reserve 3400-3800-541003 CIPOF Project Total $150,000 $150,000 LED Emergency Lighting PW00515 Municipal Asset Reserve 1970-1970-542006 CIPOF Project Total $275,000 $275,000 LED Lighting Retrofit PW00514 Municipal Asset Reserve 1970-1970-542006 CIPOF Project Total $23,800 $23,800 Neighborhood and Human Services ADA Compliance NH00006 General 1000-0310-541003 CIPOF Project Total 461 $75,000 $75,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Operational Facilities Neighborhood and Human Services Facility Refurbish NH00007 NH00007 Percent for the Arts Municipal Asset Reserve 1111-0120-541003 1970-1970-541003 CIPOF CIPOF Project Total $193,070 $202,930 $396,000 Network Infrastructure Replacement - DCSB IT00015 IT Reserve 3400-3800-541003 CIPOF Project Total $282,000 $282,000 Network Infrastructure Replacement - Microwave WAN IT00026 IT Reserve 3400-3800-541003 CIPOF Project Total $60,000 $60,000 Network Infrastructure Replacement - WiFi IT00036 IT Reserve 3400-3800-541003 CIPOF Project Total $300,000 $300,000 Network Infrastructure Replacement-Sports Complex IT00019 IT Reserve 3400-3800-541003 CIPOF Project Total $220,000 $220,000 Peoria Center for Performing Arts Storage Building NH00002 Percent for the Arts 1111-0120-540500 CIPOF Project Total $18,950 $18,950 Peoria Center for the Performing Arts - ADA Study NH00004 Percent for the Arts 1111-0120-520099 CIPOF Project Total $61,000 $61,000 Public Safety Building Needs PW00090 PW00090 Municipal Asset Reserve Municipal Asset Reserve 1970-1970-541002 1970-1970-541003 CIPOF CIPOF Project Total $300,000 $30,000 $330,000 Radio Subscriber Replacements IT00018 IT Reserve 3400-3800-541003 CIPOF Project Total $254,000 $254,000 Renovate Main Library PW00509 PW00509 PW00509 GO Bonds 2019 GO Bonds 2019 Future GO Bonds 4253-4253-540500 4253-4253-541003 4254-4254-540500 CIPOF CIPOF CIPOF Project Total $70,000 $180,317 $2,893,597 $3,143,914 Roof Replacement PW00150 Future GO Bonds 4254-4254-540500 CIPOF Project Total $225,000 $225,000 Solid Waste Remodel PW00520 PW00520 Commercial Solid Waste Residential Solid Waste 2590-2720-540500 2600-2760-540500 CIPOF CIPOF Project Total 462 $39,422 $200,578 $240,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Operational Facilities Vistancia Radio Site IT00034 IT00034 GO Bonds 2019 Future GO Bonds 4253-4253-541003 4254-4254-541003 CIPOF CIPOF Project Total Total - Operational Facilities $640,000 $1,359,199 $1,999,199 $16,499,651 Project Type - Parks & Recreation 99th Ave and Olive Trailhead CS00088 Capital Projects-Outside Srces 4810-4810-520099 CIPRT Project Total $142,688 $142,688 ACDC/Skunk Creek Trail Connection CS00232 Future GO Bonds 4254-4254-543005 CIPPK Project Total $260,000 $260,000 Airnasium at Neighborhood Parks CS00235 Future GO Bonds 4254-4254-543005 CIPPK Project Total $600,000 $600,000 Ball Field Lighting CS00195 CS00195 GO Bonds 2019 Future 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 CS00229 General 1000-0310-543005 CIPPK Project Total $158,297 $158,297 Country Meadows Park Improvements CS00203 Future GO Bonds 4254-4254-543005 CIPPK Project Total $1,500,000 $1,500,000 Improvements – Suncliff BN115/ RW0084 CS00233 Future GO Bonds 4254-4254-543005 CIPPK Project Total $190,000 $190,000 Inclusive Playground at Rio Vista Community Park CS00205 Future GO Bonds 4254-4254-543005 CIPPK Project Total $1,154,458 $1,154,458 Neighborhood Parks Refresh Program CS00019 CS00019 General General 1000-0310-524004 1000-0310-543005 CIPPK CIPPK Project Total $100,000 $223,795 $323,795 New River Trail Connections CS00202 CS00202 Future GO Bonds Future GO Bonds 4254-4254-540000 4254-4254-543005 CIPPK CIPPK Project Total 463 $30,000 $302,111 $332,111 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Parks & Recreation New River Trail; Williams Rd to Happy Valley Rd CS00128 Non-Bond Capital Prj 4150-4150-540000 CIPRT $142,500 CS00128 CS00128 CS00128 Non-Bond Capital Projects GO Bonds 2019 Future GO Bonds Future GO Bonds 4253-4253-543005 4254-4254-540000 4254-4254-543005 CIPRT CIPRT CIPPK $105,263 $20,611 $718,606 $986,980 Project Total Paloma Community Park CS00059 CS00059 CS00059 CS00059 CS00059 CS00059 GO Bonds 2019 GO Bonds 2019 Future GO Bonds Other Capital Other Capital Parks Zone 2-Post 8/1/14 4253-4253-543005 4253-4253-543007 4254-4254-543005 4550-4550-542003 4550-4550-543005 7942-7942-543005 CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK Project Total $4,333,944 $366,534 $1,869,053 $1,400,000 $7,400,000 $1,300,001 $16,669,532 Paloma Community Park Trails CS00218 CS00218 Future GO Bonds Future GO Bonds 4254-4254-520099 4254-4254-543005 CIPPK CIPPK Project Total $25,000 $375,000 $400,000 Park and Recreation Facility Refurbishment CS00185 CS00185 General Sports Complex GA Surcharge 1000-0310-543005 2003-2023-543005 CIPPK CIPPK Project Total $900,000 $150,000 $1,050,000 Parks, Recreation and Community Fac Master Plan CS00067 Other Capital 4550-4550-520099 CIPPK Project Total $100,000 $100,000 Parks, Recreation, Community Fac ADA Compliance CS00177 General 1000-0310-543005 CIPPK Project Total $75,000 $75,000 Pool Renovation and Refurbishment Program CS00238 Municipal Asset Reserve 1970-1970-543005 CIPPK Project Total $285,000 $285,000 Retention Basin Refresh Program CS00004 CS00004 General General 1000-0310-524004 1000-0310-543005 CIPPK CIPPK Project Total $209,000 $223,800 $432,800 Rio Vista Skate Park CS00215 CS00215 General General 1000-0310-520099 1000-0310-543005 CIPPK CIPPK Project Total $25,000 $225,000 $250,000 Skunk Creek Multi-Use Path CS00146 Future GO Bonds 4254-4254-543005 CIPPK Project Total 464 $494,415 $494,415 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Parks & Recreation Sonoran Mountain Ranch Park Improvements CS00204 Future GO Bonds 4254-4254-543005 CIPPK Project Total $300,000 $300,000 Stadium Improvements (AZSTA) CS00213 Capital Projects-Outside Srces 4810-4810-543005 CIPPK Project Total $1,000,000 $1,000,000 The Meadows Neighborhood Park CS00086 CS00086 GO Bonds 2019 Other Capital 4253-4253-543005 4550-4550-543005 CIPPK CIPPK Project Total $2,161,961 $1,100,103 $3,262,064 Westwing Park - ADA Connection to Maya Way CS00230 Other Capital 4550-4550-543005 CIPPK Project Total Total - Parks & Recreation $180,522 $180,522 $30,487,812 Project Type - Public Safety Fire Station No. 2 Dorm Expansion FD00011 FD00011 FD00011 Future GO Bonds Fire & Emergency Svc Dev Post 8-1-2014 Fire & Emergency Svc Dev Post 8-1-2014 4254-4254-540500 7937-7937-540500 7937-7937-542002 CIPPS CIPPS CIPPS Project Total $200,000 $2,044,621 $84,465 $2,329,086 Fire Station No. 4 Bay Expansion and Renovations FD13300 Fire & Emergency Svc Dev Post 8-1-2014 7937-7937-540500 CIPPS Project Total $150,000 $150,000 Fire Station No. 5 Expansion FD00027 Future GO Bonds 4254-4254-540500 CIPPS Project Total $246,420 $246,420 Fire Station No. 7 Jomax Emergency Traffic Signal FD13101 FD13101 Fire & Emergency Svc Dev Post 8-1-2014 Fire & Emergency Svc Dev Post 8-1-2014 7937-7937-540000 7937-7937-540500 CIPPS CIPPS Project Total Total - Public Safety $30,000 $560,500 $590,500 $3,316,006 Project Type - Streets 103rd Av; Northern Ave to Olive Ave -Full Street EN00422 EN00422 Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total $120,000 $250,000 $370,000 107th Av; Williams Rd to Hatfield Rd Rdwy EN00636 Streets Dev Zone 2 - Post 8-1-2014 7003-7053-520099 CIPST Project Total 465 $273,000 $273,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Streets 67th Av; Olive Av to Redfield Rd Landscape Enhance EN00593 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $702,454 $702,454 67th Ave Widening; Pinnacle Peak to Happy Valley EN00100 EN00100 EN00100 Streets Dev Zone 2 - Post 8-1-2014 Streets Dev Zone 2 - Post 8-1-2014 Transportation Sales Tax 7003-7053-540000 7003-7053-543001 7010-7075-520099 CIPST CIPST CIPST Project Total $475,000 $905,000 $10,000 $1,390,000 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt EN00592 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $1,178,154 $1,178,154 75th Ave & Cactus Rd Intersection Improvements EN00088 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $30,000 $30,000 85th Av & Olive Av Traffic Signal EN00657 Transportation Sales Tax 7010-7075-540000 CIPST Project Total $100,000 $100,000 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn EN00594 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $535,906 $535,906 ADA Accessibility PW00025 PW00025 Highway User Highway User 7000-7050-520099 7000-7050-543001 CIPST CIPST Project Total $100,000 $582,121 $682,121 BASIS Charter School Deceleration Lane EN00637 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $430,000 $430,000 Bridge Maintenance & Guardrail Replacement Program EN00243 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $450,000 $450,000 City Parking Lots - Parks & Facilities PW00995 PW00995 PW00995 PW00995 GO Bonds 2019 GO Bonds 2019 GO Bonds 2019 Future GO Bonds 4253-4253-524004 4253-4253-541003 4253-4253-543004 4254-4254-543001 CIPOF CIPOF CIPOF CIPST Project Total $17,917 $4,001 $411 $600,005 $622,334 Corrine Drive Street Improvements EN00627 Transportation Sales Tax 7010-7075-543001 CIPST Project Total 466 $257,000 $257,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Streets Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy EN00395 Non-Bond Capital Prj 4150-4150-540000 CIPST $110,000 EN00395 Non-Bond Capital Projects Non-Bond Capital Prj 4150-4150-543001 CIPST $365,347 EN00395 EN00395 Non-Bond Capital Projects Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST $50,000 $760,375 $1,285,722 Project Total El Mirage Rd; Blackstone Dr to Westland Rd EN00699 Street IF 2014 WofAguaFria 7006-7056-543001 CIPST Project Total $1,870,000 $1,870,000 Grand Av - Wrought Iron Fence Concrete Footing EN00728 Transportation Sales Tax 7010-7075-541003 CIPST Project Total $435,000 $435,000 Happy Valley Pkwy Widening; LPP to Agua Fria EN00463 EN00463 GO Bonds 2019 Transportation Sales Tax 4253-4253-543001 7010-7075-543001 CIPST CIPST Project Total $63,422 $5,000,000 $5,063,422 Happy Valley Rd; LPP to 97th Av Safety Study EN00695 Transportation Sales Tax 7010-7075-520099 CIPST Project Total $250,000 $250,000 Jomax Rd; Loop 303 to Vistancia Blvd EN00585 EN00585 EN00585 EN00585 EN00585 Prp W/S Rev Bonds 2021 (Wtr) Street IF 2014 WofAguaFria Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 2222-2292-543001 7006-7056-543001 7010-7075-520099 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST CIPST CIPST Project Total $800,000 $6,350,000 $17,181 $1,494,500 $41,400 $8,703,081 Lake Pleasant Parkway Sidewalk EN00480 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $100,000 $100,000 Northern Parkway EN00142 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $1,000,000 $1,000,000 Olive Ave-Loop 101 to 99th Ave Safety Improvements EN00731 EN00731 EN00731 Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-520099 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST Project Total 467 $120,000 $11,000 $186,000 $317,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Streets Pavement Management Program - Preservation PW00138 PW00138 Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $2,712,871 $742,574 $3,455,445 Pavement Management Program - Rehabilitation PW13000 PW13000 Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $1,287,129 $1,237,623 $2,524,752 Pinnacle Peak Rd; 91st Ave-Lake Pleasant Pkwy EN00015 EN00015 EN00015 Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST Project Total $1,200,000 $150,000 $90,765 $1,440,765 Quick Response Street Repairs PW00027 Highway User 7000-7050-543001 CIPST Project Total $175,000 $175,000 Rural Area Road Maintenance PW00163 Highway User 7000-7050-543001 CIPST Project Total $460,936 $460,936 Sidewalks Annual Program PW00046 Highway User 7000-7050-543001 CIPST Project Total $100,000 $100,000 Streetlight Pole Replacement & Infill Program PW11160 PW11160 Highway User Highway User 7000-7050-524010 7000-7050-543001 CIPST CIPST Project Total $567,333 $2,401 $569,734 Technical Pavement Condition Survey & Support PW00512 Highway User 7000-7050-520099 CIPST Project Total $71,092 $71,092 Traffic Signal Vistancia Blvd & Ridgeline Rd EN00709 Street IF 2014 WofAguaFria 7006-7056-543001 CIPST Project Total Total - Streets $655,000 $655,000 $35,497,918 Project Type - Traffic Control Fiber Optics Installation EN00716 Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $366,000 $366,000 Install CCTV Equipment Citywide EN00666 Transportation Sales Tax 7010-7075-543001 CIPTC Project Total 468 $220,000 $220,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Traffic Control Northern Peoria Circulation Study EN00726 Transportation Sales Tax 7010-7075-520099 CIPTC Project Total $100,000 $100,000 Traffic Signal Program EN00170 Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $645,000 $645,000 Traffic Signal Renovation and Replacement PW00993 Highway User 7000-7050-542006 CIPTC Project Total Total - Traffic Control $309,000 $309,000 $1,640,000 Project Type - Wastewater 101st Ave & Northern Lift Station Pretreat (L103) UT00398 Prp W/S Rev Bonds 2021 (WW) 2453-2573-543003 CIPWW Project Total $300,000 $300,000 Agua Fria Lift Station - Wastewater Campus Land UT00284 Prp W/S Rev Bonds 2021 (WW) 2453-2573-520099 CIPWW Project Total $200,000 $200,000 Beardsley WRF Equipment Upgrade and Replacement UT00317 UT00317 Water Wastewater 2050-2140-542006 2400-2550-542006 CIPWW CIPWW Project Total $15,000 $45,000 $60,000 Beardsley WRF Expansion UT00314 UT00314 UT00314 UT00314 UT00314 UT00314 UT00314 Water Water Impact Fees - North of Bell Rd Wtr IF 2019 N of Bell Wastewater Wastewater Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Fees - East of Agua Fria 2050-2140-543003 2164-2224-543003 2166-2226-543003 2400-2550-520099 2400-2550-543003 2453-2573-543003 2506-2626-543003 CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $2,926,435 $400,000 $1,216,817 $8,046 $716,540 $100,630 $3,970,508 $9,338,976 Butler IPS Equipment Upgrade and Replacement UT00422 Wastewater 2400-2550-542006 CIPWW Project Total $101,000 $101,000 Butler WRF Equipment Upgrade and Replacement UT00333 UT00333 Water Wastewater 2050-2140-542006 2400-2550-542006 CIPWW CIPWW Project Total $60,000 $180,000 $240,000 Butler WRF Headworks Rehabilitation UT00100 Prp W/S Rev Bonds 2021 (WW) 2453-2573-543003 CIPWW Project Total 469 $579,300 $579,300 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Wastewater Butler WRF Recharge Wells UT00309 UT00309 UT00309 UT00309 UT00309 UT00309 UT00309 UT00309 UT00309 UT00309 UT00309 UT00309 Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - West of Agua Fria 2050-2140-543002 2162-2222-520099 2163-2223-520099 2163-2223-543003 2164-2224-520099 2506-2626-520099 2506-2626-520099 2506-2626-543002 2506-2626-543003 2507-2627-520099 2507-2627-543002 2507-2627-543003 CIPWR CIPWR CIPWR CIPWW CIPWR CIPWR CIPWW CIPWR CIPWW CIPWR CIPWR CIPWW Project Total $8,481 $29,860 $28,125 $299,780 $25,698 $9,155 $8,489 $71,875 $11,677 $8,771 $55,452 $6,275 $563,638 El Mirage Road Sewer Infrastructure Upsizing UT00432 Prp W/S Rev Bonds 2021 (WW) 2453-2573-543003 CIPWW Project Total $500,000 $500,000 Emergency Generator Equipment Upgrades UT00514 Wastewater 2400-2550-542006 CIPWW Project Total $40,000 $40,000 Jomax WRF Equipment Upgrade and Replacement UT00323 UT00323 Water Wastewater 2050-2140-542006 2400-2550-542006 CIPWW CIPWW Project Total $15,000 $45,000 $60,000 Jomax WRF Expansion UT00388 UT00388 UT00388 UT00388 UT00388 Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd Prp W/S Rev Bonds 2021 (WW) Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Fees - West of Agua Fria 2162-2222-543003 2164-2224-543003 2453-2573-520099 2453-2573-543003 2507-2627-543003 CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $47,825 $310,000 $626 $2,243,475 $796,525 $3,398,451 Jomax WRF Operations Building UT00389 UT00389 UT00389 UT00389 UT00389 Water Wastewater Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 2050-2140-543003 2400-2550-543003 2453-2573-543003 2507-2627-543003 2509-2629-543003 CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $611,617 $1,955,069 $475,000 $345,711 $419,589 $3,806,986 Lift Station Reconditioning UT00116 UT00116 Wastewater Prp W/S Rev Bonds 2021 (WW) 2400-2550-543003 2453-2573-543003 CIPWW CIPWW Project Total 470 $400,000 $560,000 $960,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Wastewater Manhole Rehabilitation UT00307 Wastewater 2400-2550-543003 CIPWW Project Total $799,444 $799,444 Miscellaneous Local Wastewater Line Improvements UT00191 UT00191 Wastewater Prp W/S Rev Bonds 2021 (WW) 2400-2550-543003 2453-2573-543003 CIPWW CIPWW Project Total $200,000 $500,000 $700,000 SROG Line Assessment & Repair UT00321 Wastewater 2400-2550-543003 CIPWW Project Total $221,104 $221,104 Trunk Sewer Line Inspection UT00322 Wastewater 2400-2550-520099 CIPWW Project Total $844,440 $844,440 Trunk Sewer Rehabilitation UT00296 Prp W/S Rev Bonds 2021 (WW) 2453-2573-543003 CIPWW Project Total $400,000 $400,000 Wastewater System Additional R & M Expense UT00436 UT00436 Wastewater Prp W/S Rev Bonds 2021 (WW) 2400-2550-524013 2453-2573-524013 CIPWW CIPWW Project Total $707,000 $400,000 $1,107,000 West Agua Fria Wastewater Lines UT00171 UT00171 UT00171 Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 2453-2573-543003 2507-2627-543003 2509-2629-543003 CIPWW CIPWW CIPWW Project Total Total - Wastewater $271,203 $707,325 $770,000 $1,748,528 $25,968,867 Project Type - Water Weedville Well Site Rehabilitation UT00441 UT00441 Water Water Impact Fees - South of Bell Rd 2050-2140-543002 2163-2223-543002 CIPWR CIPWR Project Total $1,807,928 $292,072 $2,100,000 67th Ave 16-in Waterline - Pinnacle Pk to Hatfield UT00440 Water 2050-2140-543002 CIPWR Project Total $150,000 $150,000 75th Avenue and Grand PRV Upgrade (P101) UT00408 Prp W/S Rev Bonds 2021 (Wtr) 2222-2292-543002 CIPWR Project Total $520,127 $520,127 Arrowhead Shores Site Rehabilitation UT00312 UT00312 Water Water Impact Fees - North of Bell Rd 2050-2140-543002 2164-2224-543002 CIPWR CIPWR Project Total 471 $85,671 $336,455 $422,126 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Water Asset Management Program UT00256 UT00256 UT00256 Water Wastewater Wastewater 2050-2140-520099 2400-2550-520099 2400-2550-520099 CIPWR CIPWR CIPWW Project Total $268,655 $200,000 $28,066 $496,721 Bailey Well Site Improvements UT00414 Water 2050-2140-543002 CIPWR Project Total $536,500 $536,500 CAP Pump Station Rehabilitation - Quintero UT00274 UT00274 Water Prp W/S Rev Bonds 2021 (Wtr) 2050-2140-543002 2222-2292-543002 CIPWR CIPWR Project Total $425,000 $3,272,632 $3,697,632 Fire Hydrant Infill and Replacement UT00204 Water 2050-2140-543002 CIPWR Project Total $161,584 $161,584 Greenway WTP Equipment Upgrade and Replacement UT00316 Water 2050-2140-542006 CIPWR Project Total $1,135,000 $1,135,000 Jomax Booster Station Upgrades UT00285 UT00285 UT00285 UT00285 UT00285 UT00285 Water Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd Wtr IF 2019 N of Bell Capital Projects-Outside Srces 2050-2140-520099 2050-2140-543002 2162-2222-543002 2164-2224-543002 2166-2226-543002 4810-4810-543002 CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $3,520 $415,268 $94,643 $2,146,716 $500,000 $85,000 $3,245,147 LPH Mystic Water Oversizing UT00445 UT00445 Water Impact Fees - North of Bell Rd Wtr IF 2019 N of Bell 2164-2224-543002 2166-2226-543002 CIPWR CIPWR Project Total $261,097 $69,930 $331,027 Miscellaneous Local Waterline Improvements UT00203 Water 2050-2140-543002 CIPWR Project Total $250,000 $250,000 MOC Reservoir (R101) Site Improvements UT00434 Water 2050-2140-543002 CIPWR Project Total $427,822 $427,822 New River Utility Co. Acquisition & Improvements UT00390 UT00390 Water Water 2050-2140-541003 2050-2140-543002 CIPWR CIPWR Project Total $1,000,000 $1,500,000 $2,500,000 Patterson Reservoir - Existing Well Connection UT00328 Water 2050-2140-543002 CIPWR Project Total 472 $200,000 $200,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Water Pyramid Peak Water Treatment Plant - Upgrades UT00037 Prp W/S Rev Bonds 2021 (Wtr) 2222-2292-543002 CIPWR Project Total $4,549,465 $4,549,465 Pyramid Peak Water Treatment Plant Expansion UT00334 UT00334 UT00334 UT00334 UT00334 UT00334 UT00334 UT00334 Water Water Expansion Water Impact Fees - North of Bell Rd Water Impact Fees - Vistancia Wtr IF 2019 N of Bell WIFA Loan 2017 (Pyramid Peak) WIFA Loan 2017 (Pyramid Peak) WIFA Loan 2017 (Pyramid Peak) 2050-2140-543002 2161-2221-543002 2164-2224-543002 2165-2225-541003 2166-2226-543002 2271-2297-541003 2271-2297-543002 2271-2297-561002 CIPPS CIPPS CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $355,516 $153,000 $150,000 $1,669,125 $1,362,311 $49,013,733 $1,457,174 $25,000 $54,185,859 Quintero WTP Equipment Upgrade and Replacement UT00418 UT00418 Water Water 2050-2140-524012 2050-2140-542006 CIPWR CIPWR Project Total $193,430 $150,000 $343,430 Reclaimed Water Master Plan Implementation UT00505 UT00505 Water Wastewater 2050-2140-543002 2400-2550-543003 CIPWR CIPWW Project Total $4,455,446 $1,485,149 $5,940,595 SCADA Equipment Replacement UT00266 UT00266 Water Wastewater 2050-2140-542006 2400-2550-542006 CIPWR CIPWR Project Total $225,000 $225,000 $450,000 Technology and Security Master Plan UT00304 UT00304 UT00304 Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd 2162-2222-520099 2163-2223-520099 2164-2224-520099 CIPWR CIPWR CIPWR Project Total $30,500 $13,500 $171,000 $215,000 Terramar Booster Pump Station Rehabilitation UT00412 UT00412 Water Prp W/S Rev Bonds 2021 (Wtr) 2050-2140-543002 2222-2292-543002 CIPWR CIPWR Project Total $500,000 $3,050,000 $3,550,000 Water & Wastewater Rate Study UT00298 UT00298 UT00298 UT00298 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 $80,000 $63,345 $25,000 $50,000 $218,345 Water Facility Reconditioning UT00206 Water 2050-2140-543002 CIPWR Project Total 473 $2,300,000 $2,300,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2021 Project Type - Water Water Line Assessment and Replacement UT00335 Water 2050-2140-543002 CIPWR Project Total $2,548,020 $2,548,020 Water Meter Replacement Program UT00326 UT00326 UT00326 Water Water Wastewater 2050-2140-541003 2050-2140-542006 2400-2550-541003 CIPWR CIPWR CIPWR Project Total $83,591 $1,590 $208,173 $293,354 Water System Additional R&M Expense UT00438 Water 2050-2140-543002 CIPWR Project Total $883,750 $883,750 Water/Wastewater Hydraulic Model Update UT00428 UT00428 Water Wastewater 2050-2140-520099 2400-2550-520099 CIPWR CIPWR Project Total $45,000 $205,000 $250,000 Weedville Well Site Rehabilitation UT00441 Water Impact Fees - South of Bell Rd 2163-2223-543002 CIPWR Project Total $1,029,975 $1,029,975 Wellhead Water Quality Mitigation UT00272 UT00272 UT00272 Water Expansion Water Impact Fees - Post 1-1-2012 Prp W/S Rev Bonds 2021 (Wtr) 2161-2221-543002 2162-2222-543002 2222-2292-543002 CIPWR CIPWR CIPWR Project Total $684,495 $424,035 $2,324,807 $3,433,337 Wells - New Construction UT00117 UT00117 UT00117 UT00117 Water Expansion Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd 2161-2221-543002 2164-2224-520099 2164-2224-540000 2164-2224-543002 CIPWR CIPWR CIPWR CIPWR Project Total $20,522 $3,831 $70,000 $1,230,001 $1,324,354 West Agua Fria Water Lines UT00170 UT00170 Water Water Impact Fees - North of Bell Rd 2050-2140-543002 2164-2224-543002 CIPWR CIPWR Project Total $895,050 $975,987 $1,871,037 Zone 1/2 PRV Upgrades (91st and Cactus) UT00261 Water 2050-2140-543002 CIPWR Project Total 474 $150,000 $150,000 Total - Water $99,710,207 Total FY 21 CIP $233,737,024 475 0150-01 0150-02 0150-03 0650-01 0750-01 0820-01 0352-01 0352-02 0352-03 0352-04 0352-05 0352-06 0352-07 0352-08 0500-01 0450-01 1210-01 1220-05 1230-02 0070-02 Development and Engineering Building Development Engineering Admin Eng Inspection Svc 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 Finance Inventory Control Finance Utilities Customer Service Fire-Medical Fire Prevention Fire Support Services Emergency Medical Services Human Resources Human Resources Suppl. # City Clerk City Clerk City Clerk City Clerk General Fund Fund / Department / Division Total - Finance Fire Cancer Screening Program Total - Fire-Medical Total - Human Resources Arson Training Service Body for Fire Mechanics Truck EMS Training Equipment Contract - Fixed Term Benefit CSR Position Total - Finance Utilities Electric Heavy Duty Walking Stacker Sales and Marketing Overnight Travel Community Promotions and Sponsorships Economic Development Consulting Services Operational Costs Advertising/ Marketing Small Business Development Center (SBDC) Professional Services - Impact Studies Smart Cities Region Consortium Total - Economic Development Services Building Inspector I (Contract) Administrative Assistant II (Contract) Engineering Inspector (Contract) Total - Development and Engineering Primary and General Elections Contract Management Analyst - Fixed Term Redistricting Total - City Clerk Supplemental Description $250,000 $250,000 $9,450 $40,000 $11,640 $61,090 $58,350 $58,350 $16,000 $16,000 $40,000 $35,000 $39,600 $0 $0 $107,890 $15,000 $25,000 $262,490 $88,817 $68,338 $91,777 $248,932 $182,120 $40,000 $100,000 $322,120 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $17,863 $35,900 $0 $0 $0 $53,763 $0 $0 $0 $0 $0 $0 $0 $0 FY 2021 FY 2021 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $250,000 $250,000 $9,450 $40,000 $11,640 $61,090 $58,350 $58,350 $16,000 $16,000 $40,000 $35,000 $39,600 $17,863 $35,900 $107,890 $15,000 $25,000 $316,253 $88,817 $68,338 $91,777 $248,932 $182,120 $40,000 $100,000 $322,120 FY 2021 Total Cost 476 Suppl. # 0020-08 0025-01 0025-02 0025-03 0027-01 0010-01 0043-01 0043-02 0550-03 0570-01 0570-02 0570-03 0590-01 1420-01 1420-02 1510-03 1510-04 1510-05 1510-08 1510-09 1510-1 1510-11 1510-13 1510-14 1510-15 0300-01 0300-02 0300-03 1570-02 Fund / Department / Division Leadership and Management City Manager's Office Governmental Affairs Governmental Affairs Governmental Affairs Office of Real Estate Development Mayor and Council Mayor & City Council Neighborhood & Human Services Peoria Center for Performing Arts Peoria Center for Performing Arts Code Compliance Community Assistance Community Assistance Community Assistance Community Engagement 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 Non-Departmental Non-Departmental Non-Departmental Non-Departmental Parks, Recreation and Community Facilities Parks South Total - Mayor and Council Chipper - Equipment Project Cities Historic Artifact Preservation & Storage Utility Box Wraps Total - Non-Departmental Peoria Center for Performing Arts Ticket Surcharge Peoria Center for Performing Arts Operations Graffiti Abatement Technician - Part-time Contract FY21 Neighborhood Grant Funding FY21 Homeless Outreach and System Navigator FY21 Emergency Shelter Services Create Community Engagement Program Budget Sick Time Benefits 21st Century Grant Program ParkFest! MLK Event Veterans Day Event 2nd Saturdays Partnership Events Special Events Coordinator (Fixed Term, One Year) Old Town Holiday Lighting - Base Budget Event Adj Boards and Commissions Recognition Dinner Somos Peoria Bravo Peoria/Explore the Library Total - Neighborhood & Human Services State of the City Council Assistant State and Federal Services Peoria's Share for Federal Representation Luke Fighter Country Partnership Land Development Consulting Services Total - Leadership and Management Supplemental Description $35,000 $50,000 $75,000 $10,000 $135,000 $20,000 $26,000 $45,000 $150,000 $75,000 $79,200 $65,000 $0 $25,000 $62,245 $23,500 $31,000 $148,000 $196,600 $84,826 $55,000 $5,000 $176,000 $20,132 $1,287,503 $17,800 $17,800 $124,752 $75,000 $21,818 $35,000 $100,000 $356,570 $0 $0 $0 $0 $0 $0 $16,800 $0 $0 $0 $0 $0 $33,400 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,200 $0 $0 $193 $0 $0 $0 $0 $193 FY 2021 FY 2021 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $35,000 $50,000 $75,000 $10,000 $135,000 $20,000 $42,800 $45,000 $150,000 $75,000 $79,200 $65,000 $33,400 $25,000 $62,245 $23,500 $31,000 $148,000 $196,600 $84,826 $55,000 $5,000 $176,000 $20,132 $1,337,703 $17,800 $17,800 $124,945 $75,000 $21,818 $35,000 $100,000 $356,763 FY 2021 Total Cost 477 Parks, Recreation and Community Facilities Complex Operations/Maint Complex Operations/Maint Complex Operations/Maint Sports Complex Fund Neighborhood & Human Services Percent For The Arts Percent For The Arts Percent for the Arts Fund Police Police Administration Police Administration Criminal Investigation Criminal Investigation Patrol Services - South Patrol Services - South Operations Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Communications Contracted Landscape Maintenance Fund / Department / Division 2000-03 2000-05 2000-06 0120-02 0120-03 1000-01 1000-04 1010-02 1010-04 1020-03 1020-04 1025-05 1030-01 1030-02 1030-03 1030-04 1030-07 1030-08 1050-01 1600-02 Suppl. # $0 $70,000 $50,295 $120,295 $120,295 Total - Sports Complex Fund $76,800 Total - Percent for the Arts Fund Utility Increases Stadium & Clubhouse Roofing Repairs Building Automation Upgrade and Repairs Total - Parks, Recreation and Community Facilities $42,000 $34,800 $76,800 $3,617,893 Total - General Fund Arts Programming Art Grants Total - Neighborhood & Human Services $80,000 $14,000 $75,000 $25,000 $70,143 $80,000 $4,495 $0 $52,000 $42,400 $24,000 $45,000 $30,000 $25,000 $567,038 $0 $35,000 $27,217 $27,217 $0 $0 $27,217 $0 $0 $0 $0 $212,371 $0 $6,000 $0 $0 $15,975 $0 $840 $6,000 $0 $0 $0 $30,000 $0 $0 $58,815 $49,400 $49,400 FY 2021 FY 2021 One-time Cost Ongoing Cost Contract Legal Advisor Critical Incident Stress Management Criminal Investigations Data Storage Electronic Forensic Equipment Patrol Sergeant Vehicle Police MDC Replacement Canine Vehicle Heat Alarm System (5) Telestaff Outbound Phone Calls Contract Personnel - Telephone Report Writing Unit SmartForce Renewal Predictive Policing Crime Analytic Replacement Software Patrol Cell Phones Communications Support - Contract Personnel Total - Police CIP Ongoing Operations & Maintenance Total - Parks, Recreation and Community Facilities Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $147,512 $27,217 $70,000 $50,295 $147,512 $76,800 $42,000 $34,800 $76,800 $3,830,264 $80,000 $20,000 $75,000 $25,000 $86,118 $80,000 $5,335 $6,000 $52,000 $42,400 $24,000 $75,000 $30,000 $25,000 $625,853 $49,400 $84,400 FY 2021 Total Cost 478 2760-01 2760-02 2470-02 2480-01 2050-01 2050-02 2070-01 2070-03 2080-02 2080-03 2105-01 2125-01 Suppl. # Public Works Drainage Systems Operations Drainage Systems Operations 2900-01 2900-02 Storm Water Drainage System Fund Public Works Residential Collection Residential Collection Residential Solid Waste Fund Water Services Beardsley Water Reclamation Facility Wastewater Collection/Prevention Wastewater Fund Water Services Water Services-Water/Ww Admin Water Services-Water/Ww Admin Production Svcs Production Svcs Distribution Services Distribution Services Sustainability & Conservation Water Supply Water Fund Fund / Department / Division $175,800 Total - Water Fund Towable 6" Trash Pump Grounds and Det- Drywell, Handrail, Safety Program Total - Public Works $27,000 ($50,000) ($23,000) ($68,327) Total - Residential Solid Waste Fund Total - Wastewater Fund Total - Public Works $172,241 Total - Water Services ($68,327) $0 ($68,327) Residential Containers Satellite Lifter System - R&M $20,000 $152,241 $172,241 Beardsley WRF Budget Adjustments Wastewater Collection CCTV Van $0 $0 $0 $12,000 $130,000 $3,800 $30,000 $0 $175,800 $800 $100,000 $100,800 $170,000 $160,000 $10,000 $170,000 $42,500 $5,000 $37,500 $42,500 $344,578 $25,000 $68,718 $49,160 $0 $21,000 $28,700 $0 $152,000 $344,578 FY 2021 FY 2021 One-time Cost Ongoing Cost AMWUA City Membership Dues Increase Refuse Collection and Janitorial Cost Increases Production Budget Adjustments Water Production Utility Service Truck Bed #2120 Water Distribution Backhoe Water Distribution Budget Adjustments The Nature Conservancy Fund Source Water Budget Adjustment Total - Water Services Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $27,800 $50,000 $77,800 $101,673 $91,673 $10,000 $101,673 $214,741 $25,000 $189,741 $214,741 $520,378 $25,000 $68,718 $49,160 $12,000 $151,000 $32,500 $30,000 $152,000 $520,378 FY 2021 Total Cost 479 Information Technology IT Operations Information Technology Fund Public Works Daytime Facility Services Daytime Facility Services Daytime Facility Services Facilities Operating Projects Technical Operations Technical Operations Facilities Maintenance Fund City Attorney Claims Admin Insurance Reserve Fund Public Works Fleet Maintenance Fleet Maintenance Fleet Maintenance Fleet Services Fund Fund / Department / Division 3750-05 3660-03 3660-04 3660-05 3690-03 3700-02 3700-07 3610-01 3420-02 3420-03 3420-04 Suppl. # $105,000 $105,000 $159,300 Total - Facilities Maintenance Fund Additional Software & Hardware Maintenance Total - Information Technology $17,300 $70,000 $0 $25,000 $20,000 $27,000 $159,300 $0 Total - Insurance Reserve Fund Replace Floor Scrubbers and Vacuums Water Heaters and Cooler Replacement Program Daytime Building R&M Costs Glazing Seals at Sunrise Mountain Library UPS Battery Replacement Costs Technical Operations Building R & M Total - Public Works $0 $0 $48,000 Total - Fleet Services Fund RiskMaster Software Upgrade to Cloud Total - City Attorney $28,000 $20,000 $0 $48,000 ($23,000) $146,420 $146,420 $63,840 $0 $10,000 $53,840 $0 $0 $0 $63,840 $10,000 $10,000 $10,000 $78,000 $0 $1,000 $77,000 $78,000 $100,800 FY 2021 FY 2021 One-time Cost Ongoing Cost Truck Wash Repair ADAS Calibration Equipment Fuel & Maintenance for Supplemental Vehicles Total - Public Works Total - Storm Water Drainage System Fund Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $251,420 $251,420 $223,140 $17,300 $80,000 $53,840 $25,000 $20,000 $27,000 $223,140 $10,000 $10,000 $10,000 $126,000 $28,000 $21,000 $77,000 $126,000 $77,800 FY 2021 Total Cost 480 Public Works Transit Division Transit Division Transit Division Public Transit Fund Neighborhood & Human Services Home Grant Home Grant Fund Public Works Signs And Striping Signs And Striping Traffic Signal Maintenance Sweeper Operations Sweeper Operations Highway User Fund Information Technology Res For System Comp Eqt IT Reserve Fund Fund / Department / Division 7200-02 7200-05 7200-06 7150-01 7010-02 7010-04 7020-02 7040-01 7040-02 3800-01 Suppl. # $0 $172,071 $12,000 $184,071 $184,071 Total - Public Transit Fund $48,643 Total - Home Grant Fund Regional ADA Increase Transit Replacement Buses Transit Call Center Phone System Replacement Total - Public Works $48,643 $48,643 HOME Grant Funding Total - Neighborhood & Human Services $144,190 Total - Highway User Fund $80,000 Total - IT Reserve Fund $125,000 $0 $19,190 $0 $0 $144,190 $80,000 $80,000 Total - Information Technology $105,000 $301,000 $300,000 $0 $1,000 $301,000 $0 $0 $0 $76,900 $2,300 $30,000 $1,900 $17,700 $25,000 $76,900 $20,000 $20,000 $20,000 $146,420 FY 2021 FY 2021 One-time Cost Ongoing Cost Bobcat Tractor with Striping Obliteration Tools Sign and Sign Supplies Traffic Signals Ford Pickup Truck Accessories Sweeper Backup Refuse Collection Total - Public Works PCI Firewall Replacement Total - Information Technology Fund Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $485,071 $300,000 $172,071 $13,000 $485,071 $48,643 $48,643 $48,643 $221,090 $127,300 $30,000 $21,090 $17,700 $25,000 $221,090 $100,000 $100,000 $100,000 $251,420 FY 2021 Total Cost 481 Police Victims Of Crime Act Grant Victims of Crime Act Grant Fund Police Federal Forfeiture Federal Forfeiture Federal Forfeiture Fund Police St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd State Anti-Racketeering - PD Fund Neighborhood & Human Services Adult Day Prg Grant Adult Day Program Grant Fund Fund / Department / Division 7710-01 7520-01 7520-02 7500-01 7500-02 7500-03 7500-04 7500-05 7250-01 Suppl. # $3,074 Total - Adult Day Program Grant Fund $98,497 Total - Police Total - State Anti-Racketeering - PD Fund Total - Additions/(Reductions) $5,177,276 $157,324 Total - Victims of Crime Act Grant Fund Total - Federal Forfeiture Fund $157,324 $157,324 $77,475 Total - Police Fixed-Term Grant-Funded Victim Advocates (2) Total - Police $64,775 $12,700 $77,475 Weapons Refurbishment Fit Test Equipment $15,000 $55,000 $9,997 $15,000 $3,500 $98,497 Leadership Training SWAT Vests Intoxilyzer SWAT Training Funds Moving Radar $3,074 $3,074 $1,603,512 $386 $386 $386 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,500 $9,500 $9,500 FY 2021 FY 2021 One-time Cost Ongoing Cost Increase Summer Program Locations Total - Neighborhood & Human Services Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $6,780,788 $157,710 $157,710 $157,710 $77,475 $64,775 $12,700 $77,475 $98,497 $15,000 $55,000 $9,997 $15,000 $3,500 $98,497 $12,574 $12,574 $12,574 FY 2021 Total Cost Schedule 12 - Improvement Districts Revenues Description SLID 1 SLID 2 SLID 3 SLID 4 SLID 5 SLID 6 SLID 7 SLID 8 SLID 9 SLID 10 SLID 11 SLID 12 SLID 13 SLID 14 SLID 15 SLID 16 SLID 17 SLID 18 SLID 19 SLID 20 SLID 21 SLID 22 SLID 23 SLID 24 SLID 25 SLID 26 SLID 27 SLID 28 SLID 29 SLID 30 SLID 31 SLID 32 SLID 33 SLID 34 SLID 36 SLID 37 SLID 39 SLID 40 SLID 41 SLID 42 SLID 43 SLID 44 SLID 45 SLID 46 SLID 47 SLID 48 SLID 49 SLID 50 SLID 51 SLID 54 SLID 55 SLID 56 SLID 57 SLID 58 SLID 59 SLID 60 SLID 61 SLID 62 SLID 63 SLID 64 SLID 66 SLID 70 SLID 71 SLID 72 SLID 73 SLID 76 SLID 77 SLID 78 SLID 79 SLID 80 SLID 82 SLID 83 SLID 84 SLID 93 SLID 94 SLID 95 SLID 96 SLID 97 SLID 98 SLID 99 SLID 101 SLID 102 SLID 104 SLID 107 SLID 108 SLID 110 SLID 114 SLID 116 SLID 117 SLID 119 SLID 121 SLID 122 SLID 123 SLID 125 SLID 126 SLID 127 SLID 128 SLID 129 Westfield Gardens Autumn Point Vistas Avenida II Cypress Point Estates II @ WBV Shavano Bell Park Central Bell Park & Parcels 2B-8 Foxwood Unit Four Vista Crossing Vista Pinnacle North Shores @ Ventana Lakes Vistas @ Desert Harbor Phase I Village Terrace The Coves/Ventana Lakes Windwood Lakeside Unit 2 @ Ventana Lakes Arrowhead Shores I Arrowhead Shores II Westfield Gardens 2 Cactus Point Crossing Country Meadows Estates The Gardens @ V.L. Brookside Village I & II Country Meadows Unit 11 Vista Point, Village Terrace II & III @ WBV Calbrisa Torrey Pines I & II The Landings @ V.L. includes South Bay Sweetwater Place Vistas @ Desert Harbor Unit II Westfield Gardens III 83rd Ave & Thunderbird Crystal Cove Villas @ Desert Harbor Arrowhead Cove Vistas Fairways @ WBV Bridlewood The Shores @ V.L. Fairway Views @ WBV Sweetwater Place II Steeple Hill Paradise Shores Calle Lejos Estates Eagle Ridge @ WBV Olive Park Paseo Verde Estates The Boardwalk Parkridge I & II Scottland Hills @ WBV Wildflower Point I Crystal Bay @ Desert Harbor Diamond Cove @ Desert Harbor Alta Vista Estates Sweetwater Ridge Hunter Ridge Arrowhead Horizons Cactus Place Legacy Place Granite Run Willow Ridge @ WBV New River Shores Sweetwater Ridge Unit 3 Teresita Country Club Estates @ WBV Fletcher Heights Phase 1A Silverton Deer Village Unit 3 Deer Village Unit 1 Deer Village Unit 2 Deer Village Unit 4 Pivotal Peoria Center Tracts C & D Fairmont Unit 1 Fairmont Unit 2 Terramar Parcel 1 Terramar Parcel 2A Terramar Parcel 3 Terramar Parcel 4A Terramar Parcel 5 Terramar Parcel 6 Terramar Parcel 7B Terramar Parcel 9A Terramar Parcel 10A Dove Valley Ranch Parcel 2A3 Fletcher Heights Phase 1B Fletcher Heights Phase 1C South Bay @ Ventana Lakes Fletcher Heights Phase 2A Tierra Norte V Summersett Village Dove Valley Ranch Parcel 3A Dove Valley Ranch Parcels 3D & 3E Clearview Estates Terramar Parcel 2B Terramar Parcel 12 Terramar Parcel 13 Terramar Parcel 14 Peoria Mountain Vistas Fletcher Heights Phase 2B $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Projected FY2021 2,354 2,604 1,912 3,090 3,185 4,561 12,297 3,185 2,019 4,365 1,471 2,645 2,551 6,526 1,752 4,105 5,290 4,849 1,351 3,055 3,381 10,647 3,090 367 4,500 3,584 5,443 5,376 4,459 2,920 2,498 7,804 3,972 1,177 3,384 4,345 10,739 1,324 3,236 1,433 4,259 2,568 2,059 4,413 2,070 5,261 4,708 21,460 2,648 3,531 735 3,692 15,688 9,895 4,119 3,090 1,177 3,345 5,590 6,473 5,737 797 3,668 1,765 25,713 10,739 2,354 3,531 3,825 2,795 3,504 8,525 5,293 8,431 869 4,882 2,996 2,795 6,219 3,464 2,059 1,177 4,171 12,955 6,430 2,954 15,426 4,663 15,562 3,128 8,168 6,256 6,018 6,339 4,226 2,795 6,082 15,814 Description SLID 131 SLID 135 SLID 136 SLID 137 SLID 138 SLID 139 SLID 140 SLID 141 SLID 142 SLID 143 SLID 144 SLID 145 SLID 146 SLID 147 SLID 148 SLID 149 SLID 150 SLID 151 SLID 152 SLID 153 SLID 154 SLID 155 SLID 156 SLID 157 SLID 159 SLID 160 SLID 161 SLID 162 SLID 163 SLID 164 SLID 166 SLID 167 SLID 171 SLID 172 SLID 174 SLID 176 SLID 177 SLID 179 SLID 183 SLID 184 SLID 185 SLID 187 SLID 188 SLID 189 SLID 190 SLID 191 SLID 195 SLID 197 SLID 198 SLID 199 SLID 201 SLID 202 SLID 204 SLID 205 SLID 206 SLID 207 SLID 208 SLID 209 SLID 210 SLID 211 SLID 212 SLID 213 SLID 214 SLID 215 SLID 216 SLID 218 SLID 221 SLID 222 SLID 223 SLID 224 SLID 225 SLID 226 SLID 227 SLID 228 SLID 229 SLID 230 SLID 231 SLID 232 SLID 233 SLID 234 SLID 235 SLID 236 SLID 237 SLID 238 SLID 239 SLID 240 SLID 1000 SLID 1001 SLID 1002 SLID 1004 SLID 1005 SLID 1006 SLID 1007 SLID 1008 SLID 1009 SLID 1010 SLID 1011 SLID 1012 Bay Pointe @ V.L. $ Sun Cliff IV $ Ironwood Phase 1A $ Ironwood Phase 1B $ Ironwood Phase 2A $ Ironwood Phase 2B $ Ironwood Phase 3A $ Ironwood Phase 3B $ Ironwood Phase 4A $ Ironwood Phase 4B $ Crosswinds $ Sun Cliff III $ Ryland @ Silvercreek $ Harbor Shores @ Desert Harbor $ Sun Aire Estates, UNIT 6 $ Silverton 2 $ Dove Valley Ranch Parcel 6 $ Dove Valley Ranch Parcel 3B $ Dove Valley Ranch Parcel 3C $ Dove Valley Ranch Parcel 3F $ Dove Valley Ranch Parcel 2B & 2C $ Dove Valley Ranch Parcel 2D $ Dove Valley Ranch Parcel 2E $ Dove Valley Ranch Parcel 2F $ Terramar Parcel 7A $ Terramar Parcel 11 $ Skyview Place $ Arrowhead Shadows $ Greystone Heritage @ V.L. $ Erin Groves $ Bay Pointe Unit Two @ V.L. $ Springer Ranch 2 $ Greystone II Heritage @ V.L. $ Erin Groves 2 $ Hunter Field Estates $ Twin Palms $ Desert Star Subdivision $ Westwing Mountain Parcel 1A $ Westwing Mountain Parcel 4 $ Westwing Mountain Parcel 5 $ Westwing Mountain Parcel 6 $ Westwing Mountain Parcel 8 $ Westwing Mountain Parcel 9 $ Westwing Mountain Parcel 10 $ Westwing Mountain Parcel 11 $ Westwing Mountain Parcel 12 $ South Bay Unit 2 @ Ventana Lakes $ Sun Cliff V $ Fletcher Heights 3A $ Fletcher Heights 3B $ Central Park Subdivision $ Starlight Canyon $ North Ranch $ Tuscany Shores - Desert Harbor Parce $ West Valley Ranch $ Sunset Ranch $ Sonoran Mountain Ranch Parcel 1 $ Sonoran Mountain Ranch Parcel 2 $ Vistancia Village A Par A37 $ Vistancia Village A Par A36 $ Vistancia Village A Par A33 $ Vistancia Village Par A 32 $ Vistancia Village A Par A14 $ Vistancia Village A Par A13 $ Vistancia Village Par A12 $ Vistancia Village A Par A10B $ Cibola Vista 1B $ Cibola Vista 2 $ Cibola Vista 3 $ Cibola Vista 4 $ Cibola Vista 5 $ Sonoran Mountain Ranch Parcel 4.1 $ Sonoran Mountain Ranch Parcel 4.2 $ Sonoran Mountain Ranch Parcel 5 $ Sonoran Mountain Ranch Parcel 6 $ Sonoran Mountain Ranch Parcel 7 $ Sonoran Mountain Ranch Parcel 9A Ph $ Sonoran Mountain Ranch Parcel 9A Ph $ Westwing Ph 2 Par 18 $ Westwing Ph 2 Par 19 $ Westwing Ph 2 Par 29 $ Westwing Ph 2 Par 15 $ Sonoran Mtn Ranch 9b $ Casa Del Rey $ Westwing Ph 2 Par 21 $ Westwing Ph 2 Par 22 $ Sonoran Mountain Ranch Parcel 10 $ Vistancia Village A Parcel A9 $ Fletcher Farms $ Vistancia Village A Parcel G10 $ Vistancia Phase 2 Parcel A-8 $ Vistancia Phase 2 Parcel A-15 $ Vistancia North Parcel G-11 $ Riverstone Estates $ Vistancia Village A Parcel G3 $ Vistancia Parcel A-7 $ Varney Village $ Vistancia North Parcel G-4 $ 482 Projected FY2021 8,222 6,574 3,302 2,327 1,738 1,390 936 866 869 1,043 3,622 1,216 5,561 1,324 2,389 8,689 9,558 5,909 5,387 2,500 2,085 6,049 3,650 2,954 2,942 2,634 4,146 4,625 2,354 4,943 5,103 2,548 3,998 2,708 1,387 2,711 10,212 2,781 521 348 695 2,085 2,433 1,912 2,426 2,259 3,476 5,697 17,416 5,097 5,384 1,390 5,581 2,354 2,368 2,287 4,561 4,708 1,618 2,207 2,059 1,765 1,471 1,177 1,912 1,765 883 4,266 4,266 3,384 5,884 4,119 3,079 2,942 4,697 5,002 3,090 2,059 3,118 1,390 4,518 3,302 1,912 16,035 1,559 2,078 6,914 2,059 3,678 1,177 1,324 1,912 883 3,090 2,501 883 441 1,177 Description SLID 1013 SLID 1014 SLID 1016 SLID 1017 SLID 1018 SLID 1019 SLID 1020 SLID 1021 SLID 1022 SLID 1023 SLID 1024 SLID 1025 SLID 1029 SLID 1030 SLID 1031 SLID 1032 SLID 1033 SLID 1034 SLID 1035 SLID 1038 SLID 1039 SLID 1045 SLID 1046 SLID 1048 SLID 1049 SLID 1050 SLID 1053 SLID 1054 SLID 1055 SLID 1056 SLID 1057 SLID 1058 SLID 1059 SLID 1060 SLID 1061 SLID 1062 SLID 1063 SLID 1065 SLID 1066 SLID 1067 SLID 1068 SLID 1069 SLID 1070 SLID 1071 SLID 1072 SLID 1073 SLID 1074 SLID 1075 SLID 1076 SLID 1077 SLID 1078 SLID 1079 SLID 1080 SLID 1081 SLID 1082 SLID 1083 SLID 1084 SLID 1085 SLID 1086 SLID 1087 SLID 1088 SLID 1089 SLID 1090 SLID 1091 SLID 1096 SLID 1097 SLID 1101 SLID 1102 SLID 1103 SLID 1109 SLID 1110 SLID 1111 SLID 1112 SLID 1113 SLID 1114 SLID 1115 SLID 1116 SLID 1117 SLID 1118 SLID 1120 SLID 1121 SLID 1123 SLID 1133 Projected FY2021 Vistancia A28 $ 3,236 Vistancia A29 $ 2,047 Sonoran Mountain Ranch Parcel 14 $ 3,384 Vistancia Parcel G2 $ 2,207 Park Rose $ 3,349 Vistancia North G-1 $ 2,648 Plaza Del Rio Phase I $ 735 Plaza Del Rio Phase 2 $ 1,698 Tierra del Rio Parcel 6 $ 8,679 Tierra Del Rio North - Parcel 28 $ 2,501 Plaza Del Rio Phase 3 $ 2,942 Rio Estates $ 1,274 Grand Manor $ 2,273 Tierra Del Rio Parcel 10A $ 2,501 Tierra del Rio Parcel 9 $ 3,678 Tierra Del Rio Parcel 13A $ 2,648 Camino a Lago South, Unit 8 $ 3,384 Camino a Lago South, Unit 7 $ 2,501 Tierra Del Rio Parcel 4a $ 3,209 Camino a Lago South, Unit 5 $ 3,678 Camino a Lago South, Unit 6 $ 4,413 Tierra Del Rio Parcel 4B $ 1,030 Terramar 9B $ 1,618 Tierra Del Rio Parcel 12 $ 5,002 $ Tierra Del Rio Parcel 11 4,561 Sunset Ranch IIA $ 2,072 The Meadows Parcel 11 $ 8,238 The Meadows Parcel 12A $ 6,767 Sunset Ranch IIB $ 1,471 The Meadows Parcel 12B $ 6,767 The Meadows ParcelL 9 $ 10,365 Vistancia Parcel F3 - Phase 1 $ 1,030 Vistancia Parcel F3 - Phase 2 $ 441 Vistancia Parcel F4 Phase 1 $ 1,177 Vistancia Parcel F4 Ph2 $ 147 Vistancia Parcel F4 PH 3 $ 588 Vistancia Parcel F5 $ 1,324 Vistancia Parcel F1 Phase 1 $ 1,177 Vistancia North Phase 3 Parcel F1 Ph $ 797 The Meadows Parcel 4A $ 7,355 Sunset Ranch IIC $ 548 Sunset Ranch IID $ 294 Sunset Ranch IIE $ 1,030 Umbria Estates $ 441 Tierra Del Rio Parcel 1 $ 2,059 Tierra Del Rio Parcel 13B $ 1,030 Sunset Ranch IIF $ 656 Tierra Del Rio Parcel 10B $ 1,324 Tierra Del Rio Parcel 27 $ 9,706 Terramar Parcel 10B $ 1,606 The Meadows Parcel 4B $ 6,099 Tierra Buena $ 1,276 Tierra Del Rio Parcel 23 $ 9,304 Sunset Ranch IIG $ 588 Sunset Ranch IIH $ 588 Tierra Buena II $ 637 Tierra Del Rio Parcel 22 $ 4,413 Peoria Village $ 3,012 Vistancia Parcel A18 $ 1,030 Vistancia Parcel A21/A22 $ 1,471 Lizard Trails $ 735 Tierra Del Rio Parcel 20A & 21A $ 5,496 Tierra Del Rio Parcel 21B $ 1,471 Sunrise Vista $ 588 Sierra Ridge Estates $ 2,312 Terramar Cove $ 883 Tierra Del Rio Parcel 2 $ 4,194 Tierra Del Rio Parcel 3A $ 3,299 Tierra Del Rio Parcel 20B $ 3,236 Sunset Ranch Parcel IIJ $ 1,030 Trailside At Happy Valley Phase 1 $ 7,368 Three Olive Park $ 5,296 Trailside At Happy Valley Phase 2 $ 1,312 The Meadows 2A $ 3,090 The Meadows Parcel 2B $ 3,531 Trailside At Happy Valley Phase 3 $ 3,531 Trailside At Happy Valley Phase 4 $ 3,507 Vistancia Village A Parcel A5 $ 883 Vistancia Village D Parcel D3B $ 853 Vistancia Village D Parcel D2 $ 957 Vistancia Village D Parcel D1 $ 1,324 The Meadows Parcel 1 & 3 Phase 1 $ 6,026 Trenton Park $ 2,073 TOTAL $ 1,062,613 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 $ 7,897 6,704 5,027 6,637 17,114 13,591 10,110 8,039 7,863 4,764 1,799 89,544 Schedule 13 - Sources and Uses GENERAL AND OTHER FUNDS SPECIAL REVENUE TRUST AND AGENCY CAPITAL PROJECTS DEBT SERVICE TOTAL Fund Balance 106,557,921 66,453,247 143,177,212 28,357,991 10,645 17,266,588 23,537,656 385,361,260 Total Fund Balance 106,557,921 66,453,247 143,177,212 28,357,991 10,645 17,266,588 23,537,656 385,361,260 Taxes 71,783,230 15,741,817 - - - - 19,325,804 106,850,851 Intergovernmental Revenue Charges for Service 46,234,846 17,690,577 - - 100 1,000,000 - 64,925,523 33,574,338 9,946,194 98,678,912 52,013,099 - - - 194,212,543 Fines & Forfeitures 1,547,000 130,000 - - - - - 1,677,000 Licenses & Permits 4,607,443 - - - - - - 4,607,443 Rents 1,222,404 - 2,119,000 - - - - 3,341,404 Interest Income 1,107,500 1,049,102 951,500 494,200 200 487,905 300,000 4,390,407 Miscellaneous Income 313,000 265,300 24,734,952 55,000 - 3,487,688 130,929 28,986,869 - - 395,658 - - 23,369,823 - 23,765,481 Transfers In 10,986,424 6,249,613 4,979,773 4,621,250 15,300 - 3,975,284 30,827,644 Total Sources 171,376,185 51,072,603 131,859,795 57,183,549 15,600 28,345,416 23,732,017 463,585,165 Personal Services 124,411,915 6,601,123 17,631,395 10,064,782 21,000 - - 158,730,215 Contractual Services 43,840,894 17,818,796 46,118,775 36,252,081 - 717,438 45,000 144,792,984 Commodities 4,505,563 1,099,702 3,623,836 4,505,222 - - - 13,734,323 Capital Outlay 10,750,106 41,654,758 128,849,540 4,643,908 - 43,817,601 - 229,715,913 Debt Service - - 16,389,463 - - - 25,887,102 42,276,565 Contingency 59,550,000 8,250,000 5,175,000 1,950,000 - 600,000 225,000 75,750,000 Transfers Out 17,440,498 10,087,668 3,219,478 80,000 - - - 30,827,644 Total Uses 260,498,976 85,512,047 221,007,487 57,495,993 21,000 45,135,039 26,157,102 695,827,644 Estimated Balance 6/30/21 17,435,130 32,013,803 54,029,520 28,045,547 5,245 476,965 21,112,571 153,118,781 FUND NAME ENTERPRISE INTERNAL FUNDS SERVICES Fund Balance Sources Bond Proceeds Uses 483 484 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: 2020 2021 2021 2021 2021 2021 2021 2021 2021 2021 10,986,424 17,440,498 10 243,058,478 13 Total Financial Resources Available Budgeted Expenditures/Expenses 2021 2021 75,424,379 26,157,102 45,612,004 0 0 0 26,245 0 15,300 0 $ 271,817,529 3,219,478 4,979,773 0 395,658 126,484,364 143,177,212 115,028,593 215,314,944 45,135,039 21,000 $ $ 661,313,826 661,313,826 2020 661,313,826 217,788,009 $ 85,461,540 80,000 4,621,250 0 0 52,562,299 28,357,991 55,235,340 59,450,224 0 30,827,644 30,827,644 0 27,253,169 381,610,615 19,081,804 4,811,933 385,361,260 468,794,612 661,313,826 $ $ 665,000,000 665,000,000 2021 665,000,000 57,415,993 665,000,000 818,118,781 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 1 Budgeted expenditures/expenses 2 Add/subtract: estimated net reconciling items 3 Budgeted expenditures/expenses adjusted for reconciling items 4 Less: estimated exclusions 5 Amount subject to the expenditure limitation 6 EEC expenditure limitation 260,493,608 12 * ** *** 47,269,673 0 3,975,284 0 0 300 10,645 15,300 21,000 Total All Funds 0 107,438,182 10,087,668 6,249,613 0 26,857,511 1,487,905 17,266,588 37,222,267 63,635,677 Capital Projects Enterprise Internal Service Fund Permanent Fund Funds Available Funds Maintained Fund Balance for Financial Stability 11 0 9 0 0 8 0 674,929 44,822,990 155,577,828 23,537,656 24,866,233 7 4,811,933 4 66,453,247 62,437,960 19,081,804 106,557,921 28,963,879 6 173,988,919 3 86,228,330 Debt Service Fund 5 207,699,772 2 Special Revenue Fund 0 E D D D D C B B E E 1 General Fund FUNDS Future Capital Projects LESS: Amounts for Future Debt Retirement: Adopted/Adjusted Budgeted Expenditures/Expenses* 2020 Fiscal Year S c h Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2021 Schedule 15 - Auditor General Schedule B Tax Levy and Tax Rate Information Fiscal Year 2021 2020 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2021 5,760,312 $ 6,200,757 4,514,821 17,903,602 22,418,423 $ 4,811,933 19,081,804 23,893,737 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 $ $ $ $ $ $ 4,289,080 225,741 4,514,821 17,008,422 895,180 17,903,602 22,418,423 5. Property tax rates A. City/Town tax rate 0.2900 0.2900 (1) Primary property tax rate 1.1500 1.1500 (2) Secondary property tax rate (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. 485 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2021 ESTIMATED REVENUES 2020 SOURCE OF REVENUES ACTUAL REVENUES* 2020 ESTIMATED REVENUES 2021 GENERAL FUND Local taxes General Half-Cent Sales Tax $ 56,261,400 21,995,000 $ 55,537,800 22,680,750 $ 47,838,237 19,133,060 Licenses and permits General 4,576,294 5,029,601 4,607,443 Intergovernmental General 46,925,425 46,332,659 46,234,846 Charges for services General 34,012,129 30,959,926 33,574,338 Fines and forfeits General 1,611,855 1,579,500 1,547,000 Interest on investments General Half-Cent Sales Tax Economic Development Reserve Municipal Asset Reserve 2,046,013 150,000 80,000 10,000 1,919,000 150,000 80,000 10,000 2,097,404 142,500 80,000 10,000 683,000 313,660 10,000 313,000 In-lieu property taxes Contributions Voluntary contributions Miscellaneous General Half-Cent Sales Tax Total General Fund $ 168,351,116 $ 164,602,896 $ 155,577,828 * 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. 486 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2021 ESTIMATED REVENUES 2020 SOURCE OF REVENUES ACTUAL REVENUES* 2020 ESTIMATED REVENUES 2021 SPECIAL REVENUE FUNDS Streets Fund $ 16,189,765 $ 16,130,204 $ 14,105,000 $ 16,189,765 $ 16,130,204 $ 14,105,000 $ 809,000 $ 971,809 $ 915,871 $ 809,000 $ 971,809 $ 915,871 $ 1,065,538 94,947 $ 1,065,538 94,947 $ 1,062,613 89,544 $ 1,160,485 $ 1,160,485 $ 1,152,157 $ 11,434,463 $ 9,647,516 $ 9,731,496 $ 11,434,463 $ 9,647,516 $ 9,731,496 $ 6,817,859 $ 3,188,287 $ 6,988,806 $ 6,817,859 $ 3,188,287 $ 6,988,806 $ 13,465,800 $ 14,104,771 $ 11,929,660 $ 13,465,800 $ 14,104,771 $ 11,929,660 Total Special Revenue Funds $ 49,877,372 $ 45,203,072 $ 44,822,990 Transit Fund Street Light Improvement District Fund Maintenance Improvement District Fund . Development Fee Funds Grants & 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. 487 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2021 ESTIMATED REVENUES 2020 SOURCE OF REVENUES ACTUAL REVENUES* 2020 ESTIMATED REVENUES 2021 DEBT SERVICE FUNDS Municipal District Authority Fund $ 50,000 $ 150,000 $ 150,000 $ 50,000 $ 150,000 $ 150,000 $ 304,000 363,862 $ 394,000 $ 304,000 $ 363,862 $ 394,000 $ 135,592 $ 135,592 $ 130,929 $ 135,592 $ 135,592 $ 130,929 Total Debt Service Funds $ 489,592 $ 649,454 $ 674,929 $ $ 551,564 $ 350,000 $ $ 551,564 $ 350,000 General Obligation Bonds Fund Sustainability Projects Fund CAPITAL PROJECTS FUNDS General Obligation Bonds Fund Streets Capital Project Fund $ 13,000 $ 13,000 $ 5,525 $ 13,000 $ 13,000 $ 5,525 $ 200,000 $ 900,000 $ 1,132,380 $ 200,000 $ 900,000 $ 1,132,380 Total Capital Projects Funds $ 213,000 $ 1,464,564 $ 1,487,905 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. 488 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2021 ESTIMATED REVENUES 2020 SOURCE OF REVENUES ACTUAL REVENUES* 2020 ESTIMATED REVENUES 2021 PERMANENT FUNDS Volunteer Firefighters Pension Fund $ 300 $ 300 300 $ 300 $ 300 $ 300 Total Permanent Funds $ 300 $ 300 $ 300 53,673,906 308,689 7,463,052 $ 48,386,674 286,289 5,175,993 $ $ 53,848,956 $ 36,254,850 299,280 4,292,299 14,662,201 1,854,881 57,363,511 ENTERPRISE FUNDS Water Fund Water Replacement and Reserve Fund Water Expansion and Improvement Districts Water Revenue Bonds Water Infrastructure Finance Auth. Loan $ 5,800,131 67,245,778 $ Wastewater Fund Wastewater Replacement and Reserve Fund Wastewater Expansion and Improvement Districts Wastewater Revenue Bonds $ 24,733,805 292,238 2,263,489 $ 23,960,439 259,238 1,229,560 $ $ 27,289,532 $ 25,449,237 $ $ 1,196,200 $ 1,196,200 $ 1,196,200 $ 1,196,200 $ 1,466,390 $ 11,840,346 2,483,455 1,783,892 $ 11,771,303 2,357,529 1,674,892 $ 12,650,536 2,457,512 1,711,345 $ 16,107,693 $ 15,803,724 $ 16,819,393 $ 3,135,000 351,985 $ 3,557,781 392,985 $ 3,274,000 343,291 $ 3,486,985 $ 3,950,766 $ 3,617,291 Total Enterprise Funds $ 115,326,188 Storm Water Drainage System Fund Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Fund Solid Waste Sports Complex Ops/Maintenance Fund Sports Complex Equipment Reserve Fund 100,248,883 18,305,687 302,507 768,324 6,589,530 25,966,048 1,466,390 105,232,633 * 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. 489 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2021 ESTIMATED REVENUES 2020 SOURCE OF REVENUES ACTUAL REVENUES* 2020 ESTIMATED REVENUES 2021 INTERNAL SERVICE FUNDS Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve Insurance Reserve Fund Workers Compensation Self Insurance Health Self Insurance Facilities Maintenance Fund Information Technology Fund Information Technology Reserve $ 5,952,582 2,268,548 417,729 $ 5,953,042 2,220,144 417,729 $ 6,002,500 2,459,056 379,392 $ 8,638,859 $ 8,590,915 $ 8,840,948 $ 2,648,437 2,388,721 20,377,578 $ 2,798,182 2,437,457 20,147,511 $ 2,553,804 2,762,717 20,754,164 $ 25,414,736 $ 25,383,150 $ 26,070,685 $ 6,858,440 $ 6,862,815 $ 6,860,084 $ 6,858,440 $ 6,862,815 $ 6,860,084 $ 9,418,000 785,149 $ 9,428,596 791,392 $ 10,007,719 782,863 $ 10,203,149 $ 10,219,988 $ 10,790,582 Total Internal Service Funds $ 51,115,184 $ 51,056,868 $ 52,562,299 TOTAL ALL FUNDS $ 385,372,752 $ 363,226,037 $ 360,358,884 * 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. 490 Schedule 17 - Auditor General Schedule D Other Financing Sources/(Uses) and Interfund Transfers Fiscal Year 2021 OTHER FINANCING 2021 SOURCES (USES) FUND GENERAL FUND General Fund Half Cent Sales Tax Fund Municipal Office Complex Reserve $ $ $ 9,036,424 $ 5,560,193 11,880,305 17,440,498 1,950,000 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 Victims of Crime Act Grant (VOCA) INTERFUND TRANSFERS 2021 IN (OUT) $ $ $ 10,986,424 $ $ $ 2,062,613 4,187,000 $ 8,704,598 1,062,613 89,544 226,093 4,820 Total Special Revenue Funds $ $ $ 6,249,613 $ $ $ $ 3,975,284 $ Total Debt Service Funds $ $ $ 3,975,284 $ DEBT SERVICE FUNDS Non-GO Bond Debt CAPITAL PROJECTS FUNDS Future G.O. Bonds Capital Projects - Outside Sources $ 23,369,823 3,487,688 $ $ $ Total Capital Projects Funds $ 26,857,511 $ $ $ $ $ $ 15,300 $ Total Permanent Funds $ $ $ 15,300 $ $ $ PERMANENT FUNDS Firemen's Pension Trust ENTERPRISE FUNDS Water Infrastructure Financing Authority Sports Complex Fund Wastewater Fund Wastewater Equipment Reserve Water Fund Water Equipment Reserve $ $ 2,120,295 2,577,237 152,241 6,589,530 272,241 14,662,201 2,947,237 130,000 Total Enterprise Funds $ INTERNAL SERVICE FUNDS Fleet Reserve Workmans Comp Self Insurance Information Technology Fund Information Technology Reserve Fund Information Technology Project Fund 395,658 10,087,668 21,647,389 $ Total Internal Service Funds $ TOTAL ALL FUNDS $ 48,504,900 491 $ $ 4,979,773 $ $ $ 55,000 2,750,000 941,537 799,713 75,000 $ 3,219,478 80,000 $ $ 4,621,250 $ 80,000 $ $ 30,827,644 $ 30,827,644 Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2021 FUND/DEPARTMENT 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 Facilities Planning and Community Development Police Public Works Total General Fund $ SPECIAL REVENUE FUNDS Streets-Development and Engineering $ Streets-Public Works Transportation Sales Tax Fund-Non-Departm Development Fee Funds-Non-Departmental Home and Housing Grants-NHS Transit-Public Works Attorney Grants-City Attorney Attorney Grants-Police Public Safety Grants-Fire-Medical Public Safety Grants-Police Other Grants-PRCF Other Grants-Human Resources Other Grants-Municipal Court Other Grants-NHS Other Grants-Non-Departmental Other Grants-Water Services Other Grants-Public Works Community Service Grants-NHS Total Special Revenue Funds $ DEBT SERVICE FUNDS General Obligation Bonds-Non-Departmen $ MDA Bonds-Non-Departmental Improvement Districts-Non-Departmental Total Debt Service Funds $ CAPITAL PROJECTS FUNDS General Obligation Bonds-Non-Departmen $ MDA Bonds-Non-Departmental Capital Projects - Streets/Economic Developm Outside Source Fund-Non-Departmental Total Capital Projects Funds $ PERMANENT FUNDS Fireman's Pension-Fire-Medical $ Total Permanent Funds $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2020 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2020 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 62,177,281 1,786,396 21,259,100 2,091,958 50,861,583 679,867 224,744,621 1,408,505 21,485,440 25,826,055 23,427,901 501,627 5,352,291 17,400 $ $ (70,000) 6,000 198,780 32,105 282,147 208,949 (17,959,935) 52,400 134,177 70,528 $ (17,044,849) $ $ $ 1,961,862 (358,024) (992,224) 600,897 261,519 800,016 3,000 406,951 3,218,284 3,000,000 24,700 99,288 (1,455,699) 637,541 85,885,892 $ 1,000 342,438 BUDGETED EXPENDITURES/ EXPENSES 2021 ACTUAL EXPENDITURES/ EXPENSES* 2020 3,548,994 968,293 8,279,500 1,646,668 5,649,203 5,779,187 38,295,861 3,637,998 4,201,928 785,420 2,236,090 10,876,078 10,552,246 2,538,614 20,561,831 2,091,958 51,659,183 679,867 173,988,919 $ 1,402,255 22,092,978 14,975,948 14,261,553 323,662 5,002,291 17,400 $ $ 196,519 761,025 638,877 62,437,960 1,445,732 19,004,499 22,547,497 19,596,356 526,948 5,325,433 17,400 779,859 3,000 256,651 2,505,801 $ 3,652,587 1,256,978 8,543,689 1,696,660 5,780,723 5,833,004 38,919,305 3,780,383 4,008,920 785,695 2,275,532 10,942,938 78,422,203 1,682,162 21,216,364 1,818,507 51,726,681 716,147 243,058,478 3,000 273,986 2,283,163 3,000,000 $ 620,506 75,424,379 20,459,062 8,504,817 $ $ 20,343,791 4,522,442 $ 18,470,932 7,686,170 28,963,879 $ $ 24,866,233 $ 26,157,102 33,736,008 $ $ $ 30,258,420 $ 22,780,522 175,883 5,663,824 8,602,038 37,222,267 $ 11,388,931 3,487,688 45,135,039 $ $ 15,300 15,300 $ $ 21,000 21,000 15,600,898 9,536,400 58,873,306 $ 21,000 21,000 $ $ 3,378,315 508,367 265,051 610,638 4,762,371 * 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. 492 Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2021 ENTERPRISE FUNDS Water-Water Services $ Water Replacement & Reserves-Public Work Water Replacement & Reserves-Water Servic Water Expansion-Water Services Water Bonds-Non-Departmental Water Bonds-Water Services Wastewater-Water Services Wastewater Replacement & Reserves-Water Wastewater Bonds - Water Services Wastewater Expansion-Water Services Residential Solid Waste-Public Works Commercial Solid Waste-Public Works Solid Waste Reserves-Public Works Solid Waste Expansion-Public Works Sports Complex Operations/Maintenance-PRC Sports Complex Equipment Reserves-PRCF Total Enterprise Funds $ 2,214,076 12,792,862 2,683,535 1,153,500 925,270 5,557,764 353,000 211,356,137 INTERNAL SERVICE FUNDS Fleet Maintenance-Public Works $ Fleet Reserve-Public Works Insurance Reserve-City Attorney Insurance Reserve-Human Resources Facilities Maintenance-Public Works Information Technology-Information Technolo Information Technology Reserve-Information Information Technology Projects-Information T Total Internal Service Funds $ TOTAL ALL FUNDS $ 5,946,318 6,374,112 3,094,207 23,884,898 6,848,883 10,744,059 2,844,688 418,000 60,155,165 670,000,000 69,016,574 1,239,619 588,000 17,635,558 5,800,131 53,392,196 37,784,552 219,500 $ 2,749,319 $ (80,000) (838,459) (535,471) 46,112 (12,557) 9,232 2,200,000 200,000 3,958,807 $ $ $ (1,650,626) $ $ $ 2,673,289 29,359,182 228,732 220,631 $ 50,404,413 1,189,619 501,000 6,447,743 652,786 (4,885) 297,784 (704,941) $ (8,686,174) $ 220,969 11,309,732 2,433,535 1,103,500 3,329,115 5,727,764 100,000 115,028,593 5,896,318 4,593,486 2,594,207 21,002,441 6,823,883 10,945,435 2,743,361 636,209 55,235,340 468,794,612 $ $ $ $ 64,300,739 1,341,388 593,500 14,565,907 1,854,881 65,662,817 30,157,297 649,241 6,589,530 7,377,425 13,301,605 2,727,782 2,572,000 5,500,397 593,500 217,788,009 6,268,837 3,314,208 3,105,928 24,604,681 6,843,785 11,228,381 1,947,173 103,000 57,415,993 665,000,000 * 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. 493 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2021 DEPARTMENT/FUND City Attorney General Fund Attorney Grants Insurance Reserve City Clerk General Fund Development and Engineering General Fund Streets Economic Development Services General Fund Other Reserve Funds Finance General Fund Finance Utilities General Fund Fire-Medical General Fund Public Safety Grants Fireman's Pension Human Resources General Fund Other Grants Insurance Reserve Information Technology Information Technology Information Technology Reserve Information Technology Projects Leadership and Management General Fund Mayor and Council General Fund Municipal Court General Fund Other Grants ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2020 2020 2020 2021 $ 3,504,728 17,400 3,094,207 Department Total $ 6,616,335 $ 968,293 Department Total $ 968,293 $ 8,386,790 1,408,505 Department Total $ 9,795,295 $ 1,810,082 Department Total $ 1,810,082 $ 5,698,545 Department Total $ 5,698,545 $ 5,675,407 Department Total $ 5,675,407 $ 38,298,170 3,548,994 17,400 2,594,207 $ $ 38,319,170 $ 3,737,998 3,000 23,884,898 Department Total $ 27,625,896 $ 10,744,059 2,844,688 418,000 Department Total $ 14,006,747 $ 3,915,921 Department Total $ 3,915,921 $ 813,602 Department Total $ 813,602 $ 2,236,090 406,951 Department Total $ 2,643,041 $ 968,293 $ $ 968,293 $ $ $ $ (70,000) 1,646,668 (70,000) $ 1,646,668 6,000 5,649,203 6,000 $ 198,780 $ $ 198,780 293,624 5,649,203 $ 5,779,187 $ 38,507,680 $ $ 652,786 (4,885) 297,784 $ 945,685 $ $ 282,147 14,325,005 $ 4,201,928 5,833,004 38,919,305 21,000 $ 38,940,305 3,780,383 3,000 24,604,681 $ 28,388,064 11,228,381 1,947,173 103,000 $ 4,201,928 $ 5,780,723 5,833,004 10,945,435 2,743,361 636,209 282,147 $ 24,643,439 1,696,660 5,780,723 3,637,998 3,000 21,002,441 $ 9,989,421 1,696,660 38,295,861 196,519 15,300 $ 1,256,978 8,543,689 1,445,732 5,779,187 32,105 261,519 $ 9,681,755 6,775,915 1,256,978 8,279,500 1,402,255 21,000 Department Total $ 6,160,601 3,652,587 17,400 3,105,928 13,278,554 4,008,920 $ 4,008,920 785,420 $ $ 24,700 $ 2,236,090 256,651 24,700 $ 785,420 785,695 $ 2,492,741 785,695 2,275,532 273,986 $ 2,549,518 * 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. 494 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2021 Neighborhood & Human Services General Fund Home and Housing Grants Other Grants Communty Service Grants $ Department Total $ 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/Economic Development Outside Source Fund General Obligation Bonds Other Bonds $ 10,842,810 501,627 3,218,284 637,541 15,200,262 $ 1,786,396 Department Total $ 1,786,396 Parks, Recreation & Community Facilities General Fund Sports Complex Operations/Maintenance Sports Complex Equipment Reserves $ 21,259,100 5,557,764 353,000 Department Total $ 27,169,864 Planning and Community Development General Fund $ 309,237 $ (9,285,604) (59,157) (185,499) (358,024) (992,224) (1,455,699) (535,471) 3,378,315 508,367 265,051 610,638 15,600,898 9,536,400 20,459,062 8,504,817 208,068,553 10,876,078 323,662 2,505,801 638,877 99,288 1,000 31,971,834 23,713,386 6,492,061 25,826,055 23,427,901 3,000,000 5,800,131 33,736,008 Department Total $ Office of Communications General Fund 208,949 $ $ 101,878,247 52,400 2,538,614 $ 334,177 2,538,614 11,388,931 3,487,688 18,470,932 7,686,170 $ 26,389,595 196,713,078 1,682,162 $ 20,561,831 5,727,764 100,000 $ 14,373,555 40,894,367 30,554,276 6,973,560 22,547,497 19,596,356 3,000,000 1,854,881 30,258,420 22,780,522 175,883 5,663,824 8,602,038 20,343,791 4,522,442 (8,109,307) $ 52,400 $ 3,944,447 4,357,450 2,250,349 14,975,948 14,261,553 134,177 200,000 $ 14,344,418 10,942,938 526,948 2,283,163 620,506 1,682,162 21,216,364 5,500,397 593,500 $ $ 2,091,958 Department Total $ 2,091,958 $ 50,861,583 70,528 51,659,183 51,726,681 600,897 800,016 761,025 779,859 Police General Fund Attorney Grants Public Safety Grants Department Total $ 51,462,480 $ 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 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 Department Total $ Water Services Other Grants Water Water Replacement & Reserves Water Expansion Water Bonds Wastewater Wastewater Replacement & Reserves Wastewater Expansion Wastewater Bonds 65,481,697 2,091,958 27,310,261 $ $ $ 870,544 $ 2,200,000 (1,650,626) 2,511,236 52,420,208 $ $ 679,867 22,092,978 5,002,291 1,189,619 11,309,732 2,433,535 1,103,500 3,329,115 5,896,318 4,593,486 6,823,883 1,961,862 $ 2,091,958 1,818,507 $ 64,454,324 1,818,507 52,506,540 716,147 19,004,499 5,325,433 1,341,388 13,301,605 2,727,782 2,572,000 6,268,837 3,314,208 6,843,785 $ 61,415,684 $ Department Total $ Grand Total $ 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 $ $ 2,749,319 (80,000) (838,459) 46,112 (12,557) 9,232 220,631 50,404,413 501,000 6,447,743 2,673,289 29,359,182 228,732 220,969 2,094,278 $ (256,499) $ 89,835,328 468,794,612 64,300,739 593,500 14,565,907 65,662,817 30,157,297 649,241 7,377,425 6,589,530 $ $ 189,896,456 665,000,000 * 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. 495 496 98.75 1,277.65 TOTAL ALL FUNDS 14.00 2.00 37.75 44.00 1.00 181.70 18.50 62.50 35.50 7.20 53.80 4.20 64.95 45.80 0.95 9.50 7.25 1.00 0.45 932.25 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 103,828,211 7,086,574 834,613 137,350 2,191,278 3,864,370 58,963 11,959,583 1,532,681 4,558,595 2,422,007 378,864 2,825,549 241,887 4,194,832 3,037,214 86,312 542,141 410,636 57,725 60,804 80,587,222 2021 2021 Total Internal Service Fund INTERNAL SERVICE FUND Fleet Maintenance Insurance Reserve Facilities Information Technology Percent for the Arts Total Enterprise Funds ENTERPRISE FUNDS Sports Complex Water Utility Wastewater Utility Commercial Solid Waste Residential Solid Waste Storm Water Drainage System Total Permanent Funds PERMANENT FUNDS Total Capital Projects Funds CAPITAL PROJECTS FUNDS Total Debt Service Funds DEBT SERVICE FUNDS Total Special Revenue Funds SPECIAL REVENUE FUNDS Streets Community Development Block Grant Transit Adult Day Program Victims of Crime Act Grant (VOCA) Municipal Court Enhancement Fund GENERAL FUND FUND Employee Salaries and Hourly Costs Full-Time Equivalent (FTE) $ $ $ $ $ $ $ $ $ $ $ $ $ $ 23,162,438 921,041 106,754 17,563 285,830 503,299 7,595 1,542,124 183,164 593,827 316,261 49,099 367,675 32,098 536,806 396,655 11,820 72,500 42,024 7,444 6,363 20,162,467 2021 Retirement Costs $ $ $ $ $ $ $ $ $ $ $ $ $ $ 20,133,401 1,497,639 197,736 26,322 551,661 714,305 7,615 2,792,852 250,111 979,697 559,724 131,025 803,285 69,010 968,291 736,867 11,290 108,151 83,344 20,472 8,167 14,874,619 2021 Healthcare Costs Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2021 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 10,559,654 638,247 89,861 10,586 224,405 308,849 4,546 1,336,836 139,434 480,645 274,403 54,327 361,220 26,807 496,265 382,975 6,766 58,784 35,605 7,439 4,696 8,088,306 2021 Other Benefit Costs $ $ $ $ $ $ $ $ $ $ $ $ $ $ 157,683,704 10,143,501 1,228,964 191,821 3,253,174 5,390,823 78,719 17,631,395 2,105,390 6,612,764 3,572,395 613,315 4,357,729 369,802 6,196,194 4,553,711 116,188 781,576 571,609 93,080 80,030 123,712,614 2021 Total Estimated Personnel Compensation Appendix 497 Appendix 498 499 500 City of Peoria FY 2021 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 501 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 2021 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. 502 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 2021 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. 503 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. OPERATIONAL IMPACTS: The expenses associated to a project that will continue on an ongoing basis after the project is complete. City of Peoria FY 2021 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. 504 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 benchmarks to assess how well programs are operating. STATE-SHARED REVENUES: The portion of revenues collected by the State of Arizona that are allocated to cities and towns based primarily on U.S. Census population figures. 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 2021 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 505 City of Peoria FY 2021 Annual Program Budget Appendix Acknowledgements Just like a normal budget year, a series of milestones must pass before an annual budget is adopted. 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. However this year, after months of preparing a budget, Covid-19 put a halt to everything. Not just the budget process, but also a shutdown of the world economy. To deal with this economic uncertainty and to respond to these new challenges, it required teamwork and collaboration, solid communication and a continued commitment to act in the best interests of our residents, businesses, partners and employees. The pre-Covid budget was reworked and within a month, a new “baseline” budget was developed with no new positions, limited ongoing increases and one-time additions that were either mandatory or maintained our existing services. This budget took tremendous effort and involved numerous stakeholders with 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. 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. William Beloit, spearheaded the City’s substantial Capital Improvement Program. 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 their leadership on issues impacting the city’s overall finances. I would like to personally thank our 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 506 City of Peoria FINANCE AND BUDGET DEPARTMENT 8401 West Monroe Street Peoria, Arizona 85345 www.peoriaaz.gov