City of Peoria, Arizona FY2022 Annual Program Budget City of Peoria Annual Program Budget Fiscal Year 2022 3 Total Fiscal Year 2022 Budget $695,000,000 Operations $328,787,358 General Funds Special Revenue $177,952,299 Contingency $79,100,000 $25,398,353 Enterprise Funds $68,307,505 Internal Service Funds $57,068,901 Debt, Trust & Agency Funds $60,300 General Fund Streets Water $175,112,426 $11,420,137 $30,398,179 Fleet Maintenance $6,226,512 Fireman’s Pension $15,300 General Funds $60,250,000 Half Cent Wastewater $2,839,873 Transp. Sales Tax Funds $172,268 $12,442,513 Fleet Reserve $3,180,428 Capital Bonds $0 Special Revenue $8,100,000 Other Reserve $0 Development Fees $3,000,000 Solid Waste Residential $14,415,586 Insurance Reserve $27,851,443 Capital Projects $0 Enterprise Fund $5,000,000 Home & Housing Grants Solid Waste Commercial $2,515,969 Facilities Maintenance $6,817,515 Debt Service $45,000 Internal Service Funds $1,750,000 Transit $5,111,458 Stadium Ops. & Maint. $5,508,808 IT Operations $12,270,175 Attorney Grants $17,801 Enterprise Reserves $2,825,116 IT Reserve $630,697 Public Safety Grants $606,394 Enterprise Expansion $201,334 IT Project $92,131 $726,422 Other Grants $3,695,673 Community Serv. Grants $648,200 4 Capital Projects $1,000,000 Debt Service Funds $3,000,000 Capital Projects $241,886,630 Long-Term Debt $45,226,012 $17,031,139 Special Revenue Funds $41,388,390 Enterprise Funds $115,288,324 Capital Project Funds $67,325,538 Internal Service Funds $853,239 General Funds Half Cent Wastewater General Fund Streets Water GO Bonds IT Reserve $0 $4,054,766 $9,254,789 $10,850,038 $26,541,082 $56,439,598 $853,239 Water Half Cent Sales Tax Fund $1,617,863 Transp. Sales Tax Funds $17,962,239 Water Expansion $15,915,814 MDA Bonds $9,016,160 Debt Service GO Bonds $24,619,487 Development Fee Funds $0 MDA Bonds $0 Other Reserve Funds $6,158,487 Development Fee Funds $11,831,372 Wastewater Streets/ED $19,828,737 $4,545,336 Improvement Districts $0 Other Bonds $7,535,599 Transit $0 Wastewater Expansion $11,418,587 Outside Source Fund $6,340,604 Other Grants Water Bonds $744,741 $36,438,154 Wastewater Bonds $5,036,089 Water Replac & Reserve $5,000 Residential Solid Waste $80,872 Commercial Solid Waste $23,989 5 $0 City of Peoria FY 2022 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 2022 Annual Program Budget Table of Contents Department Summary 61 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 75 Economic Outlook 75 Financial Projection 76 Operational Impacts of Capital Plan 76 Forecasts of Major Operating Funds 77 Revenue Summary Revenue Summary 83 Total Revenues by Fund 84 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 2022 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 98 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 Facilities 171 Planning and Community Development 187 Police Department 191 Public Works 201 Water Services 209 8 City of Peoria FY 2022 Annual Program Budget Table of Contents Capital Improvement Program Introduction 227 Financial Policies 228 CIP Development Process 229 Project Programming 231 Operating Budget Impact 233 Financing the CIP 235 CIP Summary by Funding Source 243 Drainage 245 Economic Development 258 Operational Facilities 264 Parks and Recreation 288 Public Safety 317 Streets and Traffic Control 325 Wastewater 371 Water 390 Schedules Schedule Descriptions 419 Schedule 1 – All Funds Summary 420 Schedule 2 – All Funds Revenue 422 Schedule 3 – All Funds Operating Expenditures 436 Schedule 4 – Transfers 447 Schedule 5 – Tax Levy and Tax Rate Information 448 Schedule 6 – Personnel Summary by Department 449 Schedule 7 – Authorized Personnel by Department 450 Schedule 8 – Debt Service 471 Schedule 9 – Summary of Operating Capital 472 Schedule 10 – Capital Improvement Budget 476 Schedule 11 – Summary of Supplementals 496 Schedule 12 – Summary of Improvement District Revenues 504 Schedule 13 – Sources and Uses 506 Schedule 14 – State of AZ Auditor General Schedule A 507 Schedule 15 – State of AZ Auditor General Schedule B 508 9 City of Peoria FY 2022 Annual Program Budget Table of Contents Schedule 16 – State of AZ Auditor General Schedule C 509 Schedule 17 – State of AZ Auditor General Schedule D 514 Schedule 18 - State of AZ Auditor General Schedule E 515 Schedule 19 - State of AZ Auditor General Schedule F 517 Schedule 20 – State of AZ Auditor General Schedule G 521 Appendix Budget Adoption Resolution 525 Glossary of Terms 527 Acronyms 532 Acknowledgements 533 10 City of Peoria FY 2022 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 2021 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 2022 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 2022 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 2022 Annual Budget City Manager Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2022 Mayor Carlat and Members of the Peoria City Council, I am pleased to present the operating and capital budget for the City of Peoria for the fiscal year beginning July 1, 2021, and ending June 30, 2022, including the City’s capital improvement program for FY 2022 thorough FY 2031. The FY 2022 budget is a structurally balanced spending plan that will preserve our strong financial foundation and provide the resources needed to deliver the highquality public services our community expects. The FY 2022 budget totals $695 million, which represents a 4.5 percent increase from the prior year. The budget for the general fund, the city’s primary operating fund, is $175.1 million - a 5.6 percent increase. The $241.9 million capital budget for FY 2022 represents a 3.5 percent increase over the FY 2021 plan, while the 10-year capital improvement program totals $835.6 million, a 6.7 percent increase from last year’s program. UNCERTAIN TIMES At this time last year, health officials and scientists were scrambling to understand the nature of the novel coronavirus, while political leaders the world over grappled with how best to address the pandemic. The president had just declared a national emergency, and government-imposed stay-athome orders had effectively shut down large swaths of the global economy. Tens of millions of Americans found themselves out of work within a matter of a few weeks. For most people, it was a period of unprecedented uncertainty. Here in Peoria we moved quickly to adapt to our new reality. While police officers, firefighters, refuse collectors, and other frontline employees continued their work out in the community, many office workers began working from home. Some city facilities closed to the public temporarily, while those that remained open did so with strict cleaning and social distancing protocols. The FY 2021 budget that had been developed pre-COVID was scrapped in favor of a “baseline” budget that reverted back, with some exceptions, to the ongoing spending levels of FY 2020. As time went on and post-COVID revenue numbers began coming in, our financial picture began to come into focus. Fortunately, it was not as bad as we originally feared it might be. After a couple of months of year-over-year declines in our city sales tax revenues, we actually saw several months of double-digit increases. City sales tax revenues ended the fiscal year five percent higher than the previous year, and overall general fund revenues were up one percent over FY 2019—a much better outcome than the two percent decline we had forecasted. 15 City of Peoria FY 2022 Annual Budget City Manager Budget Message Our latest forecasts estimate that city sales tax revenues will end the year 3.4 percent higher than the prior year and that overall general fund revenues will be up 2.5 percent. As a sales tax-dependent city, we have no doubt benefitted from the federal fiscal stimulus that has put extra money in people’s pockets. Our reliance on our base of auto dealerships, home improvement stores, big box retail, and grocery stores versus entertainment and tourism appears to have sustained us well during this particular downturn. This does not mean that we do not have to contend with budgetary pressures. On the revenue side, recreation fees are down significantly due to the lack of programming during the pandemic. Although development activity has been strong through most of the pandemic, permits and associated revenues have nudged downward in recent months. Even the rate of growth in our sales tax revenues has slowed down. These developments warrant caution even as the pandemic seems to be coming under control. On the expenditure side, we face continuous pressure to keep pace with the salaries and benefits offered by other cities and private businesses in the Valley in order to retain and recruit good employees. Even seemingly modest adjustments in compensation have a substantial ongoing expenditure requirement. Like most other Arizona cities, Peoria recognizes a large unfunded accrued liability to our Public Safety Personnel Retirement System (PSPRS) plans that need to be addressed. We will further need to pay for ongoing operations and maintenance costs associated with desired future capital investments like fire stations, recreation centers, and parks. Given the uncertainty of the pandemic’s impact, I asked all departments this last fall to participate in a budget reduction exercise. The departments identified how they would cut two percent out of their FY 2021 base budgets and presented their proposed reductions to the executive team and Finance and Budget Department staff. While budget cuts ultimately turned out to be unnecessary, we incorporated the results of this exercise into the FY 2022 budget process. We asked departments to hold the line on new ongoing spending by keeping any ongoing supplemental requests within the amount of their agreed upon reductions. This proved to be a creative way to limit new spending while at the same time giving departments some flexibility to reprioritize their resources in ways that will help them better serve the community. FUND BALANCE AND FUND RESERVES The City Council-adopted Principles of Sound Financial Management include strong policies on reserve levels for our major operating funds. Our fund reserves give us the flexibility we need to continue to provide services to the community in the event of a natural disaster or a sudden loss of revenue. Meeting our fund balance reserve requirements is one of our primary considerations as we prepare and refine our forecasts throughout the year. Fund balance reserves are fully funded for FY 2022. Although we do not use our reserves to address recurring expenditures, each year the budget includes a contingency appropriation so that we have the ability to appropriately use our reserves in the event of an emergency. Contingency appropriation is also needed to enable us to spend unexpected revenues like the AZCARES money we received in FY 2021 or to act on an economic development opportunity, for example. The total contingency appropriation for FY 2022 is $79.1 16 City of Peoria FY 2022 Annual Budget City Manager Budget Message million, with $40 million set aside in the General Fund, $20 million in the Half Cent Sales Tax Fund, and the balance spread among various other funds. The table below shows the estimated beginning and ending fund balances for major funds for FY 2022, as well as the policy reserve requirement for each fund. Fund General Fund Half Cent Sales Tax Water Wastewater Residential Solid Waste Commercial Solid Waste Estimated Fund Balance 7/1/21 $89,473,960 $41,678,759 $49,188,443 $34,838,676 $6,846,312 $1,883,555 Estimated Fund Balance 6/30/22 $72,792,832 $46,039,003 $35,400,573 $24,140,636 $5,365,525 $1,925,145 Policy Reserve Requirement $47,640,035 $8,939,960 $25,842,977 $15,769,278 $2,833,230 $511,151 OPERATING BUDGET AND TAXES, RATES, AND FEES Peoria prepares a five-year financial forecast of major funds. This practice ensures that ongoing revenues can support ongoing expenditures over the forecast period. The FY 2022 operating budget is $328.8 million—a five percent increase over the prior year. The general fund, which accounts for 53 percent of the citywide operating budget, totals $175.1 million—a 5.6 percent increase over FY 2021. Below are some highlights from the FY 2022 operating budget:  No increase to the city property tax rate or to the transaction privilege tax rate (sales tax).  Continues the policy of incremental annual increases in water, sewer, and solid waste rates. The average Peoria utility customer can expect a combined rate adjustment of 2.7 percent beginning January 2022. Overall, Peoria residents continue to enjoy comparatively low utility rates among Valley cities.  Allocates the funding needed by departments to provide services to Peoria residents and businesses. Citywide, department supplemental requests added $4.4 million ongoing and $8.5 million one-time to the operating budget. The general fund accounted for $916,000 of the ongoing total and $5.3 million of the one-time total. The actual fiscal impact is quite a bit lower than these figures once you factor in revenue offsets, interfund service charges, and previously accounted for operating impacts of the CIP.  Underscores our commitment to maintaining a competitive workforce through annual compensation adjustments, including our MOU commitments to the various labor groups as well as merit and cost-of-living increases for non-represented employees.  Adds 13 new positions (12.55 FTEs) to the city’s authorized strength. Five of these new positions were funded by department base budget reductions and thus had a “net zero” impact on the budget, while two police officers are funded by a development agreement. The table below lists the new positions by department. 17 City of Peoria FY 2022 Annual Budget Department City Attorney Fire-Medical Municipal Court Neighborhood & Human Services Parks, Recreation & Community Facilities Parks, Recreation & Community Facilities Parks, Recreation & Community Facilities Police Police Public Works Public Works Public Works City Manager Budget Message Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund Solid Waste Streets Transit Title Legal Specialist Administrative Assistant II Associate Judge Community Assistance Coordinator Parks Maintenance Coordinator Parks & Sports Facilities Worker I Facilities Operations Technician Public Information Officer Police Officer Equipment Operator Lead Traffic Signal Technician Administrative Assistant II FTE 1.0 1.0 .55 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 STRATEGIC INITIATIVES 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 seven livability initiatives are reflected throughout the recommended budget: (1) Superior Public Safety, (2) Smart Growth, (3) Economic Prosperity, (4) Arts, Cultural & Recreational Enrichment, (5) Integrated Transportation, (6) Healthy Neighborhoods, and (7) Superior Public Services. 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. Superior Public Safety. Public safety is a vital aspect of Peoria’s overall quality of life. The majority of Peoria’s general fund is dedicated to public safety, and the FY 2022 budget reflects the city’s ongoing commitment to this critical local responsibility. Two new police officers will provide growth-related public safety support to the community. We continue to invest in new technologies to enable the Police Department to achieve its mission to preserve life and property. Examples include SCBA systems for SWAT team personnel, an explosive ordinance disposal storage day box for a K9 unit, ballistic helmets, and replacement of aging Tasers. Additionally, new vehicles, contract staff, and crime predictive technology will allow sworn officers to more effectively engage in proactive police activities. 18 City of Peoria FY 2022 Annual Budget City Manager Budget Message The Fire-Medical Department is continuing the community paramedicine program established in July 2020 and investing in new brush fire equipment and arson training. To assist with service delivery, the department is also adding a redshirt position and an ongoing administrative assistant position. The capital program includes several projects to expand, rehabilitate, or otherwise improve fire stations. 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. 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. In that vein, the recommended budget includes investments in a number of economic development initiatives and projects, such as business attraction consulting services for out-of-state relocation opportunities. Additionally, the budget includes some one-time funding to continue to foster small businesses, create partnerships and enhance marketing efforts to attract and retain businesses in Peoria. 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, such as Somos Peoria, 2nd Saturdays, and Young Artist exhibits. The FY 2022 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. To this end, the budget adds a maintenance operations position and two trail maintenance positions. Integrated Transportation. Because continuous investment is fundamental to developing and maintaining Peoria’s roadway network, the budget includes a robust capital program for streets and traffic control. The operating budget, meanwhile, provides the staffing and other resources needed to maintain all of this infrastructure, as well as the transit options that link people to their community. The FY 2022 budget adds two new positions related to transportation—a lead technician specializing in traffic signals and street lighting and an administrative assistant to support the Transit Division. Healthy Neighborhoods. To promote healthy and safe communities, the budget continues a number of neighborhood-focused initiatives. The longtime neighborhood grant program offers financial support to neighborhoods seeking to beautify their communities. A new community assistance coordinator position will oversee the city’s continuing efforts to address the challenge of homelessness in our community. Lastly, the neighborhood park and retention basin refresh programs are continued to address existing landscaping and aesthetic improvements within and around our neighborhoods. 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 FY 2022 budget continues to provide the resources needed to consistently exceed our customers’ expectations. Funding for 19 City of Peoria FY 2022 Annual Budget City Manager Budget Message increased recycling processing fees secures our commitment to sustainability, while a new solid waste equipment operator and vehicle ensure timely trash removal. CAPITAL IMPROVEMENT PROGRAM Infrastructure and amenities are critical to the quality of life of any community. Peoria is known for beautiful parks, a well-designed and maintained roadway network, quality public facilities, and reliable utilities. As noted previously, the $241.9 million capital budget for FY 2022 is increasing by 3.5 percent over the prior year while the $835.6 million 10-year CIP is increasing by 6.7 percent. Each year city 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 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 address City Council goals. The Capital Improvement Program funds major investments in parks, roadways, facilities, and water and sewer infrastructure. This includes funding for the construction of several major projects already underway, such as the extension of reclaimed water to Paloma Park, renovations to the Main Library, construction of a new segment of Jomax Road from Vistancia Blvd to the Loop 303, and the expansion of the Pyramid Peak Water Treatment Plant. Other notable projects in the CIP include the second phase of Paloma Community Park, trail system improvements, regional drainage improvements at 67th and Pinnacle Peak Road, a new fire station in northern Peoria, a planned replacement of the aging fleet building, expansions of the Beardsley and Jomax plants, and further expansion of reclaimed water infrastructure. Equally as important to building new facilities is the responsibility to maintain what we already own. As such, you will find various projects throughout the CIP related to replacement and refurbishment of existing assets throughout Peoria. Of particular note this year is the addition of a five-year, $35 million undertaking to rehabilitate all streets with a PCI rating of 50 or lower. This will significantly reduce the long-term financial impacts of aging asphalt infrastructure. ACKNOWLEDGEMENTS I wish to thank the Mayor and City Council for their guidance and support throughout the development of this 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 2022 budget a reality. Sincerely, Jeff Tyne City Manager 20 Introduction 21 Introduction 22 City of Peoria Principal Officials of the City Fiscal Year 2022 Cathy Carlat Mayor Jon Edwards Bill Patena Vicki Hunt Vice Mayor Mayor Pro Tem Councilmember Michael Finn Bridget Binsbacher Denette Dunn Councilmember 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 Development and Engineering Director City Clerk Jennifer Stein Economic Development Director (Interim) 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 Mesquite Mayor Cathy Carlat Mayor Pro Tem Bill Patena Ironwood District Willow Peoria Ave. Councilmember Michael Finn Palo Verde District Councilmember Bridget Binsbacher Mesquite District Ironwood Bell Rd. 115th Ave. Councilmember Vicki Hunt Acacia District 67th Ave. Vice Mayor Jon Edwards Willow District Carefree Hwy Palo Verde Councilmember Denette Rae Dunn Pine District Youth Council Liaison Youth Council Liaison Saanvi Tiwary Dominique VanWinkle 25 Northern Ave. Acacia 67th Ave. Pine 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 Jennifer Stein Economic Development Director (Interim) Adina Lund Development & Engineering Director June 2021 City of Peoria FY 2022 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 seek to engage the citizens in our neighborhoods and ultimately our entire community. The FY 2022 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 consisted of just one square mile of land when it was incorporated in 1954. The community started to change in the 1960s after Del Webb began developing Sun City, a retirement community west of Peoria. A series of annexations during the 1980s and 1990s designed to preserve desert open space and manage quality growth resulted in expanding Peoria’s land area to the 179 square miles it covers today. Not only did the annexations create the fourth largest incorporated area in Arizona, they also included Lake Pleasant, the second largest lake in Arizona and a premier recreational asset. Peoria is a dynamic and innovative community in the Greater Phoenix region. Encompassing more than 179 square miles of beautifully varied landscapes, Peoria boasts an enviably quality of life that is enjoyed by tens of thousands of residents. Our citizens have strong housing choices, from traditional neighborhoods to large master-planned communities, from multi-family options to ranch homes nestled up against desert mountains and rich vegetation. Peoria is also an emerging employment center for innovative, high value companies. These companies are attracted by a skilled workforce and one of the top public school districts in the state. Peoria is a well-run city for people who love having options. A Glimpse of History Leading the Way, bronze sculpture by Ann La Rose (City Hall Campus) 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 2022 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 $369,172*. 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 (June, July and August). The average high summer temperature is 105 degrees Fahrenheit. Winters in this desert environment are normally sunny and comfortable with low temperatures during the winter months (December, January and February). The average low winter temperature is 43 degrees Fahrenheit. Peoria’s Quality of Life The quality of life in Peoria is one of the highest in Arizona. Ranking Arizona recently named Peoria the 2021 Best Place to Live, Work and Play. Peoria is known locally and nationally for its high quality of life, beautiful desert vistas, safe neighborhoods, and award-winning recreation services. Peoria supports a strong business community and entrepreneurial ecosystem, has sustainable, future-ready economic development practices, and manages growth wisely. The city also emphasizes the importance of arts, recreation and open space preservation. Because of these characteristics, the city of Peoria has already been honored by Money Magazine, Forbes, Wallethub, and USA Today for its livability and thriving economy. 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, 2021 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 2021 has grown to 184,469**. **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 2022 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, 35 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 is Paloma Community Park; the first phase opened in October 2020 and the second phase is currently under construction. 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 by artists Tom and Jean Latka. A Huey helicopter is featured at Senator John McCain Vietnam Veterans 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 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 2022 Annual Program Budget Introduction 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. It is home to the large-scale sculpture “Forge” by artist Thomas Sayre. 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. 2023. Two unique sculptures in the city’s public art collection are located at Paloma Community Park – “Songbirds” by artist David Boyer, a kinetic sculpture of seven pieces that moves and creates sound with the wind, and “Vida” by artist Beth Nybeck in the form of a desert agave plant that lights up at night and features words from the community. 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, Active Adult 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. The splash pad and urban fishing lake are just two of the numerous amenities at Pioneer Community Park 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. There are 35 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, opened in November 2020. The park is located on Williams Road, between 99th and 95th Avenues, and features an inclusiveshaded playground, ramadas, rest-rooms, lighted multi-use field and two pickleball courts. Paloma Community Park, the third and newest community park, 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 pickle ball courts. Phase II is in design and is expected to open in the fall of 30 City of Peoria FY 2022 Annual Program Budget Introduction 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. Vida, by Beth Nybeck at Paloma Community Park 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. Outdoor Opportunities Lake Pleasant, annexed by the city in 1996, is the second largest man-made lake in Arizona and is less than 20 miles from the center of town. The 10,000-acre lake boasts two full-service marinas and is an ideal destination for boating, fishing and water sports enthusiasts. 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. A panoramic view of beautiful Lake Pleasant 31 City of Peoria FY 2022 Annual Program Budget Introduction Gorgeous greens, flowing water, year-round play and convenient access to several award-winning courses located in and around Peoria make the Valley of the Sun a dream destination for golf enthusiasts. Quintero Golf Course, located near Lake Pleasant, was ranked the Best Public Course by both Golf Digest and Golf Weekly magazines. Preservation of our natural resources is a high priority. The preservation of Sunrise Mountain 317 acres of beautiful, mountainous open space will ensure that this signature landmark will be available for Peoria residents to enjoy now and forever. For the baseball fan, Peoria’s place on the national map was first etched when the Peoria Sports Complex opened in 1994, for the San Diego Padres and Seattle Mariners, becoming the first two-team Major League Baseball spring training and player development facility. 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 and a variety of events and live entertainment. The Center is also available to groups for rentals. The Peoria Sports Complex 32 City of Peoria FY 2022 Annual Program Budget Introduction TheaterWorks acts as the resident 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 2022 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. Peoria’s Top 10 Major Employers* 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 Unified School District  City of Peoria  TYR Tactical  Antigua Group, Inc. 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.  Immanuel Campus of Care  Oak Craft Elegant Cabinetry  Banner Health  Valleywise  Cigna Healthcare  West USA Realty *Source: City of Peoria Economic Development Services 34 City of Peoria FY 2022 Annual Program Budget Introduction The newly renovated Park West, located on Northern Avenue, has attracted several new chefdriven restaurants. Targeted Industries 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, financial services; advanced manufacturing; semiconductors and suppliers, aerospace and defense; bioscience and healthcare; film and digital media; hospitality and tourism; research and development; Entrepreneurship and Innovation ; and technology. The P83 Entertainment District is becoming one of Phoenix metropolitans’ destination of choice for restaurants, sports and entertainment, including theaters amongst other high quality amenities. 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 living within a 30-minute drive time of these strategic locations. This workforce will continue to drive the success of our programs and attract new residents as businesses expand, ultimately creating a balanced 1:1 ratio between housing and employment. An entry monument in the P83 Entertainment District Stadium Point, a 1,000,000+ square foot vertical mixed use development is 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. Our award-winning Business Concierge program in collaboration with 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 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. Retail Trade/Arts and Entertainment Peoria has created a community with a 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. A 3D rendering of the future Stadium Point development 35 City of Peoria FY 2022 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 shaped through a partnership with the community and a strong community-oriented policing philosophy. Integral to CommunityOriented Policing are programs such as Citizen Police Academies, school resource officers, ridealong programs, CIT/MROP outreach, bicycle patrol and volunteer programs. Patrol Services, Criminal Investigations, Community Relations, Special Operations and Enforcement Programs, and Communications ensure a high quality of life and safety to Peoria residents. A recent upgrade to the 9-1-1 Communications Center included communications hardware and software such as Rapid SOS, in which citizens create health profiles accessible to first responders. In 2020, donations were received from the Peoria Police Citizen’s Academy Alumni to purchase and train a new Explosive Ordinance Detection (EOD) Canine. The Peoria Police Department successfully transitioned from Uniform Crime Reporting (UCR) to National Incident-Based Reporting System (NIBRS), improving crime data collection and reporting which meets the federal mandate. 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. 36 City of Peoria FY 2022 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 treats Salt River Project water and the Pyramid Peak Water Treatment Plant, co-owned in partnership with the City of Glendale, treats water from the Central Arizona Project. Together, these two plants utilize renewable water sources that enables the city to minimize use of groundwater resources. The Butler Water Reclamation Facility, Jomax Water Reclamation Facility, and Beardsley Water Reclamation Facility all provide highly treated wastewater that is utilized directly for irrigation of city parks, roadside landscaping, school grounds, and golf courses and is also recharged into the ground in a manner that accumulates groundwater recharge credits. The Peoria Community Center The Community Assistance Resource Center, located at the Peoria Community Center provides essential space for nonprofit service agencies in exchange for providing easy and local access to human and social services programs for Peoria residents. The Resource Center currently houses 16 non-profit agencies offering services ranging from at-risk youth, aid for seniors and job placement assistance in addition to staff from the City’s own Peoria SUPPORT Program. Thousands of critical connections to services are made through these partnerships throughout the year. Greenway Water Treatment Plant 37 City of Peoria FY 2022 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 2022 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 and Huntington 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 2022 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 2022 Annual Program Budget Introduction Peoria at a Glance Form of Government: Council-Manager Date of Incorporation: June 6, 1954 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 ......................... 21,920 Fire Calls ............................................................ 904 Miscellaneous .................................................. 2,735 Number of Schools Elementary Schools (grades K-8) ............................34 High Schools (grades 9-12) .......................................8 Number of Students Elementary........................................................ 24,815 High School ...................................................... 13,045 Police Protection Number of Employees: Sworn .................................................................... 205 Non-Sworn ............................................................ 103 Priority 1 Response Time (minutes) ..................... 5.40 Number of calls answered .............................. 227,793 Annexed Area in Peoria City Employees (as of July 1, 2021) Full-time ........................................................ 1,280.00 Part-time FTE’s .................................................. 11.20 Total authorized FTE’s .................................. 1,291.20 Recreation Community Parks ...................................................... 3 Urban Lakes ........................................................ 3 Splash Grounds ................................................... 3 Skate Park ........................................................... 1 Neighborhood Parks................................................ 35 Ramadas .......................................................... 116 Tennis Courts .................................................... 25 Pickleball Courts ............................................... 12 Swimming Pools........................................................ 3 Sports Complex ......................................................... 1 Community Lake ....................................................... 1 Miles of Mountain and Multi-Use Trails ................. 32 Dog Parks .................................................................. 6 Miles of Bicycle Lanes/Shared Use Paths............. 122 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 2022 Annual Program Budget Introduction Streets and Utilities Streets* Utilities** Lane miles of streets maintained – 1,604 Arterial.……………….……………….….……434 Collectors……….….………………………….240 Residential………..………………………...…..919 Number of active customers Water………………………………………………….....61,252 Wastewater………………………...…………………….63,079 Residential Solid Waste…………..………….…………...61,123 Water Data: Treatment plant capacity Pyramid Peak………………………………..….11.0 mil gal/day Greenway……………………………..………..16.0 mil gal/day Quintero……………………………...…….......0.43 mil gal/day Annual consumption………………..……10,479,422,061 gal 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…………………………....……….1,322 mil gal Jomax Plant………………………………………….299 mil gal Butler Plant……………………………...……..…..2,591 mil gal Solid Waste* Residential tonnage processed……………....………67,329 Commercial tonnage processed…………..……..…..18,825 Recycle tonnage processed………………..…..…….16,862 Total tonnage processed…………………..…..……103,016 Streetlights Maintained……..………………16,493 *Source - City of Peoria Public Works Department **Source - City of Peoria Water Services Department *Source – City of Peoria Public Works Department The city of Peoria was awarded a grant to replace the brown lids on the recycle bins to blue ones, which are designed to bring awareness about recycling contamination Street maintenance crews repaving Peoria roadways 42 City of Peoria FY 2022 Annual Program Budget Introduction Election Statistics Registered Voters Votes Cast 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% August 4, 2020 Primary (District) 64,303 16,575 41.33% November 3, 2020 General (Charter Amendments) 122,139 102,435 88.37% Date Type of Election September 12, 2006 43 % of Registered Voters Voting City of Peoria FY 2022 Annual Program Budget Introduction Demographics Income Income* Median Household Population1 200,000 184,469 175,000 $80,000 $80,000 $70,000 154,475 150,000 125,000 $60,000 $40,000 100,000 50,618 4,792 1965 1970 12,351 1980 $0 $30,000 1990 2000 2010 2020 Occupied Housing Units1 50,000 30,000 30,000 $31,513 $20,000 $14,000 $35,000 1990 2000 2010 16,729 10,000 Owner Occupied 0 Renter Occupied Labor Force Statistics* 35,000 Total Family Households Non-Family Households Occupations1 32,376 30,000 48,824 50,000 25,000 20,361 20,000 15,000 12,620 10,000 20,000 6,089 Males Females 1 Source – MAG estimates *Source – U.S. Census Bureau 44 Sales & Office Civilian Employed 16 yrs and over Service 0 10,000 Mgmt., Business, Science & Arts 5,000 7,992 Production, Transport & Mat'l Moving 34,922 30,000 0 2012 1990 Household 2000 Income 2005 2010 2015 2020 Median Per Capita Income Median Household Income 20,000 15,377 2019 Labor Force: 83,746 40,000 $50,000 42,930 40,000 10,000 60,000 $65,314 $31,513 50,000 40,000 0 $35,000 Family Households1 44,282 20,000 $63,535 $60,417 Construction, Extraction & Maint. 0 $10,000 $40,000 3,802 $50,000 $30,000 $50,000 $20,000 75,000 25,000 $75,323 $60,000 $70,000 $50,000 108,364 50,000 $74,985 City of Peoria FY 2022 Annual Program Budget 41,487 Population 25 and over 30,000 80,000 37,733 60,000 $52,797 27,207 $40,953 40,000 20,000 $33,639 $25,904 20,000 8,479 Graduate or professional degree Bachelor's degree or higher Some college or associate's degree High School graduate (or equiv) Less than High School graduate Bachelor's degree 0 0 Less than High School graduate 10,000 $72,110 Population 25 and over w/earnings Some college or associate's degree 40,000 Median Earnings by Educational Attainment* Educational Attainment1 High School graduate (or equiv.) 50,000 Introduction 1 Source – MAG estimates *Source – U.S. Census Bureau Sales Tax Revenues*** Building Permits Issued** Single Family Residential **Source – City of Peoria Development and Engineering Department $71,237,142 $79,410,318 $84,236,770 $88,452,775 $92,809,847 $97,844,691 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 2020 2018 2016 2014 2012 2010 2008 2006 2004 2002 Number of Permits Issued $74,556,024 $0 - FY 2015 $20,000,000 500 FY 2014 $40,000,000 1,000 $65,950,235 $60,000,000 1,500 FY 2013 2,000 $60,720,312 $80,000,000 FY 2012 2,500 FY 2011 $56,407,628 $100,000,000 FY 2010 $54,868,223 3,000 ***Source – City of Peoria Finance Department 45 City of Peoria FY 2022 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, 2020. 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 2022 Annual Program Budget Introduction A view of Peoria’s stunning desert landscape at Lake Pleasant 47 City of Peoria FY 2022 Annual Program Budget Introduction 48 Budget Summary 49 Budget Summary 50 City of Peoria FY 2022 Annual Program Budget Budget Summary Budget Summary The budget is not just an expression of policy; it is also a financial plan. This section summarizes the process by which the budget is developed and adopted each year; the laws, policies, and standards that guide this process; where the city’s financial resources come from and how they are used; and expectations for how budgeted expenditures will affect ending balances in the city’s various funds at the end of the fiscal year. The City of Peoria seeks to provide the highest quality services to the community in the most costeffective manner. The City Council uses input received through surveys, boards and commissions, neighborhood meetings, and contacts with individuals to set the overall vision and direction for the city government. The budget is the primary policy document for the city and operationalizes this vision in a strategic resource allocation plan for the year. FY 2022 BUDGET CALENDAR Date Activity CIP Budget Requests Due October 31, 2020 Operating Budget Requests Due December 31, 2020 Department Budget Review Sessions January, 2021 Department Budget Presentations January – March, 2021 City Council Financial Overview Meetings February, 2021 City Council Budget Study Session March 31, 2021 Adopt Tentative Budget May 4, 2021 Hold Public Hearing on Budget and Property Tax Levy May 18, 2021 Adopt Final Budget May 18, 2021 Adopt Property Tax Levy June 1, 2021 51 City of Peoria FY 2022 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. There were no changes to the proposed budget for FY 2022. 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 2022 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 4, 2021, 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 2022 final budget was adopted on May 18, 2021, and the property tax levy was adopted on June 1, 2021. 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 $1,016,693,827 in Fiscal Year 2022. This compares to the total appropriation of $695,000,000 in the proposed budget. In addition, the city estimates that $238,237,194 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 2022 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 2022 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 2022 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 2022 Annual Program Budget Budget Summary Budget Summary Expenditures The City of Peoria’s FY 2022 budget appropriation totals $695 million. The operating budget totals $329 million, an increase of just under 5 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 $695 million proposed budget is comprised of four major segments. The operating budget totals $329 million (47 percent) and debt service is $45 million (7 percent). Approximately $79 million (4 percent) is set aside for contingency accounts. Capital improvements total $242 million, which is 35 percent of the total FY 2022 budget. Revenues The FY 2022 estimated revenues total $558 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 2022. The other factor in expenditures exceeding revenues is the contingency, which is a reserve that rolls over each year. In FY 2022, the city estimates revenue from service charges at $208 million (37 percent), taxes at $133 million (24 percent), intergovernmental revenues at $72 million (13 percent), and bond proceeds at $121 million (22 percent). The remaining categories represent $24 million (4 percent). Summary of Expenditures Total FY22 Expenditures $695 Million Summary of Revenues Contingency 12% Total FY22 Revenues $558 Million Misc. 4% Service Charges 37% Operating 47% Inter Gov't 13% Debt Service 6% Taxes 24% Bond Proceeds 22% 55 Capital Outlay 35% City of Peoria FY 2022 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY18 FY19 FY20 FY21 FY22 % Change Fines, Licenses, Permits & Rents $8.0 $8.5 $8.1 $9.6 $9.5 -1% Bond Proceeds $19.3 $65.7 $100.4 $60.8 $120.6 +98% Charges for Services $165.1 $174.7 $187.2 $198.7 $207.7 +4.5% Intergovernmental Revenue $58.8 $62.7 $61.6 $65.3 $71.8 +10% Taxes $102.4 $108.9 $116.5 $119.4 $133.9 +12% Miscellaneous Revenue $10.9 $10.2 $19.9 $10.6 $10.5 -1% Interest Income $1.3 $1.8 $2.6 $4.3 $4.1 -5% Total Revenues $365.9 $432.5 $496.3 $468.7 $558.1 +19% TOTAL BUDGETED USES (In Millions) Description FY18 FY19 FY20 FY21 FY22 % Change Operations $277.3 $294.4 $311.7 $313.3 $328.8 +5% Capital $212.2 $277.1 $256.4 $233.7 $241.9 +4% Debt Service $45.9 $41.5 $42.9 $42.2 $45.2 +7% Contingencies $54.6 $47.0 $59.0 $75.8 $79.1 +4% Total Revenues $590.0 $660.0 $670.0 $665.0 $695.0 +5% 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 $247 million. The following chart outlines the financial plan for FY 2022. The total sources, including beginning fund balances, are estimated at $974 million and total uses are estimated at $727 million. The city is positioned to sustain fund balances at above 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 2022 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Fund Categories Estimated Balance 7/1/2021 Total Sources Total Uses Estimated Balance 6/30/2022 General $135.4 $201.4 $276.7 $60.1 Special Revenue $77.2 $56.1 $83.1 $50.2 Enterprise $106.4 $173.5 $203.4 $76.5 Internal Service $38.7 $59.2 $60.7 $37.2 Capital Project $2.5 $71.8 $68.3 $6.0 Debt Service $23.5 $28.4 $35.2 $16.7 Total All Funds $383.7 $590.4 $727.4 $246.7 Fund Balance Analysis General Fund Fund Balance General Fund. In the general fund, the historically high ending fund balance for FY 2020 reflects the receipt of $20.2 million in AZCARES money from the state at the end of the fiscal year. Also, during the initial months of the pandemic, city departments pulled pack on spending, which helped boost the fund balance. Fund balance is expected to decline through FY 2022, reflecting the use of fund balance above the reserve requirement to address one-time needs. The reserve goal is equal to 35 percent of the average actual general fund revenues for the preceding five fiscal years, which is $47.6 million for FY 2022. The city does not expect to spend policy reserves in FY 2022. (Millions) 2018 2019 2020 2021 Actual Actual Actual Est. 57 $72.8 $89.5 $100.4 $82.6 $71.3 $90.0 $80.0 $70.0 $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 2022 Proj. City of Peoria FY 2022 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 coronavirus pandemic negatively impacted revenues in the Streets Fund, but these revenues are expected to fully recover in FY 2022. The city has been using available balances in this fund over the last several years to invest in major street rehabilitation efforts, which has reduced the fund balance. Even so, the Streets Fund remains healthy over the five-year forecast period. G.O. Bond Debt Service Fund $20.0 $18.4 $14.5 $16.4 $17.1 $6.7 $11.5 $11.3 $15.6 $18.8 2021 Est. 2022 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. $0.0 2018 2019 2020 Actual Actual Actual 2021 Est. $0.0 $20.0 $5.0 2018 2019 2020 Actual Actual Actual $15.9 $10.0 (Millions) $10.0 (Millions) $30.0 Streets Fund Fund Balance $15.0 Budget Summary Water Fund Fund Balance 2022 Proj. (Millions) $38.6 $34.1 2018 2019 2020 2021 Actual Actual Actual Est. 58 $24.7 $28.8 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. $34.4 $35.0 $30.0 $25.0 $20.0 $15.0 $10.0 $5.0 $0.0 2022 Proj. City of Peoria FY 2022 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 $4 $5.4 $6.8 $7.5 $7.2 $6 $7.2 $8 $14.4 $25.3 $20.4 $18.9 $14.2 $16 $14 $12 $10 $8 $6 $4 $2 $0 $2 $0 2018 2019 2020 2021 Actual Actual Actual Est. 2018 2019 2020 2021 Actual Actual Actual Est. 2022 Proj. 59 2022 Proj. City of Peoria FY 2022 Annual Program Budget Operating Budget Staffing Summary Every year, city departments assess their operations to determine whether existing resources are sufficient to meet the needs of the community. Departments strive to live within their means by constantly looking for operational efficiencies and cost savings. However, as demand for services increases over time, additional employees are needed to meet the needs of a growing city. The recommended budget also includes increases in salaries and benefits to help attract and retain a quality workforce. The FY 2022 operating budget of $329 million represents an increase of $15.5 million, or five percent, over last year’s operating budget. The operating budget includes $15.4 million in onetime expenditures. These one-time expenditures are made up of $8.8 million in new one-time requests, $3.3 million for replacement of existing vehicles, and $3.3 million in carryovers from the FY 2021 budget. 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 (eight percent). The FY 2022 budget includes 13 new positions, as shown in the table below. Operating Budget by Fund Type Enterprise 21% Internal Services 17% Budget Summary General Fund 54% Special Revenue 8% Department Position Police Police Officer (2) Police Public Information Specialist Fire-Medical Administrative Assistant II Court Associate Judge City Attorney Legal Specialist Parks Parks Maintenance Coordinator Parks Parks/Sports Facilities Worker I Parks Parks Facilities Operations Technician Neighborhood Community Assistance Coordinator Public Works Solid Waste Equipment Operator Public Works Administrative Assistant II Public Works Lead Traffic Signal Technician These new positions bring the total authorized full-time equivalents for FY 2022 to 1,291.20. Schedule 7 at the end of this document lists all of the authorized positions in the city by department, not just for the current fiscal year, but also for the preceding three years. 60 City of Peoria FY 2022 Annual Program Budget Department Summary Budget Summary maintain trails and trailheads recently completed through the city’s capital program. The Police Department continues to receive the resources needed to serve and protect Peoria’s residents and businesses. The department is adding three new positions with the FY 2022 budget—two police officers for northern Peoria that will be paid for by a development agreement, and a public information specialist. The budget funds several vehicle-related requests, including a canine sergeant vehicle and two additional vehicles for criminal investigations. As always, asset forfeiture funds are being used to keep up with the department’s equipment needs, including Taser replacements and repairs, printers for patrol sergeant vehicles, SWAT and patrol helmets, and a pill counter for the evidence room. The Public Works Department is one of the largest in the city in terms of both dollars and FTEs. The department’s FY 2022 budget includes a number of new ongoing and one-time additions. New FTEs include a solid waste equipment operator, a lead traffic signal technician, and an administrative assistant to support the Transit Division. Other notable ongoing additions include increased budgets for landfill services, recycling processing fees, fleet fuel and maintenance. Notable one-time items include a strategic planning consultant, new solid waste collection vehicle, a new combination truck for storm water, P83/Auto District maintenance and replacement. Last year the city began providing Fire-Medical Department first responders an initial oncology consultation and ongoing cancer screening, and this program will continue in FY 2022. Also continuing is the community paramedicine program, which began in July 2020 with AZCARES funding. This program seeks to improve community health by reducing reliance on the 911 system for primary care needs. FireMedical is adding one new position—an administrative assistant for emergency medical services. Additional ongoing funding is provided to cover a large increase in the dispatch service fee. Water Services has just four additions for FY 2022. The most noteworthy is a $1.8 million adjustment for water supply purchases, reflecting cost increases from water providers. The other additions are all one-time and include an update to the sustainability action plan, continued support of the Nature Conservancy Fund, and increased overtime costs at the Butler Water Reclamation Facility. The Economic Development Services Department continues to work to achieve the goals of the Council-adopted Economic Development Implementation Strategy. The FY 2022 budget allocates one-time funding to support this effort, including business attraction consulting services, advertising and marketing, economic impact studies, and small business assistance. Neighborhood & Human Services is entering its fourth 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. This budget also adds a new community assistance coordinator position to oversee the city’s ongoing efforts to address homelessness in Peoria. 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 2022. The Parks, Recreation and Community Facilities Department is adding three new positions in FY 2022. A parks facilities operations technician will be responsible for the repair and maintenance of electrical, lighting, outdoor plumbing, mechanical ventilation for parks, trails, and pools—functions previously performed by the Public Works Department. The other two positions will Other notable additions to the budget in FY 2022 include the aforementioned associate judge position, a legal specialist to process the growing number of public records requests, 2021 general election, IT security enhancements and software maintenance costs, and contract staffing in IT and the Municipal Court. 61 City of Peoria FY 2022 Annual Program Budget Budget Summary Operating Budget History GENERAL FUND Mayor & Council FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 $734,412 $797,530 $813,602 $785,695 $886,388 City Leadership & Management $3,395,012 $3,892,099 $3,915,921 $4,008,920 $4,192,315 Office of Communications $1,486,494 $1,585,670 $1,786,396 $1,682,162 $1,819,251 Development & Engineering $7,836,108 $7,990,720 $8,386,790 $8,543,689 $9,050,069 Economic Development Services $2,075,271 $1,564,038 $1,810,082 $1,696,660 $1,860,453 Human Resources $3,392,258 $3,511,978 $3,737,998 $3,780,383 $3,949,729 $918,624 $1,162,564 $968,293 $1,256,978 $1,452,463 City Attorney $3,376,223 $3,369,069 $3,504,728 $3,652,587 $3,848,704 Municipal Court $2,052,320 $2,125,190 $2,236,090 $2,275,532 $2,501,241 Non-Departmental $1,553,263 $1,418,733 $1,344,317 $1,228,284 $978,735 Finance $10,029,066 $11,260,286 $11,373,952 $11,613,727 $12,299,653 Planning & Community Dev. $3,386,708 $1,965,532 $2,091,958 $1,818,507 $1,853,492 Police $47,089,555 $48,372,423 $50,861,583 $51,726,681 $53,907,302 Fire $32,390,086 $36,402,598 $38,298,170 $38,919,305 $41,982,968 Parks, Rec & Comm. Facilities $24,954,301 $28,441,111 $21,259,100 $21,216,364 $22,200,038 City Clerk Neighborhood & Human Svcs Public Works Half-Cent Sales Tax and Other Management and Budget - - $10,842,810 $10,942,938 $11,633,280 $626,009 $651,393 $679,867 $716,147 $696,345 $3,260,501 $3,072,224 $3,036,426 $2,846,456 $2,839,873 $979,246 - - - - $10,477,468 $10,544,967 $10,964,572 $11,154,696 $14,592,405 $329,104 $349,993 $501,627 $526,948 $726,422 SPECIAL REVENUE FUNDS Streets Funds Housing & Community Dev. Transit $2,825,328 $5,015,753 $4,902,291 $5,275,433 $5,111,458 Grants & Miscellaneous $10,263,999 $10,167,612 $7,827,706 $6,993,190 $4,968,068 Water Fund $24,350,814 $26,660,699 $27,894,377 $29,642,014 $31,982,629 Wastewater Fund $11,368,949 $11,346,201 $11,842,495 $12,532,997 $12,442,513 ENTERPRISE FUNDS Enterprise Reserves $1,816,798 $3,423,876 $3,128,619 $3,631,741 $1,442,000 Solid Waste Funds Sports Complex $14,598,131 $5,284,247 $14,559,469 $5,392,795 $15,474,690 $5,557,764 $14,961,987 $5,450,397 $16,931,555 $5,508,808 INTERNAL SERVICE FUNDS Fleet Maintenance $5,421,912 $5,212,372 $5,896,318 $6,068,837 $6,226,512 Fleet Reserve $1,392,660 $2,987,604 $6,249,112 $3,189,208 $3,180,428 Insurance Reserve $22,121,149 $22,946,920 $25,479,105 $26,210,609 $27,851,443 Facilities Maintenance $6,280,454 $6,249,637 $6,823,883 $6,843,785 $6,817,515 IT Operations $10,509,022 $10,422,719 $10,669,059 $11,178,381 $12,270,175 IT Reserve $561,731 $609,502 $1,067,453 $606,173 $630,697 IT Projects $188,200 $898,634 $418,000 $103,000 $92,131 Trust, Agency & Debt Svc $30,600 $66,850 $71,175 $81,000 $60,300 $277,356,023 $294,438,761 $311,716,329 $313,261,411 $328,787,358 TOTAL 62 City of Peoria FY 2022 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 2022 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 (HUD). The FY 2022 CDBG budget totals $3.3 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 nonprofit 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 2022 are $96,277. 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 2022 budget for the HOME grant is $726,422. 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 2022, the city has budgeted expenditures of $192,912 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 Parks, Recreation and Community Facilities 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 2022, the city has budgeted expenditures of $648,200. 63 City of Peoria FY 2022 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 2022 appropriation totals $6,817,515. 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 maintained in separate replacement funds for their designated vehicles. In FY 2022, the fleet reserve funds anticipate combined revenues of $5,422,388. Revenues come from annual replacement charges, transfers from other funds, and interest earnings. Expenditures are budgeted at $4,922,428. 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 FY 2022 operating budget is $6,226,512. 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 2022 budget for this fund is $27,851,443. 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 FY 2022 is $12,270,175. The department also has a budget of $92,131 for IT projects. Insurance Reserve $27,851,443 $27,590,692 $26,210,609 $25,479,105 $26,164,736 $22,946,920 $23,136,225 $10,000,000 $21,741,249 $21,715,598 $20,000,000 $28,820,685 $30,000,000 $0 2018 2019 2020 2021 2022 Revenues Expenditures 64 City of Peoria FY 2022 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 was for Paloma Community Park. The city has $125 million in general obligation debt outstanding. The city intends to sell up to $64.5 million in new general obligation debt sometime during FY 2022. FY 2022 Debt Service by Type MDA Bonds 7% Revenue Bonds 29% Principal 65 2031 2030 Interest G.O. Bond Ratings Moody’s Standard & Poor’s Fitch 2029 2028 2027 2022 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 six percent of the assessed valuation. 2026 General Obligation Bonds 2025 $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 2024 Direct Purchase 10% G.O. Bonds Debt Service 2023 G.O. Bonds 54% Aa1 AA+ AAA City of Peoria FY 2022 Annual Program Budget Budget Summary Excise Tax Supported Debt Peoria has debt secured by excise taxes and issued through either the Municipal Development Authority (MDA) 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 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 $0 Interest MDA Bond Ratings Peoria’s total outstanding debt for Municipal Development Authority bonds is $27,860,000. 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 $23,538,332. 66 Moody’s Aa2 Standard & Poor’s AA+ Fitch AA+ City of Peoria FY 2022 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 $88,887,011. The city has plans to sell $14.7 million in new water revenue bonds and $6.6 million in new wastewater revenues bonds during FY 2022. 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 $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 2022 Annual Program Budget Budget Summary Financial Indicators The city uses a number of measures to assess its long-term ability to support existing debt. Two of these measures are discussed here. 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, 2021 (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) Secondary Assessed Valuation Allowable 20% Bonds Outstanding Less 20% Bonds Outstanding Unused 20% Debt Capacity $1,781,041,363 $356,208,273 $125,246,729 $230,961,544 6% Limitation as of June 30, 2021 (All Other General Government Projects) 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. Secondary Assessed Valuation Allowable 6% Bonds Outstanding Less 6% Bonds Outstanding Unused 6% Debt Capacity $1,781,041,363 $106,862,482 $0 $106,862,482 Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description 2016 2017 2018 2019 2020 2021 2022 Population 164,212 168,192 172,259 179,800 180,161 184,469 187,512 Secondary Assessed Value (Millions) $1,178 $1,245 $1,340 $1,440 $1,557 $1,659 $1,781 Net Bonded Debt (Millions) $144 $133 $120 $140 $126 $108 $153 Pct. of Net Bonded Debt to Assessed Value 12% 11% 9% 10% 8% 7% 9% Net Bonded Debt Per Capita $879 $788 $696 $796 $699 $585 $816 From 2016 to 2020, 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 2022 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 2022 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 five 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 2022 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 2022 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 2022 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 2022 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. Because the city’s revenue stream is inseparably connected to national and state economic conditions, the local economic outlook is based on several expert forecasting sources, including the Joint Legislative Budget Committee (JLBC), Elliott Pollack, Jim Rounds, 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. At the April Finance Advisory Committee, panel members explained the impact of COVID-19 and federal aid on Arizona’s economy. The COVID era ushered in a staggering 22,362,000 U.S. jobs lost, or 14.7% of all U.S. jobs, dwarfing all job losses in recessions over the past 3 decades. On the other hand, the amount of federal assistance to individuals, businesses and governments has been unparalleled. JLBC estimates the most recent federal stimulus, the American Rescue Plan Act, will provide $12.2 billion to the State of Arizona, $2.6 billion to Arizona local governments, $1.2 billion to Arizona businesses, and $8.5 billion in direct payments to Arizona residents. These amounts do not include the extension of unemployment benefits. To assist with this evaluation, the City of Peoria Finance and Budget Department uses forecast models for each of its operating funds. The models attempt to balance planned or anticipated resources against the expected demands for service in the community. The long-range plan is designed to address a number of recurring issues, such as: • How will Peoria meet the challenges of growth in the future? • What is the impact of potential citizen initiatives and legislative actions affecting Arizona cities? Federal assistance has led to robust revenue growth at the state and local levels. In March, year-to-date state General Fund revenues (sales tax, income tax, etc.) were 18.8% above the prior year, while year-to-date state sales tax was up by about 10.6%. Peoria’s sales • How will the City respond to adverse economic or emergency conditions? 75 City of Peoria FY 2022 Annual Program Budget Financial Planning tax has also grown, up about 9.5% compared to the prior year. While the federal assistance has been welcome, it has, however, clouded our ability to discern how much of the city’s sales tax growth is onetime in nature as opposed to ongoing. Revenues (fuel taxes) as well as the City’s 3/10 of one cent transportation sales tax. Transit Fund. The City’s Dial-a-Ride and fixed route transit systems are all funded out of the Transit Fund. This fund is supported by Transit related revenues, the City’s 3/10 of one cent transportation sales tax, and a distribution from the State of Arizona’s Local Transportation Assistance Fund II (LTAFII), which are proceeds from Powerball Lottery sales. Given that the median home price in Maricopa County has grown from $315,000 in March of 2020 to $385,000 in March of 2021, an increase of 22.2%, it is surprising that Peoria has seen a slight slowdown in construction activity. Year to date, through March, single-family building permits declined 3% to 341 in Peoria, compared to 353 permits in the prior year. We believe the slowdown is temporary and will pick back up as Peoria developers prepare more land for construction. Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. Wastewater Fund. The City’s sewer collection and disposal operations also act as an enterprise, supported by wastewater rates. 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 Departments submitting capital projects estimate the operations and maintenance costs of each project based on cost guidelines that are updated each year. 76 City of Peoria FY 2022 Annual Program Budget Financial Planning 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. Operating budget impact is a key criterion in deciding which projects to fund and when. If the city cannot afford the additional operations and maintenance costs of a project, the project will not be funded until those costs can be absorbed by the operating budget, regardless of the relative merits of the project. Departments must submit a supplemental request to obtain the additional budget needed to operate and maintain capital projects. Supplemental requests for CIP operation and maintenance costs must compete with other requests for funding. Ongoing uses are within ongoing sources, and this fund will remain financially sustainable throughout the planning period. General Fund Projected Sources & Uses $200,000,000 $187,391,458 $187,704,078 $182,146,652 $182,132,541 $175,994,868 $177,137,871 $171,368,298 $173,792,602 General Fund. The city thoroughly examines ongoing general fund requirements and revenue streams over multiple years to ensure that current service levels can be sustained. This enables the city to maintain a strong unreserved fund balance, while continuing the practice of funding certain capital projects on a “pay-as-yougo” basis. The growth in planned revenues is expected to meet the growth in expenditures over the five years of the forecast, which represents a structurally balanced fund. As ongoing funding becomes available, the city will follow a long-term strategy to determine how best to apply the new sources. $163,916,980 $100,000,000 $167,282,556 $150,000,000 Forecasts of Major Operating Funds $50,000,000 $0 FY2022 FY2023 FY2024 FY2025 FY2026 Sources Uses Streets Fund Projected Sources & Uses $18,930,969 $19,213,154 $18,518,495 $18,724,015 $17,411,392 $17,948,887 $17,561,006 $10,000,000 $17,885,816 $15,000,000 $18,246,321 $20,000,000 $19,216,879 Streets Fund. The City’s Streets Fund consists of proceeds from various sources, with HURF as its primary revenue source. Arizona’s Highway User Revenue Fund (HURF) is comprised of revenues including gasoline tax and motor vehicle license taxes and registration fees. These funds are collected and distributed to the State Highway Fund and to local governments. Additionally, contributions from the city’s 3/10 of one cent (0.3¢) transportation sales tax help to stabilize this fund. It is not uncommon to see uses exceeding sources in one or more years of the forecast. This is because of “pay-as-you-go” capital projects funded by available fund balance. $5,000,000 $0 FY2022 FY2023 FY2024 FY2025 FY2026 Sources 77 Uses City of Peoria FY 2022 Annual Program Budget Financial Planning Water Fund. The City of Peoria provides water service to approximately 61,700 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 63,500 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. The FY 2022 budget includes a 2.7% increase in rates. The January 2022 rate 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. The FY 2022 budget includes a 1.5% rate adjustment. The January 2022 rate 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 Projected Revenues and Expenditures Wastewater Fund Projected Revenues and Expenditures $80,000,000 $25,835,755 $30,027,636 $27,699,792 $28,968,463 $25,244,570 FY2022 FY2023 FY2024 FY2025 FY2026 Revenues 78 $27,925,667 Expenditures $27,008,024 Revenues $30,257,040 FY2022 FY2023 FY2024 FY2025 FY2026 $25,725,825 $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 $36,646,559 $57,642,754 $62,046,183 $59,268,357 $60,096,550 $54,943,574 $56,587,877 $54,474,339 $0 $54,066,142 $20,000,000 $52,362,291 $40,000,000 $66,232,328 $60,000,000 Expenditures City of Peoria FY 2022 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 2022 budget generally includes a three percent increase in rates, which will be implemented in January 2022. Future increases are planned through the remainder of the forecast period to ensure that the Commercial Solid Waste Fund will be financially self-sustaining into the future. 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 61,000 residential accounts. The city’s residential solid waste operation is the sole provider of service for Peoria residents. The FY 2022 budget includes a five percent increase in rates. As stated previously, this rate increase will be implemented in January 2022. Future increases are planned through the remainder of the forecast period to ensure that the Residential Solid Waste 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. Commercial Solid Waste Fund Projected Revenues and Expenditures Residential Solid Waste Fund $20,000,000 $17,153,904 $17,783,037 $16,388,924 $16,559,724 $15,420,710 $15,844,723 $0 $700,000 $0 $14,362,268 $2,889,746 $2,962,313 $2,801,400 $5,000,000 $13,365,671 $10,000,000 $2,877,964 $2,785,828 $2,691,568 $2,866,076 $2,520,457 $1,400,000 $2,581,548 $2,100,000 $3,215,477 $2,800,000 $15,262,777 $15,000,000 $3,500,000 $14,774,184 Projected Revenues and Expenditures FY2022 FY2023 FY2024 FY2025 FY2026 Revenues FY2022 FY2023 FY2024 FY2025 FY2026 Revenues Expenditures 79 Expenditures City of Peoria FY 2022 Annual Program Budget Financial Planning Transit Fund. The Transit Division oversees all transit services within the city, including the Dial-ARide demand response bus system, the Peoria On The Go (POGO) circulator bus route, fixed route bus services, and travel reduction and clean air programs. 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 its own transportation sales tax revenues. The overall cost of transit operations will decrease in fiscal year 2025 when Valley Metro assumes the full cost of operating the 83rd Avenue fixed route service. Transit Fund Projected Sources & Uses $6,000,000 $4,179,456 $4,203,507 $4,059,325 $2,000,000 $4,093,921 $5,472,512 $5,498,170 $5,314,720 $5,358,981 $3,000,000 $5,111,524 $4,000,000 $5,355,355 $5,000,000 $1,000,000 $0 FY2022 FY2023 FY2024 FY2025 FY2026 Sources 07 80 Uses Revenue Summary 81 Revenue Summary 82 City of Peoria FY 2022 Annual Program Budget Revenue Summary Revenue Summary In terms of the state economy, in March, year-to-date state General Fund revenues (sales tax, income tax, etc.) were 18.8% above the prior year. Year to date, state sales tax was up by about 10.6%. Peoria’s sales tax growth is slightly less than state at about 9.5%. Total revenues for Fiscal Year 2022 are estimated at $558.1 million, an increase of 29.0% compared to the prior year’s estimate of $432.7 million. Estimated FY 2022 bond proceeds increase revenues by approximately $75 million. 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 2022 revenue sources are forecasted to increase by 12.9% above the FY 2021 estimated total. FY 2022’s budgeted revenues reflect recovery to pre-COVID-19 revenue levels and one-time stimulus funding. Peoria’s new home construction activity is flat compared to the prior year. Through March 2021, YTD single-family building permits declined 3.0% to 341, compared to 353 permits in March 2020. Home construction is booming valley-wide, up 28.0%. 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 success of COVID-19 vaccines and other mitigation measures has been a boon to the state economy as the Governor has lifted most restrictions on businesses and gatherings. The national economy is showing encouraging signs, adding 916,000 jobs in March. The March unemployment rate was 6.0%, the lowest since the pandemic began. The Dow Jones Industrial Average (DJIA) has continued to be a bull market, rising to 34,000, an 11,000-point increase from this same time last year. 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 $207.7 million, or 37% of total revenues. Revenue in this category comes from City of Peoria Total Revenue Sources Licenses & Permits 1% Rents, Interest & Fines 2% Charges for Service 37% Bond Proceeds 21% Miscellaneous Income 2% Intergovernmental Revenue 13% Taxes 24% FY 2022 Total Revenues: $558,133,112 83 City of Peoria FY 2022 Annual Program Budget Revenue Summary services and the collection of impact fees for development activity. sources both internal and external to the City. Of the total amount, $105.9 million (without bond proceeds) is projected from external enterprise activity, or 49.0% 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 $54.8 million. Tax revenues account for 24% of total City revenue. The estimated tax revenue for FY 2022 is $133.9 million, which includes collections from local sales, franchise, and property taxes. Sales tax collections are estimated at $101.6 million, or 75.9% of total tax revenue. The City’s major remaining revenue sources are described in greater detail in the following sections. The remaining portion of the City’s Charges for Services revenue is primarily from City-provided services such as recreation programs, development Total Revenues by Fund ($ 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 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 Actual $151.7 3.4 52.1 27.4 6.1 25.5 18.5 13.4 18.2 15.8 15.8 11.7 9.5 18.2 6.9 5.4 2.7 2.8 2.3 1.7 0.8 1.0 FY21 Estimate $156.5 16.5 52.7 24.7 27.7 26.5 19.8 11.6 19.5 15.3 15.8 12.4 10.0 2.9 6.9 6.0 1.2 2.9 2.5 1.7 0.8 1.9 FY22 Budget $163.4 122.7 52.7 26.0 27.6 25.0 20.2 10.4 20.9 15.5 15.3 13.4 11.0 8.2 6.8 6.2 3.6 3.1 2.6 1.9 0.8 0.7 0.1 0.1 0.1 0.1 0.1 0.0 0.0 0.0 0.0 0.0 $412.5 $423.1 $411.0 $435.9 $558.1 84 City of Peoria FY 2022 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 $101.6 million in sales tax revenue for FY 2022. This is essentially the same as the FY 2021 estimate of $101.8 million. The de minimis decrease reflects the expectation that some of the sales tax revenue received during the pandemic is likely associated with one-time stimulus monies. Sales Tax Tax Revenue Revenue Sales FY 2022 Total - $101.6 million General 56% Transportation 15% Streets 4% Half Cent Sales Tax 25% 85 City of Peoria FY 2022 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 2022 is estimated to increase modestly from the previous year’s valuation. FY 2022’s stabilizing valuation makes the eighth consecutive year of increases following the low collection point in FY 2014, yet still 7.6% 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 2022 is estimated at $5.2 million, a 7.3% increase. Uses The secondary tax rate remains at $1.15 per $100 of assessed valuation. As a result, the secondary levy revenue for FY 2022 is estimated at $20.4 million, a 7.3% 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 FY18 Budget $0.19 $1.25 $1.44 FY19 Budget $0.29 $1.15 $1.44 FY20 Budget $0.29 $1.15 $1.44 FY21 Projected $0.29 $1.15 $1.44 FY22 Budget $0.29 $1.15 $1.44 $2.5 $16.8 $19.3 $4.2 $16.6 $20.7 $4.5 $17.9 $22.4 $4.8 $19.1 $23.9 $5.2 $20.4 $25.6 86 City of Peoria FY 2022 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 2022, the budgeted State Shared revenues applied to the General Fund are $49.7 million, representing a 3.0% decrease below the $51.2 million estimate for FY 2021. The FY 2022 estimates reflect an estimated $2.5 million loss in urban revenue sharing. The urban revenue sharing estimate is based on state income tax collection from two years prior. The largest of the four components, Urban Revenue Sharing, is based on state individual and corporate income tax collections two years prior to their distribution. State Shared Sales Tax revenues reflect monthly distributions of the state’s current year sales tax collections. The third component, Auto Lieu Tax, is based on current year distributions of the state’s vehicle license collections within Maricopa and Yavapai Counties. The fourth source, Highway User Revenues are discussed in the next section. General Fund State Shared Revenues ($ in Millions) $50.0 $45.0 $40.0 $35.0 $30.0 25 22.6 20.3 22.3 15.9 17 17.1 18.7 19.4 6.8 7.3 7.3 7.5 7.7 FY18 Actual FY19 Actual FY20 Actual FY21 Estimated FY22 Budget 20.3 $25.0 $20.0 $15.0 $10.0 $5.0 $0.0 Auto Lieu Tax State Shared Sales Tax Urban Revenue Sharing 87 City of Peoria FY 2022 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 2022 projection for HURF revenues is $11.4 million, a 3.0% increase above the prior year’s estimate of $11.1 million. The City estimates that the easing of COVID-19-related restrictions will result in slightly more travel and fuel tax paid in FY 2022. Highway User Revenue ($ in Millions) $14.0 $12.0 $10.0 $8.0 $6.0 $4.0 $2.0 $0.0 FY 18 Actual FY 19 Actual FY 20 Actual 88 FY 21 Estimated FY 22 Budget City of Peoria FY 2022 Annual Program Budget Revenue Summary License and Permit Revenue Sources Projection License and Permit revenue includes collections received by the city for the cost of providing services to specific users. Revenues include collections for building permits, sales tax licenses, engineering services and inspections. Licenses and Permits are projected to generate $4.5 million in FY 2022. Building permit revenues are anticipated to contribute $2.8 million, or 62% of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute $1.2 million, representing 27% of the total. Growth in permit-based revenues reflects a continued optimistic outlook for construction activity within the City. The City budgets this source at a level deemed to be reliable to avoid dependence on a revenue stream that can fluctuate from year to year. Uses The majority of license and permit revenue is collected by Development and Engineering along with the Finance Department, and the monies are placed in the City’s General Fund. License & Permit Revenues ($ in Millions) $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $0.0 FY18 Actual FY19 Actual Bldg Permits FY20 Actual FY21 Estimated Business Licenses 89 FY22 Budget Other City of Peoria FY 2022 Annual Program Budget Revenue Summary Water Utility Revenue Sources Uses The revenues to support the City’s water utility are mainly generated from user fees for water service. This fund also includes charges for new service installation, new meter charges, disconnect/reconnect services, and meter inspections. However, the largest component of the water utility revenue is the water utility fee. Updates are performed to the City’s economic forecasting model to ensure that the user fees are set at the appropriate level to cover the costs of providing water services to the residents of Peoria. All revenue collected from water utilities remains in the City’s Water Operating Fund. The fund is used to support the Water Services Department’s water operations, debt payments and a portion of the fund’s annual capital improvement program. Projection At its May 18, 2021 public hearing, City Council adopted a 2.7% and 2.8% water rate increase in FY 2022 and FY 2023, respectively. The rate increases will go into effect on January 1 of each fiscal year. The average resident will see their monthly water bill increase by $1.10 in FY 2022 and $1.14 in FY 2023. Adjustments and modest residential account growth are projected to increase water revenues to $52.4 million in FY 2022. 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 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 Actual $43.4 0.7 0.5 0.4 0.1 0.3 0.2 0.5 1.7 FY21 Estimate $48.0 0.7 0.6 0.7 0.2 0.3 0.2 0.2 1.6 FY22 Budget $47.7 0.7 0.6 0.7 0.2 0.3 0.2 0.1 1.8 $47.6 $44.9 $47.8 $52.4 $52.4 90 City of Peoria FY 2022 Annual Program Budget Revenue Summary Wastewater Utility Revenue Sources Uses Wastewater utility revenues are mainly generated from user fees for wastewater collection and treatment services. Revenues also include an environmental-based charge to recover the costs of a required wastewater pre-treatment program. The wastewater user charge for residential customers is calculated based on water usage during the winter months, and remains effective for one year. All revenues collected from wastewater utilities remain in the City’s Wastewater Operating Fund. The fund is used to support the wastewater operations within the Utilities Department. Projection At its May 18, 2021 public hearing, City Council adopted a 1.5% and 1.4% wastewater rate increase in FY 2022 and FY 2023, respectively. The average resident will see their monthly wastewater bill increase by $0.41 in January 2022. Projected revenues for FY 2022 are $25.7 million, an increase of $1.3 million 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 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 Actual $22.1 1.0 0.5 0.0 0.3 FY21 Estimate $22.5 1.0 0.7 0.0 0.2 FY22 Budget $24.0 1.0 0.6 0.0 0.1 Total Wastewater Utility $22.9 $24.1 $24.0 $24.4 $25.7 91 City of Peoria FY 2022 Annual Program Budget Revenue Summary Solid Waste Fund Revenue Sources Projection The City collects user fees and charges for Residential and Commercial Solid Waste services and segregates revenues from each service into their respective operating funds. Residential customers receive weekly trash and recycling service as part of the monthly fee. Commercial services are provided to city businesses and multi-family developments based on their individual requirements. At its May 18, 2021 public hearing, City Council adopted a 5.2% increase for residential solid waste in both FY 2022 and FY 2023, as well as a 3% increase for commercial solid waste. The average resident will see their monthly solid waste bill increase by $0.85 in January 2022. Fiscal Year 2022 revenues for combined Solid Waste operations are estimated at $15.9 million, about 7.4% higher than the projected 14.9 million for FY 2021. Uses The majority of revenue – 83.6% - is generated from residential user fees, with $13.3 million expected in FY 2022. Commercial user fees are estimated to contribute 16.4%, or about $2.6 million in projected revenues for FY 2022. The revenues collected from the Residential Solid Waste and Commercial Solid Waste activities are used to recover the costs of each service’s operations. Solid Waste Operating Revenue (in Millions) Fund Commercial Solid Waste Fund Residential Solid Waste Fund Total Solid Waste FY18 Actual $2.2 10.2 FY19 Actual $2.3 10.8 FY20 Actual $2.3 11.7 FY21 Estimate $2.5 12.4 FY22 Budget $2.6 13.3 $12.4 $13.1 $14.0 $14.9 $15.9 92 Programs – Performance Management 93 Programs – Performance Management 94 City of Peoria FY 2022 Annual Program Budget Programs – Performance Management Performance Management Why Measure Performance? 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 helps the 95 City of Peoria FY 2022 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 2022 budget year are: Strategic Approach Performance measurement is most effective when integrated as part of an overall strategic 96 City of Peoria FY 2022 Annual Program Budget Programs – Performance Management A major theme in the FY 2022 budget development was a continuation of the FY 2021 budget reduction exercise where departments identified how they would cut two percent out of their FY 2021 base budgets. While the budget cuts ultimately turned out to be unnecessary, we incorporated the results into the FY 2022 budget process. Departments were asked to hold the line on new ongoing spending by keeping any ongoing supplemental requests within the amount of their agreed upon reductions. This proved to be a creative way to limit new spending while at the same time giving departments some flexibility to reprioritize their resources in ways that will help them better serve the community, explore creative ways to maintain service levels on core services and to implement cost-saving efficiencies wherever possible. In some cases, this approach resulted in adjusting the way we utilize staff, manage our processes, and conduct our overall business. Yet in doing so, such changes are not expected to impact our current service levels and still preserve the things that make Peoria a great place to live. Organizational Strategic Plan Another set of priorities come within the organization itself. The city staff-developed Organizational Strategic Plan offers every employee insight into our long-term vision, values and standards. The tenets provide a common foundation upon which to work. The Strategic Plan identifies five focus areas that define the expectations of employees as they conduct business and serve the community. The focus areas are: • • • • • Aligning departmental goals, objectives and performance measures with the City’s broader strategic direction fosters more data-driven decision making. Provide Excellent Customer Service Enhance Organizational Development Increase Information Sharing Promote Sustainability Promote Civic Engagement Each department is responsible for creating strategies and performance measures that support these tenets. Department Plans To assist the city leadership in making informed budget recommendations, departments develop 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 2022 Annual Program Budget Programs – Performance Management Cascading Measures Survey Results For performance measures to be useful, such data must be used in decision-making. Yet what is relevant to line-level staff may not be critical to elected officials. In recognition of this, the City utilizes a cascading format for tracking and managing data. Surveys, both internal and external, are another tool used to measure the city’s performance. The National Citizen Survey measures residents' opinions about city services, frequency of using city facilities and overall perceptions of quality of life, and provides data that guides the city’s programs and budget from year to year. At the highest level, measures are aligned with broader community outcomes such as quality of life improvements, crime reduction, neighborhood stabilization and economic development. 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. Peoria’s most recent citizen survey was conducted by the National Research Center, which conducts the National Citizen Survey (NCS). Since the NCS was introduced in 2001, local governments in over 41 states have participated in conducting a survey of their own. This provides the ability to benchmark Peoria’s survey results against those from more than 400 jurisdictions throughout the country. Some local cities who participate in this survey include Scottsdale and Chandler. The next level of performance monitoring focuses on measures that support the achievement of the organizational goals. Performance data at this level often judge department efficiency and workforce effectiveness and help determine if departments are on target in meeting budgetary and service delivery goals. Examples can include park maintenance cost per acre, turnaround time for plan review, and emergency response times. These measures require regular review and analysis. In the most recent citizen survey, nearly every resident (93%) rated the overall quality of life in Peoria as either “excellent” or “good.” Most residents also agreed with the overall direction the city is taking. These results are much higher than cities comparable to ours. The citizen surveys are undertaken periodically at the direction of the City Council. Lastly, additional performance data is collected at the department level to provide department managers and supervisors performance data that helps guide daily operational decisions. This data often includes workload data related to specific programs, and is valuable for analyzing current trends, staffing and resources needs. Examples may include the number of recreation program registrations, number of permits issued or total visits to the city’s website. 98 Operating Budget Summary City Attorney Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Personal Services $2,831,943 $2,967,050 $3,229,510 $3,226,702 $3,392,373 Contractual Services $3,110,136 $2,743,837 $2,977,755 $3,183,490 $3,180,018 6.79% $56,148 $67,939 $83,650 $77,815 $81,750 -2.27% Total Expenditures $5,998,228 $5,778,826 $6,290,915 $6,488,007 $6,654,141 5.77% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Civil $2,176,917 $2,268,174 $2,383,370 $2,600,370 $2,543,749 6.73% Victims' Assistance Prg $228,217 $247,478 $250,200 $250,200 $261,520 4.52% Criminal $909,688 $972,403 $1,019,017 $1,014,109 $1,043,435 2.40% $2,521,202 $2,056,881 $2,394,246 $2,379,246 $2,547,431 6.40% $162,204 $231,390 $226,682 $226,682 $240,205 5.97% $0 $2,500 $17,400 $17,400 $17,801 2.30% Total Expenditures $5,998,228 $5,778,826 $6,290,915 $6,488,007 $6,654,141 5.77% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Civil 15.00 15.00 15.00 15.00 16.00 6.67% 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 27.00 3.85% Commodities Claims & Insurance Claims Admin St Anti-Racketeering-Cao 99 Pct Chg 5.04% 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 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 is staffed by attorneys, paralegals, a legal administrator, 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 • • • • • • Provided legal assistance regarding intergovernmental agreements (IGAs) involving the Police Department, Paloma Park, Maricopa County, U of A, 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. Resolved multiple long-standing litigation matters. 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. Provided legal services in support of economic development matters. Advised the City on Mayoral Proclamations and pandemic strategic planning. Provided legal advice and services to Human Resources in pandemic-related matters and employee-related matters. Advised Elected Officials and City Management on Governor’s Executive Orders, County regulations and health department requirements associated with the pandemic. Provide legal support on coordination of State Trust Land annexation and land use planning strategies. Advise Elected Officials and City Management on Pandemic Strategic Plan and draft Mayoral Proclamations. Improve response times to public records requests. BUDGET NOTES Critical importance of supplemental request to add an FTE to improve response times to ever-increasing public record requests. This is the first substantive request brought forward that will address the growing caseload of public record requests including documents and body worn camera. This request brings important focus to an area of mandatory essential services required by Arizona law that will continue being negatively impacted without the assistance of additional resources to enable the Department to keep pace with constant influx of public records requests. Pandemic impacts to City Attorney operations included increased telecommuting to achieve 50% inoffice staffing resulting in modest hardware and software increases. Increases for enhanced office cleanliness and personal protective equipment supplies are expected. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 101 Criminal Division PURPOSE • 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. INITIATIVES • ACCOMPLISHMENTS • • • Served 2,000 crime victims and provided 6,400 victim notifications. Compared to 2019, the Division served 3 percent more victims and sent 4 percent more notifications. Partner with the Peoria Police Department to stem homelessness and better serve individuals and the community by implementing and growing the Misdemeanor Repeat Offender Program (MROP). BUDGET NOTES Navigated challenges created by the pandemic by working with the Peoria Municipal Court (“Court”) to identify and implement ways to timely resolve cases while adhering to public health requirements and guidelines. This allowed prosecutors to avoid a backlog and successfully resolve 1,565 cases. Collaborated with the Court in transitioning to a paperless system while continuing to meet prosecutorial responsibilities. Continued to meet and exceed constitutionally and statutorily required victims’ rights, despite obstacles created by the pandemic. A balanced budget, with no requests for increases for either the Criminal Division or Victim Assistance. Early pandemic-related impacts included overall slowed processing of criminal cases, due to reduced incoming caseload from the Police, and nearly ceased case adjudication by the Court. As a result, hearings, trials, interviews, and case deadlines required repeated rescheduling. This required many more written notices and phone contacts with defendants, witnesses, and victims. Mailing and postage costs are likely to show expenditure increases, as well as expected supply costs supporting employee and public-facing office hygiene practices. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY2022 Number of matters opened 3,600 3,500 3,100 3,500 Number of cases resolved 1,800 1,565 1,100 1,900 Number of notifications sent to victims 6,150 6,400 6,800 6,800 Number of victims served 1,936 2,000 2,070 2,100 PERFORMANCE MEASURES 102 Operating Budget Summary City Clerk Expenditures by Category Personal Services Contractual Services FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg $741,288 $268,321 $756,823 $233,702 $734,358 $576,620 $684,358 $331,757 $731,865 $693,392 -0.34% 20.25% $8,348 $10,132 $36,391 $13,885 $27,206 -25.24% Total Expenditures $1,017,958 $1,000,658 $1,347,369 $1,030,000 $1,452,463 7.80% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg City Clerk $1,017,958 $1,000,658 $1,347,369 $1,030,000 $1,452,463 7.80% Total Expenditures $1,017,958 $1,000,658 $1,347,369 $1,030,000 $1,452,463 7.80% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg City Clerk 7.00 7.00 6.00 6.00 6.00 0.00% Total Staffing 7.00 7.00 7.00 6.00 6.00 -14.29% Commodities 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 Management Assistant 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 • • • • Updated City Council policies related to Council and Boards and Commissions Developed a comprehensive desktop procedure related to staff responsibilities associated with the management of Boards and Commissions to align with the new appointment processes Finalized Peoria City Code revisions for Section 3 related to Boards and Commissions for City Council approval Prepared four years of Ordinances and Resolutions, 10 years of City Council meeting minutes and all Council Boards and Commissions Subcommittee agendas, packets and minutes for citizen access through an online public portal Develop a citywide Records Management Policy Develop an automated Board and Commission/Open Meeting Law Compliance/Council Subcommittee database and related processes Begin redistricting efforts in conjunction with the Office of Communications BUDGET NOTES The City Clerk’s Office has requested budget supplements and carryover requests for the following: • • • Elections Redistricting Fixed, part-time contract Management Assistant position The COVID-19 pandemic affected the City Clerk’s Office in the following ways: • • • Required updated processes to conduct remote Council, Subcommittee and Board Commission meetings Staff schedules adjusted to allow for social distancing and staff to work from home Minimal impact to City Clerk’s Office budget 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 99.66% 99.34% 97.92% 100% 2.26 3.19 1.59 1.5 26.81 17.45 14.30 14.00 105 Operating Budget Summary Municipal Court Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Personal Services Contractual Services $1,789,150 $485,101 $1,885,053 $529,390 $1,854,384 $519,924 $1,829,914 $515,841 $2,070,797 $474,065 11.67% -8.82% $20,545 $28,642 $24,680 $24,680 $24,680 0.00% Total Expenditures $2,294,796 $2,443,085 $2,398,988 $2,370,435 $2,569,542 7.11% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Municipal Court $2,086,606 $2,160,042 $2,275,532 $2,275,532 $2,501,241 9.92% Jud Coll Enh Fund-Local $0 $31,811 $0 $0 $0 NA Ftg Trust Fund (Court) $0 $11,405 $24,470 $14,889 $0 -100.00% Commodities $208,190 $239,828 $98,986 $80,014 $68,301 -31.00% Total Expenditures $2,294,796 $2,443,085 $2,398,988 $2,370,435 $2,569,542 7.11% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Municipal Court 20.00 20.00 20.45 20.45 21.00 2.69% Municipal Court Enhancement Fd 0.90 0.90 0.45 0.45 0.45 0.00% Total Staffing 20.90 20.90 20.90 20.90 21.45 2.63% Municipal Court Enhancement Fd 106 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 107 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. Peoria Municipal Court is a pilot court for a new state designed system, “Online Dispute Resolution” (ODR), that operates exclusively online and allows defendants cited for criminal traffic or other misdemeanors, to receive a full and complete advisory of their legal rights when charged with a misdemeanor offense, including the right to be presumed innocent, the right to an attorney, the right to a fair and impartial trial, have a “not guilty” plea entered, and begin the process of pretrial discovery and discussion with the prosecutors, all on a remote basis. ACCOMPLISHMENTS Electronic filing of Peoria Police Search Warrants and Court Orders. The Court and Peoria Police developed a template and e-filing procedure that now allows officers to file and submit affidavits directly to court. The savings in time is a dramatic improvement as well as providing a court order that the Police can process more quickly. The Court evolved its internal procedures to allow all its case management processes to be paperless. This involved the installation of electronic signature pads and portals for the public, defendants, attorneys, and the city prosecutors to file electronically. The Court’s Tax Intercept Program (TIP) collected $136,592 in 2020. This automated program, operated by the Arizona Supreme Court in conjunction with the Department of Revenue, allows the Court to collect state income tax refunds and lottery winnings for overdue court payments. The court entered 1162 cases into the program in 2020. Court has recently transitioned to E-bench, which is currently operational in Arizona Judicial Automated Case System (AJACS). The conversion supports a digital workflow process for judges and judicial support staff. E-bench functionality supports the e-filing of court orders created by judicial officers. Integration provides for automated data entry of related information into the court’s case management system. Remote video and telephonic court hearings and proceedings. In response to the pandemic, the Court has transitioned smoothly to predominant use of video and telephonic hearings for civil and criminal appearances, pretrial evidentiary hearings, civil and criminal trials. 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 <1% <1% <1% <1% 131% 130% 128%* 127% 0% 0% 0% 0% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 108 Operating Budget Summary Development and Engineering Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Personal Services Contractual Services $7,192,726 $1,496,841 $7,214,294 $1,441,187 $8,260,352 $1,540,319 $8,017,845 $1,454,163 $8,686,151 $1,693,981 Commodities $66,462 $33,343 $67,948 $53,745 $72,648 6.92% Capital Outlay $99,921 $80,733 $139,000 $139,000 $85,000 -38.85% Total Expenditures $8,855,951 $8,769,557 $10,007,619 $9,664,753 $10,537,780 5.30% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Building Development $2,642,652 $2,735,045 $3,036,239 $2,928,768 $3,194,204 5.20% 5.15% 9.98% Engineering Admin $732,966 $818,189 $926,275 $835,302 $892,578 -3.64% Site Development $967,315 $952,545 $1,124,624 $1,114,224 $1,130,214 0.50% Engineering Services $1,455,276 $1,181,516 $1,580,122 $1,564,634 $1,713,905 8.47% Architectural Services $628,513 $610,111 $660,536 $652,844 $773,345 17.08% $1,104,182 $1,130,120 $1,225,493 $1,128,741 $1,345,823 9.82% Eng Inspection Svc $1,325,047 $1,342,032 $1,454,330 $1,440,240 $1,487,711 2.30% Total Expenditures $8,855,951 $8,769,557 $10,007,619 $9,664,753 $10,537,780 5.30% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Building Development 24.00 24.00 24.00 24.00 24.00 0.00% Engineering Admin 5.00 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 10.75 11.00 11.00 11.00 11.00 0.00% Architectural Services 4.00 4.00 4.00 4.00 4.00 0.00% Eng Inspection Svc 9.00 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 66.75 67.00 67.00 67.00 67.00 0.00% Traffic Engineering 109 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 110 Engineering Services Site Development Traffic Engineering Administration PURPOSE • The Administration Division provides overall management direction and support. Division staff provides financial, administrative, and technical support to the department. • • ACCOMPLISHMENTS • • • • • 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. Hired an Administrative Assistant II FTE. BUDGET NOTES The COVID-19 pandemic impacted the services the Administration Division provided in the following ways: • Staff shifted to a remote working environment with limited office time. Schedules were alternated to address incoming/outgoing mail and other necessary office required tasks. • A Virtual Procedure to process financial documents (invoices, check requests, purchase orders) remotely, was developed. • The process of handling/responding to incoming telephone calls was modified. • The Development and Engineering Department operating budget was not negatively impacted. The revenue generated from Building and Engineering plan review, permit, and inspection fees remained steady. INITIATIVES • • • • Provide accurate and timely information to customers via the phone, web or in person. Provide administrative and analytical support to all department divisions. Provide leadership and serve on regional/valley wide committees related to various engineering issues. Effectively prepare and manage the department’s 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. 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 * 98% 98% 98% *New reporting measure 111 Architectural Services PURPOSE • Initiated design of: - Fire Station No. 5 Renovations - Finance Dept Customer Service Center Renovations • Awarded Joint Use Agreement with Flood Control District of Maricopa County (FCDMC) for passive recreation in more than 2,000 acres behind New River Dam. 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 • Completed construction and public opening of: - Paloma Community Park - Liberty Neighborhood Park • Completed construction of: - Fire Station No. 2 Dorm & Apparatus Bay Expansion - Pilot park restroom gate locking project - Modifications to the Development Services front counter at DCSB • Completed demolition of the former Smitty’s grocery store located at 85th and Grand Aves. • Began construction of improvements at: - Sonoran Mtn Ranch Neighborhood Park - Country Meadows Neighborhood Park • Completed design and awarded construction for: - Peoria Main Library Renovations - Jomax WRF Operations Building • Awarded design build agreement for Paloma Community Park Phase 2. INITIATIVES • Ensure measured completion of key neighborhood park capital projects in support of neighborhood needs and fiscal responsibilities. BUDGET NOTES • The Architectural Services division continued to function ‘business as usual’ during the pandemic. Contractors quickly deployed construction site COVID-19 safety measures to enable the continuation of construction. 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) 112 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 -14% -5.4% -6% -5% $4.69M $6.67M $47.98M $11.6M Building Development PURPOSE INITIATIVES 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. • • • • • BUDGET NOTES ACCOMPLISHMENTS • • • 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. Update Building Codes from the 2018 to the 2021 editions of the International Codes. The COVID-19 pandemic had the following impacts on the Building Development Division: Performed same day inspections at a rate of over 95%. Maintained lower turnaround times for plan review completing in less calendar days than City guidelines. Converted to almost 100% electronic document reviews (EDR). • Expedited the move to electronic plan review. • Negatively impacted over-the-counter reviews and customer assistance. Building Development staff learned to adapt to remote customer assistance. 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 7.0 1.6 11.3 8.8 9.5 2.5 7.7 1.0 7.8 9.0 8.1 1.9 11.2 1.0 12.6 12.9 9.3 4.0 12.0 2.0 12.0 14.0 10.0 5.0 22% 99% 99% 99% 98.6% 99.4% 99.5% 97% * 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. 113 Engineering Inspection Services PURPOSE INITIATIVES The Engineering Inspection Division is responsible for the inspection of construction 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. • Provide professional level inspection services and respond to inspection requests within 24 hours. • Collaborate with other municipalities throughout the Phoenix metropolitan area on standardizing inspection methods and processes. • Obtain various APWA certifications, a nationally recognized organization known for promoting standards. • Continue to track, monitor and record Stormwater 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. • Update the Development and Engineering Department webpage to ensure current inspection information and processes are available to the public. ACCOMPLISHMENTS • Conducted inspections related to approximately 1,800 permits issued for non-city owned utilities and small cell sites, residential/commercial private development and CIP projects. • Reviewed/approved 1,033 traffic control plans. • Coordinated traffic control and inspection for construction of city projects impacting the ROW/ easements within the jurisdiction of other agencies as well as projects driven by other agencies that impacted City ROW/easements. • Assisted other departments, as needed, with utility coordination in the field. • Served on Maricopa Association of Governments (MAG) Pavement and Asphalt working group to update MAG Specifications and Details. • Obtained certifications in Slurry Seal through Michigan State University. BUDGET NOTES The COVID-19 pandemic impacted the Engineering Inspection Division by requiring staff to: • Keep current on COVID-19 best safety practices. • Ensure COVID-19 safety measures were enforced on the job site. • Conduct meetings outside, weather permitting. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Number of utility permits, including small cell sites issued/inspected. Number of permits issued/inspected related to development and CIP. Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 752 858 696 700 1,523 1,410 1,135 1,300 114 Engineering Services PURPOSE • Participated in quarterly agency meetings with MCDOT and FCDMC. • Assisted city departments with utility coordination. • Completed the 2020 update to the Peoria Engineering Standards Manual (PESM). • Acquired and disposed of numerous deeds, roadway dedications, and various types of easements. • Hired a qualified Civil Engineer, filling a yearlong vacancy. 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, utility coordination, 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. INITIATIVES • Provide superior capital project delivery services. • Coordinate preparation of CIP with city departments and work with internal stakeholders to develop CIP project estimates for each specific project stage. • Manage the 2021 update to the PESM. • Complete timely acquisition, disposal, and management of City owned property and provide professional real estate services to other departments and property owners. • Promptly respond to Public Records Requests. ACCOMPLISHMENTS • Completed the following CIP projects: - Happy Valley Road Widening; LPP to L303 - Pinnacle Peak Road; 95th Ave to 99th Ave - Phase 2 of Section 12 Near Term Drainage - Bridge and Guardrail Improvements - Agua Fria Booster Pump Station - Trunk Sewer Rehabilitation - Lake Pleasant Parkway 16-inch Waterline - New Salter Well Drilling - Arrowhead Shores Site Rehabilitation • Initiated the Wittmann and North Peoria Area Drainage Master Study/Plan Updates in cooperation with FCDMC. • Hosted 10 meetings with non-City owned utility and wireless carrier companies to discuss use of City ROW/public utility easements, license and franchise agreements, permits, citizen concerns, and restoration of public infrastructure. BUDGET NOTES • The COVID-19 pandemic impacted the Engineering Service Division’s office work environment. Staff transitioned to working remotely and when in the office, adjusted their work schedules to allow for social distancing. The majority of meetings were held virtually. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Average Number of Capital Projects Assigned to PM (Traffic Control, Water, Wastewater, Drainage, and Streets) 10 10 9 8 Budget Value of Initiated Capital Projects (Traffic Control, Water, Wastewater, Drainage, and Streets) $92.3M $70.4M $109M $35.5M 115 Site Development PURPOSE INITIATIVES The Site Development Division is responsible for reviewing engineering documents for Planning and Zoning Department cases and construction permits for private development and public infrastructure projects. Division staff reviews project documents to ensure compliance with City, County, and State engineering policies and standards. • • • ACCOMPLISHMENTS • • • Completed 2021 Community Assistance Visit (CAV) by ADWR for FEMA on community floodplain management programs, with no violations found. Completed review for the first phase of development for Lake Pleasant Heights and Vistancia North Master Plan Community. Worked with the Public Works Department on the transition to and implementation of new LED streetlight standards for all new development projects. Work with the development community to transition to 100% Electronic Document Review (EDR) for engineering submittals. Update the Engineering Design Waiver application and documentation to provide and improve consistency. Create internal Standard Operating Procedures (SOPs) for various tasks performed by Site Development staff. BUDGET NOTES • In response to the COVID-19 pandemic, Site Development Division staff has shifted to a mainly telecommuting schedule with limited office time. Due to limitations and variation of each staff’s home equipment, this has created communication and workload challenges. 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 12 13 13 13 85% 99% 99% 100% * 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. 116 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 131 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. ACCOMPLISHMENTS • Activated three new traffic signals: 67th Ave and the main entrance to CCV, Lake Pleasant Pkwy and the main entrance to Paloma Park, and Vistancia and Trilogy Blvds. • Developed new electronic petition process for the RTP and NO PARKING sign requests to eliminate door-to-door petition circulation. • Updated all Crosswalk Agreement Forms for 15 mph School Crossings. • Received MAG grants for: - Pedestrian Hybrid Beacon at Peoria High School - Median modifications at 91st Ave and Thunderbird Rd - Updating all Suggested Route to School Walking Maps • • • • Continued pilot green bike lane program in three specific locations to review effect, longevity, and safety enhancements. Published new Traffic Impact Analysis and Access Management Guidelines. Provided new guidance for traffic counts due to COVID-19 traffic impacts. Expanded the number of CCTV recordings at intersections from 78 to 111. INITIATIVES • • • • Continue ongoing CCTV camera replacement. Assist with deployment of new “emerging” technologies” MAG partnership. Work with regional Olive Ave/Dunlap Ave partnership on the Adaptive Traffic Signal Project. Create comprehensive crash database with Peoria Police Department. BUDGET NOTES • Part of the Resident Traffic Program includes speed hump/speed cushion installation. A key component of the program was door-to-door petition circulation. Due to the COVID-19 pandemic, speed hump/speed cushion installations were placed on hold until a new electronic petition process was established. 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 2019 78 1 2 17 Actual FY 2020 111 4 2 21 Estimate FY 2021 115 4 3 7 Target FY 2022 119 4 3 15 121 124 128 132 117 City of Peoria FY 2022 Annual Program Budget Economic Development Services Operating Budget Summary Economic Development Services Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Personal Services Contractual Services $900,444 $497,892 $924,370 $557,818 $998,352 $680,308 $1,005,352 $525,283 $1,036,228 $795,700 3.79% 16.96% Commodities $17,904 $14,540 $18,000 $16,250 $28,525 58.47% Total Expenditures $1,416,241 $1,496,728 $1,696,660 $1,546,885 $1,860,453 9.65% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Economic Development Services Administration $448,268 $278 $0 $0 Pct Chg $0 NA $967,973 $1,496,450 $1,696,660 $1,546,885 $1,860,453 9.65% Total Expenditures $1,416,241 $1,496,728 $1,696,660 $1,546,885 $1,860,453 9.65% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Economic Development Services Economic Development Services 7.00 7.00 7.00 7.00 7.00 0.00% Total Staffing 7.00 7.00 7.00 7.00 7.00 0.00% 118 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 Jennifer Stein Economic Development Director (Interim) Amber Costa Economic Development Agreement Coordinator David Valenzuela Chief Business Attraction Officer Kirsten Hall Business Attraction Program Manager Sheila Hunt Economic Development Specialist/ Marketing Coordinator Susana Trasente Project Manager Karen Calivas Operations Specialist/ Business 119 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. • During FY22, close qualified prospects at a level of at least 25 million in CapEx. • Ramp up the C2B program to aggressively recruit companies within targeted industries, from targeted markets, generating at least 100 leads and converting those leads to at least 25 qualified prospects. • Create an Innovation as a Service (IaaS) marketing campaign in conjunction with ASU this upcoming year. • Manage Project Stagecoach through Phase 1 to include an economic and fiscal impact study • For Project Stadium Point, complete the Development Agreement in FY21, present to Council for approval and begin permitting and plans submittal. Ground breaking - Spring Training 2022. • Create a Request for Proposal (RFP) for a representative to inclusively market Peoria in California. • Continue supporting our small business through the Final Phasing of COVID-19 with our business concierge program and grant assistance programs. • To support our small businesses, in conjunction with the Office of Communications, the EDS team will assist in the successful operation of Pop-Up Peoria. ACCOMPLISHMENTS • • • • • • • • • • • From the pipeline - Total potential CapEx that EDS generated to date is $3.4B. Total potential jobs total 14,200. CapEx on closed projects during FY21 is 218M. Total jobs created - 1,600. 120 leads were generated; 31 became workable prospects. Closed projects include: Taronis Fuels – HQ with manufacturing locate, TYR Tactical expansion, Banner Rehabilitation Hospital, Valleywise Hospital, Park West revitalization and new tenants, Bell Bank and a $130M joint IDA Bond issuance for the City’s first hospital, Peoria Regional Hospital. Project Stadium Point – Through a Request for Proposal (RFP) a Master Developer (American Life) was awarded. Project Stagecoach – Old Town revitalization. EDS finalized the development agreement with Vintage Partners and worked with Debartolo Architects on developing the masterplan. Longtime eyesores have been demolished, making way for commercial development: Smitty’s Building on Grand Ave. and the steel beams of Peoria Regional Hospital. EDS contracted with Survey Innovation Group, Inc. to conduct a survey and replat of the Peoria Sports Complex. This effort will help facilitate future development. The business concierge program successfully started and maintained a monthly “Business Briefs” through Constant Contact. Staff completed an updated profile and collateral materials for all targeted industries. BUDGET NOTES The COVID-19 pandemic affected the Economic Development Services department in the following ways: • • • • 120 Local and out of state business attraction travel was suspended, along with many networking events. FY21 funds were carried over to FY22. EDS expects to be able to implement the ramped up C2B program in June of 2021 when restrictions related to the pandemic ease. Virtual meeting software was purchased to allow business attraction meetings to continue via Zoom. Budget was used to support small businesses through banners, and marketing materials. Economic Development LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Increase capital expenditures (CapEx) through business attraction and expansion 00 00 $218M +2% Increase awareness of concierge program by maintaining a (+/-) 5% variance in customer service requests from FY21 total 0 123 130 (+/-)5% - - 1,577 1,600 PERFORMANCE MEASURES Increase net new quality* jobs through the EDS Global Business Attraction and Expansion Program *annual salary $50k+ 121 City of Peoria FY 2022 Annual Program Budget Finance and Budget Operating Budget Summary Finance and Budget Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Personal Services $3,768,979 $3,800,400 $4,252,765 $4,252,765 $4,347,102 2.22% Contractual Services $1,249,992 $1,288,099 $1,460,277 $1,362,831 $1,740,478 19.19% $91,755 $114,425 $76,681 $56,447 $155,931 103.35% Total Expenditures $5,110,727 $5,202,924 $5,789,723 $5,672,043 $6,243,511 7.84% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Commodities Pct Chg Pct Chg Finance Admin $321,989 $340,979 $361,252 $357,872 $368,018 1.87% Financial Services $1,415,469 $1,530,567 $1,727,446 $1,688,596 $1,838,071 6.40% Tax Audit & Collections $1,134,200 $1,151,533 $1,355,847 $1,300,847 $1,314,870 -3.02% Management and Budget $936,231 $897,434 $952,792 $945,342 $1,213,119 27.32% Materials Management $817,001 $789,883 $834,613 $834,613 $944,064 13.11% Inventory Control $485,836 $492,527 $557,773 $544,773 $565,369 1.36% Total Expenditures $5,110,727 $5,202,924 $5,789,723 $5,672,043 $6,243,511 7.84% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Finance Admin 2.00 2.00 2.00 2.00 2.00 0.00% Financial Services 13.00 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 40.00 40.00 40.00 40.00 40.00 0.00% 122 City of Peoria FY 2022 Annual Program Budget Finance Utilities Operating Budget Summary Finance Utilities Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Personal Services Contractual Services $2,795,095 $1,522,249 $2,835,319 $1,529,234 $3,192,666 $1,839,105 $3,192,666 $1,678,458 $3,263,122 $1,891,837 2.21% 2.87% Commodities $412,510 $318,111 $570,119 $442,269 $533,069 -6.50% Capital Outlay $331,238 $391,706 $368,114 $368,114 $368,114 0.00% Total Expenditures $5,061,093 $5,074,371 $5,970,004 $5,681,507 $6,056,142 1.44% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Customer Service $2,131,836 $2,187,170 $2,419,678 $2,336,678 $2,466,207 1.92% Revenue Administration Meter Services Pct Chg $630,516 $646,068 $853,435 $701,485 $829,180 -2.84% $1,596,131 $1,561,571 $1,733,627 $1,733,627 $1,791,809 3.36% $702,610 $679,562 $963,264 $909,717 $968,946 0.59% Total Expenditures $5,061,093 $5,074,371 $5,970,004 $5,681,507 $6,056,142 1.44% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Customer Service 15.00 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 7.00 7.00 7.00 7.00 7.00 0.00% Total Staffing 38.00 38.00 38.00 38.00 38.00 0.00% Utility Billing 123 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 124 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. • • ACCOMPLISHMENTS BUDGET NOTES • • Reconfigure the call center area to improve flow, aesthetics and comfort for the CSRs Utility Billing System (Northstar) upgrade and Migration to Cloud Support for the meter reading system (Neptune 360) No significant change in division budget from prior year. Kick-off One-Stop Payment Solution project. Phase I – Utility Billing implementation is underway; Go-Live is schedule for May 17th 2021 Successfully navigated working remote during the COVID-19 pandemic; 100% of the revenue staff work remotely either full-time or in rotating manner without any significant interruption of service levels 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 59,275 60,552 61,900 63,075 99.6% 99.6% 99.7% 99.9% 64,215 6% 32.8% 94.8% 65,665 7% 35.7% 96.4% 66,978 7% 36.4% 97.5% 68,318 5% 36.9% 98.3% $1.4M 98% N/A $0.6M 99% 35% $0.2M 99% 50% $1.0M 99% 65% 69,326 9% 1:26 4:12 50,912 5% 0:58 5:26 66,463 11% 2:12 5:53 70,000 10% 1:30 4:30 125 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 Although the COVID-19 Pandemic has not had a significant impact on the area’s budget, staff have been faced with an adjustment to their working environment (telecommuting) which has impacted our ability to meet certain target metrics. In addition, the current environment has resulted in a more complex approach to contract negotiations, also resulting in extended timelines for some of our formal processes. 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 Implemented virtual procedures for working with our vendors including eliminating paper bids, and conducting virtual pre-bid meetings and bid openings. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Percent of Formal Solicitations awarded within 120 days Compliance with Procurement Code # of Protests Received/Sustained Actual FY 2019 Actual FY 2020 Estimated FY 2021 Target FY 2022 86% 78% 80% 80% Yes Yes Yes Yes 0/0 0/0 0/0 0/0 126 Financial Services PURPOSE INITIATIVES To provide accurate and timely financial information that complies with Generally Accepted Accounting Principles and to ensure responsible management of public funds. • • ACCOMPLISHMENTS • • • • Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 35th consecutive year Obtained a bond rating upgrade for Municipal Development Authority revenue bonds from AA+ to AAA Issued $2.59 million in Community Facility District Bonds to pay for infrastructure projects • Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 36th 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 Staff shifted to a telecommute environment as a result of the COVID-19 pandemic, but there was no major impact on the budget. 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 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 85.56% 85.2% 85% 85% 60.44% 64.89% 65% 65% 127 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 27th consecutive year Implemented a mid-year budget reduction process in response to the pandemic Coordinated and completed the utility rates study for water, wastewater, and solid waste Implemented new rate models for water, wastewater and solid waste Established affordable rate adjustments for water, wastewater, and solid waste Published a cost allocation plan to provide transparency for internal charges Revamped the program section of the annual program budget document Receive the GFOA Distinguished Budget Presentation Award for the 28th consecutive year Implement new budget preparation and management software solution Coordinate a bond authorization election for the November ballot Recreate the formal budget documents using an automated system 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Maintain a (+-) 3% variance in budget forecasts from the original forecast (September) to the final forecast (March Study Session). +0.13% -2.94% -0.25% <3% Maintain a (+-) 3% variance in revenue forecasts from the original forecast (September) to the final forecast (March Study Session). +0.13% -9.32% +1.57% <3% 128 Operating Budget Summary Fire-Medical Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Personal Services Contractual Services $29,092,827 $4,684,632 $23,851,284 $4,760,610 $33,368,252 $4,924,632 $33,304,535 $4,646,409 $35,599,746 $5,299,811 Commodities $1,974,443 $1,531,568 $830,409 $982,653 $1,098,711 32.31% Capital Outlay $625,976 $116,993 $115,158 $84,683 $0 -100.00% $36,377,878 $30,260,454 $39,238,451 $39,018,280 $41,998,268 7.03% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Fire Admin $1,188,662 $971,077 $1,460,002 $1,482,599 $1,558,589 6.75% Fire Prevention $1,060,608 $939,974 $1,180,991 $1,168,835 $1,203,347 1.89% Fire Support Services $1,030,426 $1,175,010 $1,011,730 $1,008,978 $915,906 -9.47% Emergency Medical Services Total Expenditures Pct Chg 6.69% 7.62% $1,551,108 $1,170,249 $1,093,887 $1,080,674 $1,572,449 43.75% Fire Training $406,644 $254,156 $532,185 $519,342 $449,878 -15.47% Emergency Management $236,233 $224,811 $257,979 $251,037 $265,574 2.94% Fire Operations $27,943,875 $23,733,335 $28,157,141 $28,116,304 $30,150,420 7.08% Ambulance Operations $2,814,707 $1,598,125 $5,212,828 $5,279,000 $5,866,805 12.55% Tohono O'Odham Grant $61,900 $83,679 $25,222 $25,419 $0 -100.00% Homeland Security Grant $66,290 $33,225 $178,610 $70,792 $0 -100.00% $0 $61,515 $106,876 $0 $0 -100.00% Community Paramedicine IGA $17,425 $15,300 $21,000 $15,300 $15,300 -27.14% $36,377,878 $30,260,454 $39,238,451 $39,018,280 $41,998,268 7.03% FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Fire Admin Fire Prevention 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00% 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 4.00 33.33% Fire Training 1.00 1.00 1.00 1.00 1.00 0.00% Emergency Management 1.00 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 32.00 40.00 40.00 40.00 40.00 0.00% Total Staffing 212.00 220.00 220.00 220.00 221.00 0.45% Vol Firefighter Pension Trust Total Expenditures Staffing by Division 129 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. The men and women of the Peoria Fire-Medical Department, and in cooperation with our local, regional and statewide partners, deliver all services. 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 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 130 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, on scene support, fire fleet maintenance/repair and purchasing in order to ensure the efficient daily operations of the Fire-Medical Department. • ACCOMPLISHMENTS • • • • • • • • • • Perform the required self-assessment to retain accredited status through the Center for Public Safety Excellence Grant application submitted for Operations and Emergency Services equipment replacement (extrication equipment, hazmat meters and gurney lifts) Evaluation of all equipment to establish a replacement schedule Begin data analysis for the placement of future fire station Replacement of a frontline Fire truck BUDGET NOTES Awarded two federal grants from the Arizona Department of Homeland Security to support special operations Renovated Fire Station 192 to accommodate additional staff and apparatus Replaced the Fire Boat with a more durable boat configured to optimize patient rescue and treatment Started Fire Station 195 addition of training room, bunk rooms and apparatus bay Replaced the outdated records management system with a web-based solution Capital Improvement Project acquired building to address additional space needed for Fire Support Services The department staff has been affected by COVID-19 throughout the pandemic. Firefighters testing positive has led to necessary increased coverage from those not affected by the virus. The increased personnel cost was deflected by delaying equipment repair and maintenance, and supplies. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 97.9% 98% 98% >98% Ensure operations fleet is in service 98% of total service hours annually. 131 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. • • • Implement a new process of tracking training hours in the current software to better assess training needs Research new and improved firefighter helmets for safety Research new training for response to battery storage facilities BUDGET NOTES The COVID-19 pandemic has had an effect on staffing cost. This in turn has had an impact on equipment repair and replacement, as funds are diverted. Grant applications have been submitted, along with supplemental requests to recover funds to address equipment needs. ACCOMPLISHMENTS • • Submitted a grant proposal and awarded a grant for a equipment Replaced Fire Boat with larger, more durable model to allow for better patient care and firefighting capabilities LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 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 80% 82% 82% 90% ISO Standards require 220 hours of training in multiple disciplines. 100% 100% 100% 100% PERFORMANCE MEASURES 132 Fire Prevention and Emergency Management PURPOSE The Peoria Fire-Medical Department’s Fire Prevention, Life Safety Education and Emergency Management Divisions provide annual inspection services, new construction inspections, plan review, issuance of permits, fire code enforcement, fire origin and cause investigations, internal safety investigations, and delivers fire and life safety education programs to Peoria residents. The Emergency Management Division (EM) directs emergency preparedness, homeland security programming, maintains contracts with Maricopa County and the State of Arizona to coordinate the development of the City of Peoria’s Emergency Operation Plan, Hazard Mitigation Plan, Flood Control Response Plan and the Community Wildfire Mitigation Plan. The EM Division also conducts emergency preparedness exercises with City staff to improve citywide preparedness and response and maintains mandatory National Incident Management System (NIMS) training records for all employees. • ACCOMPLISHMENTS BUDGET NOTES • • • • Fire Inspectors have been present at all City Special events to do fire inspections and consult on fire safety Fire Crews are scheduled throughout the year to visit schools and teach fire safety, CPR and first aid INITIATIVES • • • • • • Scan building plans to make an electronic historical record for fire inspection proposes Train new fire inspectors on aspects of basic plan review Train two fire inspectors to level four fire investigator through IAAI Research the need for a juvenile firesetter program Review and update the City’s Emergency Operations Plan (EOP) Review and update City’s Hazard Mitigation plan The Fire Prevention division was able to utilize the existing budget to purchase seven tablets to improve staff efficiency. Purchased a large format printer for converting building plans to digital Implemented new records management system, “Image Trend” Two new fire inspectors completed training in Arson I through the International Association of Arson Investigators (IAAI) LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Inspect 100% of occupied businesses annually 77% 77% 77% 100% Fire plan review average turnaround time (days) 10.75 10.75 10 10 PERFORMANCE MEASURES 133 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 • • ACCOMPLISHMENTS • • • Utilized City allocated CARES Act funds to implement a full time, Peoria specific Community Paramedicine Program. Partnered with Neighborhood and Human Services, Maricopa County Public Health Albertson’s/Safeway and Peoria Unified School District for Flu and COVID-19 vaccinations Five firefighters completed paramedic school Secured adequate PPE for required protection during the pandemic. All billing staff has achieved Certified Ambulance Coder Certifications. • Successfully launched Medical Supply dispensing machines at seven fire stations. These machines provide better inventory control and reduce time spent on tracking inventory. Replaced worn training equipment to provide better skills training opportunities. Transitioned to primarily on-line training via teleconference due to the COVID-19 Pandemic. • Continue to monitor and participate in regional discussions and initiatives to combat the COVID-19 Pandemic Analyze the need for an additional ambulance and billing staff Analyze the need for converting the remaining BLS Ladder Company to ALS Continue to expand the scope and reach of the Community Paramedicine Program. BUDGET NOTES The budget continues to be tested by the Covid-19 pandemic. Increased service demand has affected staffing and supply costs. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Total travel time of an ambulance is less than 10:00 minutes from time of call 90% of the time 89% 89% 90% 90% Accounts Receivable Net Collection Percentage 79.8% 80% 80% 80% 134 Operating Budget Summary Human Resources Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Personal Services Contractual Services $2,439,882 $22,174,603 $2,371,909 $18,936,200 $2,499,327 $24,903,734 $2,509,327 $24,045,531 $2,618,637 $26,306,399 4.77% 5.63% $61,909 $88,618 $91,692 $92,489 $88,500 -3.48% $24,676,395 $21,396,727 $27,494,753 $26,647,347 $29,013,536 5.52% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Human Resources $3,390,850 $3,332,568 $3,887,072 $3,748,972 $3,949,729 1.61% Commodities Total Expenditures Pct Chg Workers Compensation Self-Insurance $2,957,803 $2,108,883 $2,630,000 $2,142,918 $2,807,000 6.73% Employee Benefits - Health $17,183,819 $14,849,376 $19,699,681 $19,920,457 $20,966,807 6.43% Employee Benefits - Dental/Vision $1,139,339 $1,105,901 $1,275,000 $835,000 $1,290,000 1.18% Employee Event Fund $3,000 $0 $3,000 $0 $0 -100.00% Employee Wellness Prg $1,583 $0 $0 $0 $0 NA Total Expenditures $24,676,395 $21,396,727 $27,494,753 $26,647,347 $29,013,536 5.52% FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Human Resources 20.50 21.50 21.50 21.50 21.50 0.00% Total Staffing 20.50 21.50 21.50 21.50 21.50 0.00% Staffing by Division 135 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, 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 136 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 • • • • • • • • • COVID-19 Workforce response including policy development, system configuration and coding, employee response, contact tracing and notification, comprehensive leave management, on-site vaccinations, and reporting. Held 61 wellness events (screenings, seminars, flu clinics, vaccines, etc.). Received Platinum level of the Healthy Arizona Worksites Program (HAWP) for the fourth year in a row. Secured a grant to implement a Financial Wellness program for employees. Implemented an Extended Onboarding program to all departments, offering checkins with new employees from a member of the recruiting team at least twice during the first year of employment. Developed a tracking and reporting system for discipline, grievance, and investigation procedures. Implemented additional benefit offerings to expand options provided to employees, including voluntary benefits and services. Transitioned to virtual New Employee Orientation, Benefits Open Enrollment, and Employee Training due to the COVID-19 pandemic. • • Firefighter Cancer Screening Pilot Program evaluation and recommendation Finalize the review and update of all Personnel Administrative Regulations (PARs) Completion of the Public Entity Partnership Program (PEPP) with the Arizona Department of Occupational Health and Safety (ADOSH)* Apply for the Voluntary Protection Program (VPP) with ADOSH* Implement Volunteer Tracking module in ADP Implement individualized Wellness Coaching for employees Develop strategic plan for recruitment *Held over due to the COVID-19 pandemic BUDGET NOTES The COVID-19 pandemic did not impact the department budget and/or operations. 137 Human Resources LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Percentage of new hires and competitively selected probationary employees that pass probation 91% 91% 97% 95% Percentage of employees that voluntarily leave and would recommend the city as a place of employment 97% 97% 96% 96% Number of in-person learning opportunities provided to employees* 113 78 69 80 PERFORMANCE MEASURES *includes live and virtual options due to the COVID-19 pandemic 138 Operating Budget Summary Information Technology Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Personal Services Contractual Services $4,000,986 $4,488,212 $4,479,239 $4,953,110 $5,390,823 $5,958,121 $5,384,823 $5,603,333 $5,810,837 $6,219,698 7.79% 4.39% Commodities $682,418 $836,040 $1,452,704 $1,352,004 $749,997 -48.37% Capital Outlay $1,157,415 $1,737,491 $2,178,886 $1,618,073 $1,065,710 -51.09% $10,329,031 $12,005,881 $14,980,534 $13,958,233 $13,846,242 -7.57% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg IT Operations $7,758,647 $8,891,044 $10,542,586 $10,141,698 $11,244,637 6.66% Total Expenditures Radio System Operations $971,197 $883,559 $947,807 $944,807 $1,025,538 8.20% Res For System Comp Eqt $701,905 $1,444,379 $2,114,055 $1,617,373 $933,239 -55.86% Res For Personal Comp Eqt $384,508 $450,140 $990,435 $990,435 $550,697 -44.40% IT Projects $512,775 $336,758 $385,651 $263,920 $92,131 -76.11% $10,329,031 $12,005,881 $14,980,534 $13,958,233 $13,846,242 -7.57% FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg IT Operations 40.00 41.00 42.00 43.00 43.00 2.38% Radio System Operations 2.00 2.00 2.00 2.00 2.00 0.00% Total Staffing 42.00 43.00 43.00 45.00 45.00 4.65% Total Expenditures Staffing by Division 139 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 140 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 • • • • • • Participated in the implementation of Microsoft 365 which migrated email and implemented Teams and OneDrive, ensuring our licenses were appropriately allocated Improved security posture of web applications by expanding the implementation of the web application firewall Implemented two-form factor authentication for remote access workers Under budget for FY2020 Identified and funded enhancements of customer systems, advancing the use of technology and enterprise applications • • Implement advanced endpoint protection across all endpoints Expand two-form factor authentication across the enterprise and Microsoft 365 Implement real-time security monitoring of networks and devices helping to detect threats within the environment Participate in the implementation of a new inventory tracking system Continue providing professional project management and business analysis to City departments Perform an internal process review to improve the flow of work throughout Information Technology BUDGET NOTES The Covid-19 pandemic didn’t significantly affect IT’s operating budget, but it did impact overall operations with the need to quickly build and expand remote access capability for all departments. In addition, a majority of IT staff has been working remotely. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Adherence to budgeted expenses * 98% 100% 100% Cost Optimization * 95% 98% 98% Security Compliance – Identify security best practices for the City of Peoria, document and disseminate * 90% 94% 98% PERFORMANCE MEASURES *New measure in FY20. 141 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 Moved email to the cloud and implemented the Microsoft collaboration suite Built high volume remote access capabilities Improved the design and architecture of both the network, server, and security infrastructure Maintained security and compliance on all infrastructure and personal computing devices Completed a full SCADA refresh for the Water Services Department Replaced the MDCs for the Police Department • Redesign data center storage and compute solutions Redesign security camera infrastructure Implement additional software defined infrastructure capabilities Implement industry standard ticketing and knowledge base solutions Implement new Wi-Fi infrastructure BUDGET NOTES The Covid-19 pandemic didn’t significantly affect IT’s operating budget, but it did impact overall operations with the need to quickly build and expand remote access capability for all departments. This included ramping up phone services. In addition, a majority of IT staff have been working remotely. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Ticket Handling Time – Tickets will meet SLA agreed upon response * N/A 95% 95% Backup and restore success rate – Backup rate and successful restore operations * 99% 95% 99% Service Desk Tier 1 Resolution Rate – Calls are resolved at the Tier 1 level * 58% 70% 85% Security Compliance Rate – All infrastructure is compliant with identified security best practices * 98% 100% 100% *New measure in FY20. 142 Enterprise Applications PURPOSE • 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 • • • • • • Reduced dependencies on Access databases within the Police Department Updated GIS map platform, created video tutorials, and a data dictionary to assist users with transition to new map platform Created a 3-5 year roadmap for GIS with ESRI Stakeholders Consolidated maps and integrated live data to geospatial web applications and maps for the Parks division INITIATIVES Application upgrades successfully completed for several systems including permitting, financials, fleet, and risk management Completed Phase 1 of Solid Waste’s Routeware system Completed Phase 1 of the citywide onestop payment solution Moved the Library system, Polaris, to the cloud Application enhancements implemented for electronic document management to include electronic forms and encryption Assisted in the automation of manual processes, including implementing digital signature application • • • • Develop a roadmap for enterprise applications determining on premise or cloud based solution Develop vendor management policies and procedures Continue to consolidate database instances throughout the environment and identify high availability Upgrade server operating systems and databases approaching end of life BUDGET NOTES • The pandemic resulted in Enterprise Applications staff primarily working remotely to support the City’s applications and users. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Problem Resolution Rate – Problems are identified and resolved with either a full resolution or known workaround * 93% 93% 93% Preventive Maintenance Backlog – Identify and maintain a preventive maintenance process for all supported applications * 0% 50% Tier 1 & 2 completion 100% Tier 1 & 2 completion Security Compliance Rate – All applications are compliant with identified security best practices * 80% 90% 95% PERFORMANCE MEASURES *New measure in FY20. 143 Operating Budget Summary Leadership and Management Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Personal Services Contractual Services $2,918,988 $766,262 $3,122,716 $778,303 $3,412,580 $718,631 $3,289,288 $402,685 $3,459,861 $687,459 1.39% -4.34% $32,981 $22,823 $21,295 $15,168 $44,995 111.29% Total Expenditures $3,718,231 $3,923,842 $4,152,506 $3,707,141 $4,192,315 0.96% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg City Manager's Office $2,548,038 $2,708,338 $3,013,909 $2,807,057 $3,150,599 4.54% Governmental Affairs $471,294 $466,017 $531,735 $519,002 $544,206 2.35% Office of Sustainability $54,730 $0 $0 $0 $0 NA Commodities Pct Chg $644,169 $749,487 $606,862 $381,082 $497,510 -18.02% Total Expenditures $3,718,231 $3,923,842 $4,152,506 $3,707,141 $4,192,315 0.96% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 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 Real Estate Development 2.00 2.00 2.00 2.00 2.00 0.00% Total Staffing 19.00 19.00 19.00 19.00 19.00 0.00% Office of Real Estate Development 144 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 145 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 Census 2020 efforts achieved one of the highest self-response participation rates in the Phoenix Metropolitan area Supported Charter Review Process, resulting in voter approval of all Charter amendments during 2020 General Election • 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 Lead coordinated regional planning and policy development efforts for Proposition 400 Extension Lead effort to establish a Citizen Relationship Management System and gain user adoption across City departments and residents. BUDGET NOTES The budget and planned initiatives will be evaluated throughout the year as revenues are calculated and the long-term economic effects of the pandemic are known. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 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% 99% 99% 100% Recognition of budget excellence by Government Finance Officers Association Receive GFOA Distinguished Budget Award Yes Yes Yes Yes Conduct transparent review of City’s financial position and pass independent audit of Comprehensive Annual Financial Report Yes Yes Yes Yes PERFORMANCE MEASURES 146 Office of Real Estate Development PURPOSE INITIATIVES The Real Estate Development Office’s mission is to reposition properties for new development opportunities throughout the City to achieve the goals identified in the Council-adopted Economic Developmet Implementation Strategy (EDIS II). The target sites become ready for development through land acquisition, pre-development work, and the creation of development programs. • • BUDGET NOTES The division will continue to monitor economic conditions and evaluate the budget in line with resulting priorities. ACCOMPLISHMENTS • • • Support redevelopment opportunities in Old Town, including the Grand Avenue Corridor Lead efforts to acquire land, amend entitlements and complete design concepts for new development/redevelopment opportunities in the City Grand Avenue Corridor Visioning Plan Peoria Place PAD Amendment Grand Commons – initiated General Plan Amendment and Rezoning 147 Office of Real Estate Development LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Closed on NAPA Property Commissioned title reports, appraisals, environmental assessment reports, and engineering surveys for 11+ properties in the Old Town area Conceptual site plans for Skunk Creek properties; VCC proposed movie studios; NEC of 83rd and Happy Valley Road; ASLD 4 corners of SR74/LPP Peoria Place conceptual land use plan/matrix, initiated PAD Amendment, created residential density models and site plans, submitted PAD amendment; completed due diligence package for (4) ASLD Parcels to inform the General Plan Draft Zoning Ordinance & DRM Updates Peoria Place PAD Amendment; completion of the Zoning Ordinance & Design Review Manual Updates OTDC Grand Avenue Corridor Visioning Plan Land Acquisition and Technical Studies Due diligence work completed on key development parcels Entitlements/Amendments Creation of development and design concepts for targeted areas Actual FY 2020 148 Estimate FY 2021 Successfully negotiated with property owners and closed escrow on a vacant parcel at 83rd/Jefferson; former car wash at 85th / Washington; and property for future 83rd Ave realignment Grand Commonscompleted landuse entitlements for developer, created new conceptual land use/site plans for the property, initiated GP Amendment and rezoning request, submitted rezoning request. Created conceptual site plan for Venice Plaza (Grand Avenue) CoreWest PAD; Grand Commons PAD/GPA Grand Avenue Corridor Visioning Plan (completed) Target FY 2022 Acquire properties in Old Town and along Grand Avenue in support of redevelopment efforts Completion of Grand Avenue Corridor Analysis & Plan; Venice Plaza (Grand Avenue) Site Plan CoreWest PAD; Venice Plaza; Old Town Specific Area Plan amendment, if needed; Grand Ave Redevelopment North Peoria Trails Master Plan (assisting Parks & Rec) Operating Budget Summary Mayor and Council Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Personal Services Contractual Services $388,215 $346,427 $409,859 $318,305 $440,964 $363,324 $411,046 $325,525 $476,419 $398,669 8.04% 9.73% Commodities $16,162 $11,069 $11,325 $5,275 $11,300 -0.22% Total Expenditures $750,803 $739,233 $815,613 $741,846 $886,388 8.68% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Mayor & City Council Total Expenditures $750,803 $750,803 Pct Chg $739,233 $815,613 $741,846 $886,388 8.68% $739,233 $815,613 $741,846 $886,388 8.68% 149 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 150 Operating Budget Summary Neighborhood & Human Services Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Personal Services Contractual Services $6,015,418 $3,825,424 $5,802,757 $4,508,249 $6,937,884 $7,284,302 $6,806,365 $4,482,132 $7,146,864 $8,853,405 3.01% 21.54% Commodities $545,307 $501,930 $678,339 $453,884 $665,807 -1.85% Capital Outlay $820,488 $768,550 $487,567 $64,100 $713,939 46.43% $11,206,637 $11,581,485 $15,388,092 $11,806,481 $17,380,015 12.94% FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Total Expenditures Expenditures by Division Arts Commission $116,405 Peoria Center for Performing Arts Percent For The Arts Pct Chg $132,892 $180,563 $178,563 $183,413 1.58% $417,793 $538,545 $554,201 $560,123 $584,089 5.39% $629,147 $1,296,530 $837,326 $390,561 $1,120,758 33.85% $1,054,225 $1,111,237 $1,114,985 $1,037,801 $1,153,974 3.50% Community Assistance $691,223 $983,645 $1,276,009 $1,118,681 $1,316,310 3.16% Community Engagement $0 $23 $400,806 $321,250 $381,103 -4.92% Code Compliance NHS Administration Am/Pm Program $985,076 $776,485 $674,289 $649,351 $662,575 -1.74% $1,770,331 $1,745,309 $2,062,813 $1,829,003 $2,066,175 0.16% Little Learners Program $387,601 $358,875 $425,245 $400,701 $453,776 6.71% Summer Recreation Program $302,961 $123,592 $417,650 $381,853 $423,483 1.40% Summer Camp Program $825,111 $556,855 $917,846 $851,736 $922,275 0.48% Active Adult Program $188,623 $182,102 $211,080 $163,892 $215,170 1.94% Adaptive Recreation Program $203,519 $184,134 $187,255 $157,849 $193,114 3.13% $1,209,635 $1,184,151 $1,528,100 $791,459 $1,794,917 17.46% Teen Program $198,386 $128,382 $266,099 $216,134 $267,714 0.61% Community Center $973,531 $997,440 $1,096,326 $1,078,064 $1,015,192 -7.40% Home Grant $15,446 $333,663 $530,119 $44,739 $726,422 37.03% Comm Dev Block Grant $729,700 $398,223 $2,086,874 $1,026,634 $3,251,355 55.80% Special Events Program $1,610 $0 $0 $0 $0 NA Adult Day Prg Grant $506,313 $549,403 $620,506 $608,087 $648,200 4.46% Total Expenditures $11,206,637 $11,581,485 $15,388,092 $11,806,481 $17,380,015 12.94% FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Arts Commission 0.95 1.16 1.16 1.16 1.16 0.00% Peoria Center for Performing Arts 0.55 0.68 0.68 0.68 0.68 0.00% Percent For The Arts 1.00 1.00 1.00 1.00 1.00 0.00% Code Compliance 10.00 9.00 9.00 9.00 9.00 0.00% Community Assistance Community Engagement 4.80 0.00 4.80 2.00 4.80 2.00 4.80 2.00 5.80 2.00 20.83% 0.00% NHS Administration 3.00 3.00 3.00 3.00 3.00 0.00% Am/Pm Program 3.00 3.19 3.19 3.19 3.19 0.00% Little Learners Program 2.35 2.23 2.23 2.23 2.23 0.00% Summer Recreation Program 0.55 0.52 0.52 0.52 0.52 0.00% Summer Camp Program 1.35 1.46 1.46 1.46 1.46 0.00% Active Adult Program 1.05 1.09 1.09 1.09 1.09 0.00% Neighborhood Stabilization Grant III Staffing by Division 151 Operating Budget Summary Neighborhood & Human Services Adaptive Recreation Program 0.70 0.74 0.74 0.74 0.74 0.00% Special Events Program 2.00 1.66 1.66 1.66 1.66 0.00% Teen Program 0.75 0.39 0.39 0.39 0.39 0.00% Community Center Comm Dev Block Grant 3.00 0.95 3.13 0.95 3.13 0.95 3.13 0.95 3.13 0.95 0.00% 0.00% Adult Day Prg Grant 7.25 7.25 7.25 7.25 7.25 0.00% Total Staffing 43.25 44.25 44.25 44.25 45.25 2.26% 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 three public art projects in Paloma Park and Deer Village Park. Completed public art project on the Happy Valley Road bridge that was a collaboration with four area elementary schools. 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, a partnership with six other valley cities, and it is now in its third year. Partnered with several new organizations to provide innovative community programming and events in Peoria, such as Peoria Jolly Holly Days with the Peoria Chamber of Commerce. Created innovative solutions to bring virtual and hybrid programming to the community during the pandemic. Provided 27 arts program grants totaling $100,000 to local arts organizations. • • Complete the Arts Master Plan by Fall of 2021, and prepare for review by the Arts Commission and Mayor and Council. Increase the exposure of the Arts Grants Program to bring new arts programs and organizations to Peoria. Complete ADA corrective work at the PCPA. 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 *Note that attendance and number of events for FY20 and FY21 were adversely affected by the COVID pandemic, facility closures, and limiting public gatherings. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Number of City Special Events 67 43* 14* 60 Number of Special Event community applications 57 60 23* 60 64,232 33,421* 4,676* 40,500 25 27 28 28 PERFORMANCE MEASURES Total attendance at the Peoria Center for the Performing Arts Public Art collection (large-scale) 154 Community Assistance Division PURPOSE INITIATIVES The purpose of the Community Assistance Division is to provide programs and services to residents, neighborhoods and non-profit partners to enhance the quality of life in Peoria. • • ACCOMPLISHMENTS • • • • • Implemented Community Development Block Grant Coronavirus (CDBG-CV) funds designed specifically to respond to the Pandemic. Implemented rent, mortgage and utility assistance programs utilizing City CARES Act funding. Created framework for a Community Engagement Section, including development of tools such as the Peoria Pop-Up Van for mobile outreach and a Block Party Trailer to build relationships with neighborhoods. Administered contracts for homeless navigation and shelter services resulting in engagements with 257 individuals and placement of 35 individuals in shelter or supportive housing. Created and staffed the City’s Covid Helpline, provided emergency information for the City’s webpage and assisted in multiple calling campaigns to keep residents informed. • • • Assist in development and implementation of a Citywide framework for community engagement and outreach. Oversee multi-departmental homeless task force and implement policies, procedures and related training for upcoming topics, including dealing with encampments. Formalize methods of assigning and tracking community engagement staff projects and related outcomes. Manage CARES Act and CDBG-CV funding, including contract oversight, program implementations and monitoring of agencies and capital projects. Implement data-based system to analyze current resident needs to prioritize nonprofit space utilization at the Resource Center BUDGET NOTES FY22 budget requests account for the continued operations of contracts related to homelessness initiatives and on-going grant programs. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Number of community engagement and outreach activities or projects performed. N/A N/A 35 50 Number of residents served through community engagement and outreach activities. N/A N/A 4,200 6,000 Residents served through Peoria SUPPORT program and non-profit partners at the Community Assistance Resource Center N/A 1,464 900 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 virtual opportunities including bingo, trivia, coffee talks. Continued partnership with Silver Sneakers, Optum/Renew fitness, and Silver&Fit insurance fitness coverage. Over 125 individuals have taken advantage of these insurance programs. Provided weekly At Home Activity Bags with a variety or crafts, word searches and other fun things to do. Collaborated with teen/youth and adaptive program to host virtual events. Huge success! 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 FY21 budget will see a decline in attendance that will carry over to FY22 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Active adult participation 19,623 16,274 2,700 9,000 Customer Satisfaction - Above average/excellent 91% 94% 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 7,718 code cases Addressed 11,525 code violations Addressed 8 structures via enhanced abatement Completed three special cleanup projects Hosted three Code 101 training sessions Hosted one Facebook Live Q&A event Participated in five neighborhood and community outreach events Implemented a city-wide Graffiti Abatement Program Participated in an Ad Hoc Council/Code Subcommittee for code amendments. Assisted the PRCF Department with educating park users regarding COVID19 safety protocols through targeted park patrols. 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 Update 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 Percentage of code violation cases resolved through: - Voluntary compliance - Induced compliance via judicial and abatement process 157 Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 97% 3% 98% 2% 97% 3% 95% 5% 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 customer service, staff training and ongoing parent communication. • • • ACCOMPLISHMENTS • • • • • 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 may be a decrease in revenue and registrations will vary. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Revenue Registrations Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 $2,530,763 $1,957,587 $1,100,000 $1,912,116 2,036 2,395 950 1550 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 are completing necessary 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 may 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 Registrations Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 $505,143 $347,126 $186,404 $368,350 98 80 55 77 159 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. • • ACCOMPLISHMENTS • • • • Expanded STEM/STEAM enrichment opportunities through newly added onsite trips such Developed home hangouts and virtual engagement activities, providing new opportunities for youth Ensured 100% of all summer rec staff completed orientation training Successfully maintained online registration, providing excellent customer service. Implement the Youth Program Strategic Plan – Training, Communication, Culture Building and Programming Evaluate the best program model to fit our customer’s needs through surveys and feedback from our community, AMPM parents and participants. 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 are showing a significant decrease. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Revenue $93,187 $31,770 $47,910 $62,850 Registration 585 185 400 465 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 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 maintained efficient 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 educational enrichment at all Summer Camps. Continue increased levels of parent communication by providing camp specific welcome letters, weekly newsletters, and 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 may show a significant decrease. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Revenue Registrations Actual FY 2019 Actual FY 2020 Estimate FY 2021 $864,453 $506,651 $479,859 1,420 900 641 161 Target FY 2022 $672,600 600 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 • • • • The Adaptive Time to Shine Theater Program saw rapid growth for the last production. Current programming has successfully transitioned to a virtual format Implementation of the Rec to Go Activity Bags with a focus on specialty holiday bags and group home residents. Special Olympics sports opportunities expanded to virtual cheerleading this year as other sports training has been suspended. Developed new virtual classes and social events for families to enjoy at home. These included Amazing Race, Escape Room, Bingo and Karaoke. BUDGET NOTES FY21 budget will see a decline in attendance that will carry over to FY22 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 % surveys rated above average to excellent 96% 96% 98% 98% Participation 19,191 14,626 3,500 10,000 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 fewer registrations are anticipated. Collaborated with teen coordinators in neighboring cities to brainstorm and share resources and program information. This resulted in a successful virtual programming. Expanded food service programs to include additional locations in the community. 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 fewer participants, smaller group sizes 4,145 3,557 900 900 4 7 1 1 Maintain current programming 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 increased congregate delivered meals, Phoenix Rescue Mission Mobile Food Pantry, and expansion of Kids Café into community locations. The Center took on a role of a Wellness Hub, becoming a vaccination site, five food distribution programs, and Grab n Go meals. In addition, to various CARES funded programs through the Resource Center. The Center continues to partner with community businesses and organizations that make events and programs possible. Those partners include local restaurants, Axiom Church, St Mary’s Food Bank, and Heart Pantry. Due to temporary closure, facility rentals were suspended beginning the FY20, 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 FY22. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Food Programs FY19 Actual FY20 Actual FY21 Estimate FY22 Meals Target Congregate Meals 9,737 10,500 11,025 13,000 Home Delivered Meals 20,670 24,995 36,352 Thursday Brown Bag 7,848 6.664 7,452 25,000 7,500 Phoenix Rescue Mission Kids Café/Summer Meal Programs 2,116 3,250 3,250 3,000 6,275 4,800 5,400 46,646 50,209 63,479 6,000 54,500 TOTAL Healthy Neighborhoods Family events FY19 Actual FY20 Actual FY20 Estimate FY21 Target 955 1,618 912 1,500 164 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. All programs successfully transitioned to a virtual platform retaining 70% of adult day program participants, summer 35% retention, and afterschool 30% retention. Those who participated had a great time and were thankful. In FY20, the City maintains a score of 93% from AZ Health Care Cost Containment System (AHCCCS) Value Based Purchasing report. 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Surveys rated above average to excellent 99% 90% 99% 90% Growth will remain steady FY20-21 372 250 250 340 PERFORMANCE MEASURES 165 Operating Budget Summary Non-Departmental Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Personal Services Contractual Services $0 $3,854,771 $0 $4,012,326 ($7,500) $10,585,178 $0 $10,447,127 $0 $3,939,212 -100.00% -62.79% Commodities ($82,861) ($83,227) $69,000 $207,050 $69,000 0.00% Capital Outlay $4,263,968 $488,652 $1,535,924 $626,692 $1,428,259 -7.01% Total Expenditures $8,035,878 $4,417,750 $12,182,602 $11,280,869 $5,436,471 -55.38% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Non-Departmental $881,371 $861,322 $6,460,869 $6,460,869 $978,735 Half Cent Sales Tax $7,154,507 $3,556,428 $5,729,233 $4,820,000 $4,457,736 -22.19% $0 $0 ($7,500) $0 $0 -100.00% $8,035,878 $4,417,750 $12,182,602 $11,280,869 $5,436,471 -55.38% Proposed Grants Total Expenditures 166 -84.85% Operating Budget Summary Office of Communications Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Personal Services Contractual Services $1,011,386 $386,320 $1,125,784 $443,602 $1,217,061 $460,753 $1,216,061 $394,813 $1,256,924 $527,979 3.28% 14.59% Commodities $71,239 $193,182 $52,078 $52,018 $34,348 -34.05% Capital Outlay $62,803 $0 $0 $0 $0 NA Total Expenditures $1,531,749 $1,762,569 $1,729,892 $1,662,892 $1,819,251 5.17% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Public Information Office $1,026,578 $1,178,886 $1,250,323 $1,183,323 $1,341,629 7.30% $505,171 $583,682 $479,569 $479,569 $477,622 -0.41% Total Expenditures $1,531,749 $1,762,569 $1,729,892 $1,662,892 $1,819,251 5.17% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Public Information Office 6.00 7.00 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 10.00 10.00 10.00 10.00 0.00% Peoria Channel 11 167 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 primary functions include media relations and social media/digital planning. In addition, the OC provides crisis communications and issues management support/messaging. The goal is to develop and implement marketing and public relations programs, resident communications and visitor promotion 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 residents, businesses and visitors of Peoria, as well as city staff. In addition, the office provides communications expertise and production resources for all City of Peoria departments to achieve their communication and marketing goals. • INITIATIVES ACCOMPLISHMENTS • • • • • • • • In FY 2020 we reached 3.7 million people on Facebook, had 920K engagements (likes, comments, clicks, reactions) and our videos were viewed for 228K minutes. In FY2020, 1.38 million people visited the city website, a 1% decrease from FY2019. • Developed and created virtual content to keep city programing viable and active during the pandemic. Created a robust diversity virtual campaign that featured social/videos for Hispanic Heritage Month and Black History Month. Economic Development rebranding, which included new messaging, tagline and Peoria Economic Profile booklet. Began the comprehensive Census outreach effort. Working with ASU project cities on placemaking survey and water conservation messaging. Popup Peoria Storefront at Park West – working in partnership with Park West Cire, ASU Peoria Forward, Econ Dev and Special Events and Arts to open a collaborative work space, art gallery and retail merchant exchange and makers space. Reformatted Ch. 11 to offer only Peoria-centric content and a new look to support additional marketing of events and programs. Social media engagement was up 73% from last year with 165,000 compared to 95,000. There are 181,102 total followers across all social media platforms, which is a 25% increase over the prior year including a 65% increase in Instagram followers. • • • • • 169 Shop Local initiative - a comprehensive campaign with strategic messaging and targeted advertising to increase exposure for our business community. Virtual and alternative event planning - developed and executed technology and plans that could bring all of our programs, classes and events to a virtual platform for residents to stay engaged and connected. COVID-19 communication responsible for the public communication/outreach both internally and externally. Internal Communications - City Manager on the Road - developed a series for the city manager to interview city directors to provide employees the opportunity to learn more about each other's operations. Designed and implemented several marketing strategies and campaigns for high profile city initiatives such as Census and General Plan. Virtual Diversity Initiative – identify key themes and built narrative/content to inform and educate. Office of Communications BUDGET NOTES The COVID-19 Pandemic has significantly affected our department. It has been all hands on deck to communicate important messaging both internally and externally. Our team has also done the following: • External Communications: press releases, media coverage, Snapshots and media briefs. • Internal Communications: communicating updates, to employees through the website, videos and emails. • Web: posting any city updates in regards to COVID-19. The team also created a COVID-19 specific webpage. • Graphics: flyers and images about Grab n Go, virtual events and reopen plan. • Digital Media: videos about virtual events, businesses re-opening and updates from city management. • Miscellaneous: calling to help small businesses, and virtual staff meetings. 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 96% 0%~ 0%~ 97% 135,000 181,102* 185,000 190,000 400 277^ 300 350 28,750 29,800 39,348 40,000 255 640 700 750 1,452,927 1,381,198+ 1,390,000 1,400,000 *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. ^Due to the impact of the Coronavirus, our news items took a pause to focus on crisis communications. +Due to the impact of the Coronavirus, the visits to the city’s websites were down due to lack of events, sports, Spring Training, etc. ~Peoria Leadership Institute did not occur in FY2020 or FY2021 170 Operating Budget Summary Parks, Recreation and Community Facilities Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Personal Services Contractual Services $10,899,464 $9,566,724 $11,108,711 $9,977,663 $13,898,601 $11,711,976 $13,677,387 $10,231,477 $14,241,230 $11,805,163 Commodities $1,373,561 $1,489,721 $1,714,264 $1,375,816 $1,668,453 -2.67% Capital Outlay $651,051 $3,329 $1,691,950 $687,123 $2,232,000 31.92% $22,490,800 $22,579,425 $29,016,791 $25,971,803 $29,946,846 3.21% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg PRCF Administration $1,205,858 $1,505,539 $1,596,402 $1,570,998 $1,730,278 8.39% Swimming Pools Total Expenditures Pct Chg 2.47% 0.80% $1,143,580 $995,078 $1,440,902 $1,414,013 $1,466,733 1.79% Outdoor Recreation Program $3,501 $3,090 $24,524 $21,608 $21,490 -12.37% Special Interest Classes - Youth $168,139 $89,888 $146,102 $110,978 $147,689 1.09% Special Interest Classes - Adult $34,854 $11,413 $17,845 $15,480 $18,049 1.14% Sports Programs - Youth $596,842 $560,225 $729,217 $448,374 $753,811 3.37% Sports Programs - Adult $274,372 $178,546 $476,354 $390,631 $306,960 -35.56% Rio Vista Community Park $841,279 $787,120 $1,037,157 $1,024,392 $1,037,264 0.01% Rio Vista Rec Center $1,594,789 $1,480,602 $1,567,159 $1,511,262 $1,617,183 3.19% Pioneer Community Park $1,010,149 $1,014,283 $1,318,598 $1,281,958 $1,295,529 -1.75% Paloma Community Park $171 $383,071 $1,364,059 $1,044,791 $1,430,410 4.86% Main Library $2,667,904 $2,657,638 $2,917,699 $2,781,464 $2,991,980 2.55% Branch Library $1,745,317 $1,738,729 $1,766,113 $1,752,432 $1,903,342 7.77% Parks North $1,561,673 $1,945,451 $2,140,854 $2,035,101 $2,093,800 -2.20% Parks South $1,467,829 $1,611,215 $1,871,026 $1,818,537 $1,918,900 2.56% Park Rangers $370,329 $484,415 $775,235 $755,740 $802,826 3.56% $1,664,962 $1,904,774 $1,938,348 $1,938,348 $1,982,292 2.27% $271,015 $388,026 $451,111 $451,111 $681,502 51.07% Contracted Landscape Maintenance Trails Maintenance $6,938 $3,437 $0 $0 $0 NA $4,541,665 $4,422,134 $5,139,949 $4,873,190 $4,778,066 -7.04% Spring Training $541,948 $320,373 $730,742 $164,000 $730,742 0.00% Sports Complex Improvement Reserve $288,618 $0 $100,000 $100,000 $0 -100.00% Sports Complex GA Surcharge $155,077 $3,329 $248,170 $248,170 $0 -100.00% 101 Pylon Signs Complex Operations/Maint $0 $0 $1,000,000 $0 $2,010,000 101.00% Complex Eqt Reserve $223,254 $0 $203,000 $203,000 $228,000 12.32% Library Svc & Technology Grant $21,855 $8,054 $16,225 $16,225 $0 -100.00% Prop 302 Grant Program $88,883 $82,996 $0 $0 $0 NA $22,490,800 $22,579,425 $29,016,791 $25,971,803 $29,946,846 AZSTA-Sports Complex Improvements Total Expenditures 171 3.21% Operating Budget Summary Parks, Recreation and Community Facilities FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg PRCF Administration Swimming Pools 12.50 4.60 12.50 4.60 12.50 4.60 12.50 4.81 13.50 4.81 8.00% 4.57% Special Interest Classes - Youth 0.42 0.42 0.42 0.42 0.42 0.00% Special Interest Classes - Adult 0.17 0.12 0.12 0.12 0.12 0.00% Sports Programs - Youth 2.30 3.00 3.00 3.05 3.05 1.67% Sports Programs - Adult 1.24 1.24 1.24 0.27 0.27 -78.23% Rio Vista Community Park 4.00 4.33 4.33 4.33 4.33 0.00% Rio Vista Rec Center Pioneer Community Park 9.60 3.99 8.90 4.32 8.90 4.32 8.65 4.32 8.65 4.32 -2.81% 0.00% Staffing by Division Paloma Community Park 0.24 5.58 5.58 5.58 5.58 0.00% Main Library 17.23 16.48 16.48 17.23 17.23 4.55% Branch Library 12.48 12.73 12.73 13.48 13.48 5.89% Parks North 12.07 11.72 11.72 11.72 11.72 0.00% Parks South 11.12 11.72 11.72 11.72 11.72 0.00% Park Rangers Contracted Landscape Maintenance 6.24 1.61 8.24 1.61 8.24 1.61 8.24 1.61 8.24 1.61 0.00% 0.00% Trails Maintenance 3.74 3.74 3.74 3.74 5.74 53.48% Complex Operations/Maint 18.50 18.50 18.50 17.96 17.96 -2.92% Total Staffing 122.05 129.75 130.05 129.75 132.75 2.08% 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, guidance and support for employee recruitment, technology related backup, and Boards and Commissions administration. • • BUDGET NOTES The Covid-19 pandemic had a minimal impact on the Administration Division of the PRCF Department. Some changes made included: ACCOMPLISHMENTS • • Update and create manuals and guiding documents for departmental staff Assist with learning and training for Microsoft Teams and all related apps and opportunities; craft department best practices for uses of Teams Awarded CAPRA Accreditation from the National Parks and Recreation Association for the second time Assisted staff in the transition to telecommuting and pandemic programming • • Staff schedules were adjusted to accommodate working from home as well as allow for seamless coverage of the front desk and back of house support Procedural changes were made as needed to fulfil the coordination between WFH and in-office staff LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 HR related actions in ADP 2,220* 1,702 1,000 1,500 New accounts created 5,423 3,921 2,000 5,700 Registrations (Total) 37,175 16,162 20,000 30,000 Number of Refunds 3,197 4,259 5,000** 3,000 PERFORMANCE MEASURES *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 INITIATIVES 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 • • • Successfully opened 2 pools to run 6 weeks of programming during COVID closures. • Received $9,500 in grants from various organizations to offer free/reduced swim lessons. • Had our 12th Annual Winter Water Safety Day and Polar Plunge with 105 who took the plunge and raised $2,000 for the swim lesson scholarship fund • Ran a Water Safety Poster contest in May; had 26 entries. 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 Host a keynote speaker/trainer to discuss lifeguard vigilance and awareness with part-time staff. Continue to monitor and be more cognizant of expenditures (specifically our part-time staff hours) BUDGET NOTES • • Due to social distancing protocols, (one pool closed, less programming and less staff) we had a savings of 26% in PTNB wages. (est. $136,000) Aquatics had an overall savings of 10% to the Aquatics budget . LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Maintain a 90% or higher overall satisfaction (above average/excellent) rating from swim lesson participant surveys 97% 98% 97% 97% Maintain a 90% or higher overall satisfaction (above average/excellent) rating from swim team participant surveys 91% NA 92% 95% Maintain a 90% or higher overall satisfaction (above average/excellent) rating from dive team participant surveys 92% NA 92% 95% 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 • • • • • • • • Initiate Volunteer Coach Skill Training Videos at start of pandemic to connect our coaches with our participants. Created the “Coaches Spotlight Series” to show appreciation for our volunteers and to be used as a recruiting tool. Initiated eSports / eGaming programs as well as a strategic partnership with the City of Goodyear to offer online gaming programs. Conducted 1st Virtual Coaches Meeting for 2020 Fall season. Implemented Social Media Contests to connect with the community. Provided numerous resources and content on newly created “Home Hangouts” web page. Collaborated with Sports Complex to honor City of Peoria Youth Sports participants at Spring Training Game. • Completed overhaul of all youth sports programming to conform with all health guidelines. Created “Return to Play Protocols” for the 2020 Fall season. Partnership with UK International Soccer for youth soccer camps. Initiated contract with Jet Baseball to offer youth baseball camps. Initiated discussion with local colleges and universities for youth sports internships. BUDGET NOTES The COVID-19 pandemic forced the cancellation of the 2020 Spring season after just four weeks. Full refunds were given to all participants, equating to approximately $127,000 in lost revenue. This pandemic also forced the cancellation of the entire 2020 Summer youth sports season, equating to approximately $70,000 in potential lost revenue. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Provide youth sports recreation opportunities for children in community Maintain a 90% or higher overall satisfaction (above average/excellent) rating from participant surveys Actual FY 2018 5,341 Participants Actual FY 2019 4,869 Participants Actual FY 2020 3,597 Participants Estimate FY 2021 1,700 Participants Target FY 2022 2,200 Participants 82% 84% 88% 90% 90% 176 Adult Sports PURPOSE INITIATIVES Provide recreational organized sports leagues that promote active and social engagement in an inclusive, safe environment. • • ACCOMPLISHMENTS • • • • • • Implemented fall softball season for 69 teams with strict public safety Managed fall softball season at 151% recovery of direct costs Contracted softball umpires to fill void left by previous staff not returning Provided opportunity for public input regarding adult softball at Paloma Community Park Explored new ways of providing adult sports leagues in Peoria • • Implement leagues that adhere to current public safety guidelines Continue recovering at least 100% of direct costs Continue exploring private partnerships for officials/umpires Amend IGA for the school district to decrease cost to city Continue public input process for new programs and public-private partnerships BUDGET NOTES Estimated $375k savings by not offering historical number of leagues due to COVID-19. Estimated $90k revenue loss (league registration and concessions) due to COVID-19. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Provide recreational organized sports leagues Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 473 Teams 317 Teams 149 Teams 256 Teams 177 Rio Vista Recreation Center PURPOSE • 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 • • • • • Rio Vista Recreation Center staff dealt with a medical emergency with a patron in November of 2020. Staff was able to resuscitate the patron following a cardiac arrest using CPR and the AED. Following the incident, the patron informed staff that doctors believed he survived thanks to the fast response and actions of Rio Vista staff. Completed Lakeview Room Paint project in February of 2020. replacing the dark blue color on the south wall with a more neutral earth tone. The change was prompted after multiple requests for a more neutral color to match event color schemes, mainly weddings. Received a grant from the Arizona Sports and Tourism Authority in the spring of 2020 for cardio equipment replacement. Over the summer, fitness center treadmills, bikes and ecliptics were replaced with new Life Fitness equipment. Rec center was able to reopen following state mandated shut down due to COVID19 with limited hours of operation, limited occupancy and added cleaning protocols. The insurance supplemental program continues to be a source of revenue throughout the pandemic. With low pass sales and frozen accounts, these programs continue to bring in revenue. During facility closures, the fitness team provided online fitness content to stay connected to the rec center patrons. In addition, the custodial crew completed a deep clean of the facility including carpets throughout. INITIATIVES • • • • Lakeview room window shade replacement. Restroom sink fixtures throughout the facility are being replaced with automatic faucets. This is a facilities lead project. Obtain quotes for the carpet replacement on first floor and riverside room. Research options for restroom and locker room renovations. BUDGET NOTES • • • 178 No supplemental requests for FY22. Facility and amenity closures as a result from COVID-19 have significantly affected pass sales, resulting in a decrease in revenue. Facility and amenity closures as a result from COVID-19 have resulted in a savings in part-time staff expenses. Rio Vista Recreation Center 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 179 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 • • • • • • Opened Paloma Community Park in October 2020 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 Completed a drainage project at Rio Vista Park to significantly improve turf conditions on the softball fields. • • Entering into design phase of Paloma Community Park phase II Increase amount of green recycled waste in the community parks Replace windscreen at maintenance shop and backstop pads on phase I at Rio Vista Complete renovation of Rio Vista Community Park playground 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 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. Realized savings due to Paloma Community Park not operating the full year. Additional savings from PTNB due to reduced events from the COVID-19 pandemic-related closures and cancellation of events and tournaments, and closures of splash pads. 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 96% 97% 98% 98% 95% 97% 98% 98% N/A N/A 98% 98% 180 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 • • • • • Received CARES ACT funding from the City of Peoria to fund 300 Wi-Fi hotspots for a special K-12 program and 50 Chromebooks paired with Wi-Fi units to help Peoria residents who may not have this technology at home Provided many new program options virtually to ensure staff still reached the public during the Pandemic: o Virtual Storytimes o Do-it-yourself videos o Games o Book clubs on Zoom Offered curbside service for patrons so that they could still have access to books during the shutdown Launched a new online service offering eBooks and eAudiobooks to our patrons called the “cloudLibrary” Added a new Blu-Ray collection to both of our libraries for enhanced media viewing • • • • Develop a business model and operating plan inclusive of outreach, programing and operations with the intent to increase overall engagement Increase outreach within Peoria in order to bring library services to citizens who cannot visit facilities Develop community partnerships that will improve program offerings and increase the patron experience within the library. Consistently develop and deploy patron surveys to enhance and improve library services Oversee the completion of the Main Library remodel Increase and improve SIC participation numbers and engagement within the community BUDGET NOTES Due to diminished library attendance and circulation, the PTNB and materials budgets will see a savings. Staff anticipates circulation and attendance numbers to improve as library restrictions are lifted. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Total Circulation (Physical & Digital) 1,812,867 1,415,356 900,000 1,200,000 Total Visits (Physical Visits) 525,343 382,230 120,000 200,000 PERFORMANCE MEASURES 181 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 • • • • • • • Successfully opened the new Liberty Park Converted Sunset Park LL Field backstop to modern design and installed dugouts Completed installation of Calsense controller upgrade project Completed GPS installation in all Divisional vehicles Provided uninterrupted recreational opportunities throughout the pandemic Installed new sun shades located at Sunset & Monroe Park Converted turf into new landscape with sitting wall located at Sweetwater Park Develop advisory council including PUSD faculty to expand inclusive playground design Create playground refurbishment program to extend playground structure lifespan Implement a Landscape Enhancement Contract to standardize pricing for next three years on landscape projects BUDGET NOTES Maintained levels of service through state and local mandates for COVID-19 response, as outdoor recreation was deemed an essential service. Above average water expenses due to the hot-dry summer. Divisional spending was under budget due to aggressive management of payroll, savings to electricity, and overall conservative fiscal spending. 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 $594,909 $598,289 <1% $685,516* 14% <3% * Includes above average water use for the hottest summer on record and the addition of a new park (Liberty Park). 182 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 • • • • • • Hired and trained 1 new Park Ranger and purchased 1 new Park Ranger Vehicle Provided 7 day a week, front-line customer service for 3 Community Parks, 37 Neighborhood Parks and over 30 miles of Recreational Trails Responded to 196 calls for service Organized 7 volunteer events which will yield 315 volunteer hours devoted to trail / open space cleanup and enhancement Conducted 9 small social distanced in person and 8 virtual classes devoted to Outdoor education Applied for 6 Grants - 4 Grants received, 1 Grant is pending, and 1 Grant was not awarded. The Grants received or pending total approx. $3,026. These Grants support Outdoor Recreation classes, establish a pollinator garden and enhance the Skunk Creek trail wildlife habitat Develop city wide Adopt-A-Trail and Park Ambassador programs Create and introduce a Junior Park Ranger program Study feasibility of using the Calbrisa Park nature habitat for outdoor education classes Identify and plan for recreational programming and outreach opportunities related to future trails and preserves such as Paloma Regional Preserve and Vistancia Village BUDGET NOTES Park Rangers: Maintained levels of service through state and locate mandates for COVID-19 response, as outdoor recreation was deemed an essential service. Savings are expected due to Paloma Ranger vacancies. COVID expenses to date are $212 and are anticipated to be $450 for the fiscal year. Outdoor Recreation: Maintained levels of service. Funds were moved within line items to reflect current operational practices. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department. Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Citizen Service Calls Completed 293 338 400 400 Volunteer Hours NA 260 315 380 PERFORMANCE MEASURES 183 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 • • • • Upgraded and consolidated several standalone irrigation controllers into four central smart controllers Developed a Community Forestry Management plan for implementation Received the Tree City USA designation for the 12th consecutive year and the City’s 2nd consecutive Growth Award through the AZ State Forestry Office Received $5,000 in grant dollars to assist in the removal of 23 high-risk trees at various locations city-wide • Develop a Community Forestry Program based on implemented management plan and landscape design standards to increase tree care Renegotiate Old Town/City Hall contract for operational efficiencies Manage irrigation water according to evapotranspiration per State Drought Contingency recommendation by including smart controllers on landscape projects Develop weed control/education program for Non-City Maintained ROW BUDGET NOTES Maintained levels of service through state and local mandates for Covid-19 response, landscape maintenance declared an essential service by the Governor’s Office. Above average water expenses due to the recordbreaking hot-dry summer. 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* Maintain at least $2 per Capita spending on Community Forestry expenditures*** Actual FY 2019 Actual FY 2020 Estimate 2021 Target FY 2022 $266.092 -8.4% $313,596* +17.8% $393,202** +25.5% $325,608 -17.2% $7.63 $8.02 $8.02 $8.50 * Expected higher usage in FY20 with systems fully operational. **However, the summer of 2020 was the hottest and driest summer recorded with over 50 days above 110 degrees. Systems continued to run into the fall for plant recovery from summer dormancy. ***This performance measure is a mandate of the Tree City USA status through the Arbor Day Foundation 184 Trails & Open Space PURPOSE INITIATIVES To facilitate the operations and maintenance of City owned multi-use pathways (MUP) and mountain hiking trails within river or wash corridors and open-space preserves. Work with planning and development to ensure lands are conserved for public recreation.  ACCOMPLISHMENTS        Added 4.2 miles of hiking and mountain biking trails to Sunrise Mt. Preserve, while mitigating mine pits Supported New River Trail - Happy Valley to Jomax & Hatfield Utility Corridor Design Concept Report Installed avenue wayfinding signage on bridge underpasses on MUPs Installed ADA connecting paths from New River Trail to Beardsley ramadas Replaced and upgraded lighting to LED at all underpasses    Design, construct and set up a maintenance program for Paloma Regional Preserve hiking and biking trails Develop and implement Northern Peoria Trails & Design Guidelines Master Plan update Continue with wayfinding signage installation on mountain trails 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 and diverse race events, providing exceptional customer service to race promoters BUDGET NOTES  Increased level of service to meet 200% traffic increase during spring 2020 quarantine and on-going 50% increase in traffic during the Covid-19 pandemic as outdoor recreation was deemed essential and a recommended activity by the Governor’s Office. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 *Estimate FY 2021 *Target FY 2022 Linear Miles of Trail Added .66 4.2 15.85 16 Acres of Open Space Added 460 0 1,855 1,670 PERFORMANCE MEASURES * Acreage and miles in FY2021 and FY2022 is attributed to the Paloma Regional Preserve and Vistancia Open Space dedication, respectively. 185 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 • • • • • Developed safety protocols and operations manuals to support safe events at the Sports Complex, both Spring Training and NonSpring Training Reviewed expenditures to find reductions in costs during periods of no events and activities Deployed Sports Complex staff to support needs in Recreation, Neighborhood and Community Parks Resumed high school baseball events (7 total) in the Fall of 2020 Hosted Covid-19 Testing Site in East Parking Lot for 6 months Regain local customer confidence in attending Spring Training games through the Resident Rewards program and regional loyalty initiatives. Continue initiative of cross training and support with other divisions in PRCF. Regain foothold of hosting baseball tournaments during every available weekend and re-start non-sporting events such as car shows, road races, and festivals BUDGET NOTES • Utilized savings to support local and outof-town training opportunities for fulltime staff members. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Mariners/Padres Field Use 3,375 2454 2229 2750 Stadium Usage 976 583 250 650 Sports Complex # of Events Held 534 232 175 350 PERFORMANCE MEASURES 186 Operating Budget Summary Planning and Community Development Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Personal Services Contractual Services $1,176,722 $199,518 $1,192,258 $388,170 $1,579,048 $289,559 $1,578,548 $253,795 $1,557,148 $254,892 -1.39% -11.97% $16,287 $8,171 $9,900 $10,711 $41,452 318.71% Total Expenditures $1,392,527 $1,588,598 $1,878,507 $1,843,054 $1,853,492 -1.33% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Commodities Community Dev Administration $486,671 $501,938 $487,904 $484,585 $459,730 -5.77% $905,856 $1,086,660 $1,390,603 $1,358,469 $1,393,762 0.23% Total Expenditures $1,392,527 $1,588,598 $1,878,507 $1,843,054 $1,853,492 -1.33% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg 0.00% Planning Community Dev Administration 3.00 3.00 3.00 3.00 3.00 Planning 10.00 10.00 10.00 10.00 10.00 0.00% Total Staffing 13.00 13.00 13.00 13.00 13.00 0.00% 187 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 188 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 support for the following boards and commission meetings in 2020: o Board of Adjustment: 0 o Design Review Board: 2 o Historic Preservation Commission: 3 o Planning & Zoning Commission: 12 Successful selection of consultants to provide on-call historic, archaeological, and environmental professional services for next five years Update website, department collateral, and review methods to continue to enhancing the customer’s online and digital experience Continue digitizing archived planning applications as a means to improve expediency and efficiency in fulfilling records requests from internal and external customers Provide support for increased submittal of planning applications electronically Enhance reporting of Planning Department metrics in support of Community & Strategic Planning Division BUDGET NOTES No notable changes to budget. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Total number of board/commission meetings held and supported 26 25 20 31 Total number of development applications received and processed for reviewing 211 191 198 202 PERFORMANCE MEASURES 189 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 Voter Ratification of the new Peoria General Plan 2040 Established P83 area as a Central Business District, which creates an additional economic tool to incentivize redevelopment Adopted COVID relief measures to assist local business community, including suspension of the Temporary Sign Code and creation of a no fee, expedited temporary use permit for expansion of outdoor dining patios • • • • 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: 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 Collaboration with State Land Department on final annexation and entitlement of key areas 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 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 13 27 20 13 15 3 13 22 18 12 14 5 15 19 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 190 Operating Budget Summary Police Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Personal Services Contractual Services $39,788,971 $8,133,011 $40,939,669 $8,131,599 $43,446,139 $9,011,900 $43,264,857 $8,213,933 $44,553,264 $8,885,553 Commodities $1,157,430 $1,248,141 $1,548,127 $1,412,338 $1,074,879 -30.57% Capital Outlay $115,196 $424,679 $49,303 $2,212 $0 -100.00% $49,194,608 $50,744,087 $54,055,469 $52,893,340 $54,513,696 0.85% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Police Administration $2,722,849 $2,335,593 $2,870,352 $2,739,031 $3,368,882 17.37% Total Expenditures Pct Chg 2.55% -1.40% Criminal Investigation $5,480,386 $4,530,317 $5,989,513 $6,201,148 $6,432,263 7.39% Patrol Services - South $13,732,317 $11,968,967 $15,621,003 $15,255,652 $15,826,596 1.32% Patrol Services - North $9,815,255 $7,504,312 $9,948,871 $9,965,209 $10,639,137 6.94% Operations Support $6,519,837 $5,221,205 $6,516,390 $7,122,929 $6,969,188 6.95% Pd Technical Support $4,537,511 $4,326,411 $5,031,524 $5,016,417 $5,076,081 0.89% Staff Services $1,583,165 $1,588,393 $1,447,959 $1,444,071 $1,424,775 -1.60% Pd Communications $3,207,323 $2,871,991 $3,499,930 $3,500,597 $3,521,661 0.62% Strategic Planning $696,537 $363,403 $604,419 $604,507 $648,719 7.33% $160 $0 $0 $0 $0 NA St Anti-Racketeering-Pd $114,385 $245,193 $230,422 $184,735 $192,912 -16.28% -58.96% Az Auto Theft Grant Federal Forfeiture $237,466 $13,328 $136,970 $15,512 $56,214 COPS Universal Hiring Grant $32,138 $30,167 $0 $0 $0 GITEM Grant NA $100,412 $85,146 $101,889 $101,889 $102,050 0.16% School Resource Officer IGA $0 $212,000 $362,000 $0 $0 -100.00% Postal Inspection System Grant $406 $2,150 $5,993 $3,489 $6,002 0.15% Victims Of Crime Act Grant $68,822 $7,587 $867,581 $93,080 $96,277 -88.90% Justice Assistance Grant $19,857 $60,730 $137,897 $272,967 $17,306 -87.45% $0 $84 $18,566 $0 $0 -100.00% Governor of Highway Safety Grants (GOHS) $230,745 $208,034 $351,612 $172,791 $35,014 -90.04% Bulletproof Vest Partnership $13,862 $16,678 $24,588 $16,588 $16,753 -31.87% FBI MOU Arizona Criminal Justice System Grant Federal DEA IGA Miscellaneous PD Grants Homeland Security CFDA# $0 $0 $38,820 $29,552 $15,000 -61.36% $12,471 $18,316 $40,214 $21,033 $21,066 -47.62% $0 $30,000 $36,000 $36,000 $25,000 -30.56% $49,849 $77,476 $136,084 $69,715 $10,300 -92.43% $0 $9,011,905 $0 $0 $0 Citizen Donations-Pd $15,171 $5,296 $26,872 $25,578 $2,500 -90.70% Police Explorer Trust Fd $3,685 $9,406 $10,000 $850 $10,000 0.00% $49,194,608 $50,744,087 $54,055,469 $52,893,340 $54,513,696 0.85% CARES Act Total Expenditures 191 NA Operating Budget Summary Police FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Police Administration Criminal Investigation 11.00 37.00 11.00 37.00 11.00 37.00 13.00 39.00 14.00 39.00 27.27% 5.41% Patrol Services - South 96.00 97.00 97.00 95.00 95.00 -2.06% Patrol Services - North 57.00 57.00 57.00 56.00 58.00 1.75% Operations Support 40.00 40.00 40.00 39.00 39.00 -2.50% Pd Technical Support 13.00 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 Strategic Planning 35.00 6.00 35.00 6.00 35.00 6.00 35.00 6.00 35.00 6.00 0.00% 0.00% Victims Of Crime Act Grant 1.00 1.00 1.00 2.00 2.00 100.00% Total Staffing 303.00 304.00 304.00 305.00 308.00 1.32% Staffing by Division 192 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, Special Enforcement 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 Operations Support Personnel and Training Patrol South Criminal Investigations Administrative Services Patrol North Special Enforcement Special Operations Communications Community Relations 193 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). • • • • ACCOMPLISHMENTS The department received two Covid relief grants totaling $121,686 from the Arizona Criminal Justice Commission and the US Department of Justice, for Coronavirus Emergency Supplemental Funding Programs. • • • • • • Administrative Functions Professional Standards Functions Public Information/Media Relations Management of Police Department Operations Accreditation Administration BUDGET NOTES The Crime Free Multi Housing Program (CFMHP) is a state-of-the-art, crime prevention program designed to reduce crime, drugs, and gangs on apartment properties. The three phase program is currently underway within Peoria under the supervision of the police department. Certification of property managers and the property is awarded upon successful completion of the program. The anticipated benefits are reduced police calls for service, a more stable resident base, and reduced exposure to civil liability. All three positions in the Victims Assistance Unit are fully staffed and partially funded by a three year grant from the Victims of Crime Act, Victims Assistance Program. There was an increase to the grant award amounts from the Arizona Department of Homeland Security and the Governor’s Office of Highway Safety. Donations were received from the Peoria Police Citizen’s Academy Alumni to purchase and train Peoria Police Department’s new Explosive Ordinance Device (EOD) Canine. Even in a pandemic, the Department found a way to give back to the community. This year’s annual ShopWith-A-Cop event was a drive-thru edition, held in Centennial Park, providing gifts to over 50 deserving kids in the community. • • AZ Criminal Justice Commission (ACJC) Grant for $38,820 for purchasing of equipment and software to allow critical work to continue remotely and for purchasing of biohazard cleaning services to Department stations and vehicles. Judge Advocate General (JAG) Grant for $82,866 for funding overtime costs due to increased staffing demands; purchasing of equipment and software to allow critical work to continue remotely; purchasing of an emergency traffic sign to increase public information dissemination and the purchasing of personal protective equipment and biohazard cleaning services. Covid Relief Grant Funding is expected to be spent by end of FY21. • 194 Spring Training for 2020 was cancelled early, resulting in reduced expense of Special Event overtime for the Department. Administration LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 1:45 5:23 1:35 5:24 1:37 5:36 1:35 5:25 296 213 264 146 259 154 278 176 UCR Part I crimes per 1,000 residents (CY) - Violent Crimes (CY) - Property Crimes (CY) 2.3 18.2 2.5 14.6 ** ** % of UCR Part I crimes cleared (CY) 24.0% 25.5% ** ** PERFORMANCE MEASURES 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) ** Federal mandate required NIBRS(National Incident-Based Reporting System) reporting to replace Uniform Crime Reporting (UCR) reporting as of January 1, 2021. Data reporting is too new to be able to provide an estimate at this time. Updated statistics will be provided at a future date. 195 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. • • • • • ACCOMPLISHMENTS BUDGET NOTES • • • • • • Operations Functions Management Functions Administrative Support Crime Analysis Provide Strategic Planning Information The COVID-19 pandemic affected the Police Department’s Operation’s Division in the following way: Redistributed Patrol resources to allocate calls for police service more equitably by incorporating a mid-shift to complement shifts 1 and 2 Patrol officers Modernized the Police Field-Training Program to combine adult learning techniques with more detailed objectives and higher standards of training Upgraded Body Worn Camera technology to simplify use and streamline interface with police reporting systems Upgraded Mobile Data Computers in Patrol Vehicles to a more user-friendly model Incorporated an optional non-magnifying reflector sight to handguns carried by patrol officers to provide better tracking and accuracy Implementation of the Off Highway Vehicle (OHV) Education and Enforcement program to address off-road vehicles in unimproved areas utilizing a grant from Arizona State Land D • Officers were provided with instructions on best practices to keep themselves safe while continuing to perform their patrol duties. Officers were provided with PPE (Personal Protective Equipment) as well as directed to respond to non-emergency calls for service by telephone whenever possible. Officers were also advised to contact subjects outside and to maintain social distancing when possible. When making an arrest, Officers were instructed to use PPE and disinfect patrol vehicle after transport. • Additionally, officers were instructed on decontamination procedure and resources should they be exposed to COVID in the course of performing their duties. Officers were given special leave to facilitate quarantine if necessary. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 196 Operations Support PURPOSE • The Operations Support Bureau oversees Criminal Investigations, Special Operations Section and the Special Enforcement Section. 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 Section is responsible for the School Resource Officer Program, traffic enforcement, accident investigation and reconstruction, and Crisis Intervention Team (CIT)/Misdemeanor Repeat Offender Program (MROP). Finally, the Special Enforcement Section covers the Special Assignment Unit (SWAT), the Canine Unit, and Narcotics Investigations. • 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. This was accomplished with COVID safety protocols in place and made possible by a grant funded through the Edward Byrne Memorial Justice Assistance Grant. Total traffic accidents reduced by over 18.5% (over 650) from the prior year Total number of DUI’s down 22% from prior year Addition of the Department’s first Explosive Ordinance Device (EOD) Canine which allows the department to complete security sweeps for all major events including MLB, Large City Events, etc. Prior to having this canine, the department had to depend on other cities to complete the EOD security sweeps. This canine is dual purpose so when not focusing on EOD concerns he is assigned to patrol. Addition of the first School Resource Officer (SRO) for Peoria Accelerated High School In February a Motorcycle Safety Event was held, instructing 28 riders in motorcycle safety. The registration was free, made possible by a grant from the Governor’s Office of Highway Safety. DRE/HGN Instructor School - DRE (Drug Recognition Expert) provides specific training for officers to identify and recognize driver impairment specific to narcotics. HGN (Horizontal Gaze Nystagmus) is a field sobriety test that identifies an individual’s approximate blood alcohol level. These specific trainings are outside of an officer’s basic training and require a specific certification. Funding from the Governor’s Office of Highway safety has been provided to allow the Police Department to put on DRE/HGN training. Over the last year, the Peoria Police Department hosted and provided training for officers from almost every law enforcement agency in Maricopa County. INITIATIVES • • • • • • • • • • • • • 197 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 CIT/MROP Homeless Outreach Street Racing Taskforce with Phoenix Police Department Officer Peer Support Program Operations Support BUDGET NOTES The COVID-19 pandemic affected the Police Department Operation’s Division in the following ways: • There was a reduction of the amount of vehicles on the roadways with more people working from home and students going to virtual learning. This could correlate to the reduction in DUI’s and accidents. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 198 Management Services PURPOSE INITIATIVES The Management Services Division provides operating support to the Police Department. Staff completes assignments in: • • • • • Administrative Services Personnel and Training 9-1-1 Communications Community Services • ACCOMPLISHMENTS • • • • • • The Records Unit completed the transition from Uniform Crime Reporting (UCR) to National Incident-Based Reporting System (NIBRS). Beginning January 2021, improved crime data collection and reporting meets the federal mandate. The Communications Section began using Kronos Telestaff personnel scheduling software. This results in improved coordination, especially to fill shift vacancies for the 24/7 operation. Personnel & Training have maintained an elevated rate of on-boarding new employees. Quality candidates were selected and vacancy levels have been greatly reduced. The Training Unit was reorganized with the addition of one training officer and a new civilian instructor. Staff is using computer systems to provide training through a variety of means that are easier to access. 9-1-1 Communications upgraded to Rapid SOS computer software. Citizens create a health profile, which first responders can access during a medical emergency. The Community Services Section continues to strive for safer apartment complexes and manufactured housing through the Crime Free Multi-Housing Program (CFMHP). Crime Prevention through Environmental Design (CPTEDs), which are phase II of the program, have been completed at 90% of the participating properties throughout the city. • • 199 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. Personnel and Training Services is responsible for recruitment and background investigations, firearms training and weapons inventory and Police personnel training. Communications (911 Call Center) is responsible for answering and dispatching calls for service and processing warrants in the computer aided dispatch system. Community Services 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. Management Services BUDGET NOTES The Property Unit is assessing their increased workload and future storage needs. A rise in items managed occurred over the last year. The COVID-19 pandemic affected the Management Services Division in the following ways: • • • • Department volunteers, youth program and Citizen’s Academy programs were temporarily placed on hold. Special police events such as the Animal Control spay and neuter clinic were postponed. The 9-1-1 Communications center is a 24-hour essential service and extra cleaning precautions were implemented to ensure safety and minimize staff exposure. The pandemic created unique technology challenges for the department. Working remotely for administrative staff has proved effective, however due to the sensitive nature of the department’s dayto-day business, unique technology challenges arose. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 200 Operating Budget Summary Public Works Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Personal Services Contractual Services $11,998,550 $21,606,224 $13,405,630 $22,245,460 $14,829,652 $24,942,575 $14,830,302 $23,255,169 $15,195,019 $26,616,171 Commodities $4,455,184 $4,586,503 $5,194,782 $5,306,801 $5,293,119 1.89% Capital Outlay $5,234,252 $3,266,198 $8,033,928 $8,293,406 $4,185,907 -47.90% $43,294,210 $43,503,791 $53,000,937 $51,685,678 $51,290,216 -3.23% FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Total Expenditures Expenditures by Division Public Works Administration Pct Chg 2.46% 6.71% Pct Chg $638,793 $685,218 $811,788 $811,788 $696,345 -14.22% Commercial Front Load $1,693,107 $1,686,444 $1,904,617 $1,904,617 $1,931,536 1.41% Commercial Roll-Off $574,565 $573,437 $616,810 $616,810 $608,422 -1.36% Solid Waste Admin $624,214 $631,454 $803,291 $880,865 $784,494 -2.34% Residential Collection $7,247,677 $6,917,628 $8,536,458 $8,536,458 $8,993,681 5.36% Residential Recycling $2,441,610 $2,921,621 $3,028,660 $3,028,660 $3,982,037 31.48% Solid Waste Environmental $481,134 $531,513 $686,764 $609,190 $736,246 7.21% Solid Waste Eqt Reserve $1,663,986 $1,042,728 $2,553,400 $2,553,400 $901,000 -64.71% $934,041 $1,113,825 $1,302,427 $1,301,887 $1,388,116 6.58% Fleet Maintenance $5,124,278 $5,427,169 $6,077,115 $6,077,115 $6,226,512 2.46% Fleet Reserve $2,035,091 $1,893,827 $3,487,963 $3,487,963 $2,594,338 -25.62% Streets/Transit Equipment Reserve $126,495 $104,019 $1,369,500 $1,369,500 $586,090 -57.20% Facilities Admin $437,435 $367,268 $345,365 $345,365 $369,516 6.99% Daytime Facility Services $1,617,219 $1,850,571 $2,144,432 $2,144,432 $2,202,830 2.72% Nighttime Facilities Services $755,116 $862,812 $925,957 $925,957 $957,615 3.42% Utility Management $952,004 $872,440 $992,761 $992,761 $927,379 -6.59% Drainage Systems Operations Facilities Operating Projects Technical Operations $545,742 $661,284 $786,651 $714,942 $648,436 -17.57% $1,562,511 $1,785,047 $1,623,793 $1,623,793 $1,711,739 5.42% $954,596 $995,521 $1,016,872 $1,016,872 $1,166,854 14.75% Signs And Striping $1,082,205 $1,092,172 $1,281,774 $1,281,774 $1,249,721 -2.50% Traffic Signal Maintenance $2,767,300 $2,997,901 $3,080,559 $3,077,549 $3,102,521 0.71% Street Maintenance $3,165,630 $3,077,596 $3,330,903 $3,330,903 $3,450,218 3.58% Sweeper Operations $845,280 $899,334 $965,078 $965,078 $963,112 -0.20% Streets Admin $5,024,179 $4,512,962 $5,327,999 $4,087,999 $5,111,458 -4.06% $43,294,210 $43,503,791 $53,000,937 $51,685,678 $51,290,216 -3.23% Staffing by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Public Works Administration Commercial Front Load 3.00 5.10 3.00 5.10 3.00 5.10 3.00 5.10 3.00 5.10 0.00% 0.00% Commercial Roll-Off 2.10 2.10 2.10 2.10 2.10 0.00% Solid Waste Admin 4.00 4.00 4.00 3.00 3.00 -25.00% Residential Collection 31.05 32.80 32.80 32.80 33.80 3.05% Residential Recycling 13.00 13.00 13.00 13.00 13.00 0.00% Solid Waste Environmental 3.00 4.00 4.00 5.00 5.00 25.00% Transit Division Total Expenditures 201 Operating Budget Summary Public Works Drainage Systems Operations 4.20 4.20 4.20 4.20 4.20 Fleet Maintenance 14.00 14.00 14.00 14.00 14.00 0.00% 0.00% Facilities Admin 3.00 3.00 3.00 2.00 2.00 -33.33% Daytime Facility Services Nighttime Facilities Services 11.00 10.75 11.00 10.75 11.00 10.75 11.00 10.75 11.00 10.75 0.00% 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 7.00 16.67% Street Maintenance Sweeper Operations 16.00 4.00 16.00 5.00 16.00 5.00 16.00 5.00 16.00 5.00 0.00% 0.00% Transit Division 9.50 9.50 9.50 9.50 10.50 10.53% Total Staffing 165.50 169.25 169.25 168.25 171.25 1.18% 202 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 Public Works delivered numerous uninterrupted essential services throughout the Coronavirus Pandemic of 2020 and 2021. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART PUBLIC WORKS ADMINISTRATION Facilties Fleet Solid Waste Streets Transit Facilities Maintenance AM AM Maintenance Commercial Trash Signal & Street Light Maintenance Dial-A-Ride Facilties Maintenance PM PM Maintenance Recycle & Bulk Trash Street Maintenance POGO Facilities Technical Operations Residential Trash Sweeper, Drainage System Operations, Signs & Striping Fixed Route Construction Environmental Services & Inspectors 203 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 • • • • • • Installed and implemented Routeware as a pilot on 10 collection vehicles – Route ware is a routing and fleet optimization software. Secured a grant with The Recycling Partnership to test a “blue lid” pilot program. Recycle containers will be outfitted with blue lids (recognized standard color for recycling) in an attempt to reduce recycling contamination. Implemented a green waste recycling pilot program. Selected bulk trash zones known to generate large amounts of foliage. Collected seven tons of green waste from the initial zone (Olive Farms). Collaborated with Community Engagements to assist residents with the cleanup of the Varney area. The division collected concrete and tires during the event - items not usually allowed during regular bulk trash collection. Worked with ASU Project Cities to explore textile and Styrofoam recycling possibilities. • Install and implement the entire solid waste fleet with 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% Evaluate green waste recycling program to determine whether it is a program that will be a permanent option for city residents BUDGET NOTES Although many in the division had to quarantine due to COVID-19 and exposure, operations still continued as normal. Through the occasional help of staff from Streets Department and careful planning, service levels were maintained. Residential tonnage saw an increase, while commercial tonnage experienced a decrease. Glendale Landfill fees will increase from $27 to $29 per ton. Recycling will have its own expenditure line item for first time in FY22 Budget. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY2019 Actual FY2020 Estimate FY2021 Target FY2022 Number of residential households collected 58,786 60,108 61,408 62,708 Number of bulk trash homes serviced 30,235 38,933 45,444 45,000 Tons of recycled material collected 16,125 16,047 15,879 16,500 204 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 as one of Government Fleet Magazine’s Leading Fleets for the second consecutive year and as NAFA Fleet Solutions The 100 Best Fleets for the third consecutive year Sixth consecutive year as an ASE Blue Seal of Excellence facility 5,369 work orders opened on more than 655 different pieces of equipment accomplished by 15,294 labor hours. This work included 1,428 PM’s. Managed the facilities, product, and record keeping to dispense 757,341 gallons of fuel Specify, order, register, and perform ‘in service’ work on 76 vehicles/equipment with an acquisition cost of $5,114,547 • 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 and training for Advanced Driver Assistance Systems (ADAS) diagnostic software and hardware Investigate opportunities for electric vehicle integration into the fleet as well as the needed infrastructure to support them BUDGET NOTES Crude oil prices are forecast to rise from $45 to $65 a barrel by the 3rd quarter of 2021 Pandemic impacts include: • • • Seven vehicles retained from resale to allow for social distancing with operational costs of $10,073 Over 70 vehicles treated for COVID; specific treatment products totaled $4300 Budget adjusted to properly fund hydraulic hose replacement program LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual Estimate Target FY 2020 FY 2021 FY 2022 77 76 75 70 95 95 96 90 Actual FY 2018 Actual FY 2019 % of repairs with one-day turn around 76 % of Fleet Available 96 PERFORMANCE MEASURES 205 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 • • • • • Funded PCPA roof replacement from savings garnered by re-utilizing materials in Tech Center roof replacement CIP saving over $240,000 Replaced over 110,000 square feet of carpet for the Sunrise Library, City Hall Pine Room, Public Safety Administration Building, Technology Center, Pinnacle Peak Police Station, and Community Center Installed touchless fixtures in restrooms to include touchless urinals, toilets, faucets, soap and sanitizer dispensers Designed and installed plexi-glass dividers for the Council Chambers saving over $25,000 in contract costs Completed $1.5M MOC safety and security overhaul to include; full LED exterior lighting upgrade, 100% asphalt maintenance and repairs, and refurbished storm drainage and retention basins • • • Complete facility assessment with focus on identifying facility and system lifeexpectancy to be used to prioritize future FY CIPs Outfitted City facilities with touchless ADA door operators and increased HVAC filters from MERV 8 to MERV 13 in response to COVID 19 impacts Installed Bi-polar ionization technology test location at PSAB and Fleet. Currently, working with AZOSHA on the benefits and impact to the air quality within the facilities Replace condenser on Police Evidence Freezer. Replace City Hall elevators BUDGET NOTES CARES funding was utilized to disinfect and clean areas impacted by positive COVID-19 occurrences throughout the City, expect to continue in FY22. Transferred some Parks maintenance functions (e.g. drinking fountains, lights) to Parks, Recreation and Community Facilities also with some funding. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Reduce total electricity consumed by 1% per year Maintain turnaround time benchmark on AC, plumbing and electronic work orders. Initiated FY 2019 Total Number of Work Orders Completed Actual FY 2019 Actual FY 2020 Estimate FY2021 Target FY2022 7,007,400 6,970,000 6,900,000 6,830,000 Not Tracked Yes Yes Yes 6449 5676 5000 4850 206 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 56 centerline miles of the City’s paved roads as part of our Pavement Management Program Completed the second citywide technical condition survey and learned that our pavement condition rating increased from 72 to 77 Won ISSA Pavement Preservation Agency of the Year award! Reduced residential street sweeping cycles from 8 to 6 week intervals Maintained 200 acres of basins and channels thereby increasing the level of service in Drainage System Operations including a new drywell maintenance program. Received $17,000 APS Rebate for Streetlight LED fixtures installed in the first six months of FY21 • Launch a 5-year Pavement Management Program plan to boost “rehabilitation” projects into “preservation” category thereby eliminating the worst pavement areas Double streetlight pole replacement and LED conversion goals in residential areas from $500,000 to $1M for a total of 176 anticipated streetlight replacements in FY22 Add MAG-sponsored “Smart Light Controllers” to 100 LED fixtures in various locations throughout the city as part of a pilot project to study the benefits of the technology Enhance services by adding a Lead Signal Specialist to focus on construction and reconstruction related to signal operations BUDGET NOTES Streetlight and signal electricity budget reduced by $130,000 to reflect energy savings, even with increased inventory. Pavement Management Program funding increased to accomplish maintenance of our pavement condition rating and move rehabilitation pavements (fair, marginal, poor) to the preservation category (good, very good, excellent). Increased signal renovation and replacement to complete upgrade and rehabilitation of backlogged system hardware impacted by age, exposure to elements and upgraded technology. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Average number of days to repair streetlight outage Average number of weeks to complete residential sweeping cycle Average Pavement Condition Rating Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 10 10 10 10 8 6 6 8 72 77 77 77 207 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. • • • ACCOMPLISHMENTS • • • • • Pilot tested a northern route of service on the city’s first circulator – Peoria On The Go (POGO). Created modifications for an expanded service area. Launched development of the Transit Master Plan, which will provide a framework for future transit services Demonstrated the RoboRide Autonomous Vehicle project in P83 during Spring Training Received $485,926 in federal CARES Act funds • Explore a second iteration of RoboRide Autonomous Vehicle with a medical service focus 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 Launch a new version of POGO to five different areas of Peoria in October 2021 BUDGET NOTES • • • 83rd Avenue Fixed Route approved for regional funding in FY23 Transit service was severely impacted by COVID-19. To help offset impacts from the pandemic, federal funds were allocated to transit service. Peoria will receive $219,309 in FY21 and is expected to receive additional funds for FY22. Add a Transit Support staff position LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Fixed route revenue miles of service provided 355,366 500,935 425,000 500,000 98% 98% 96% 96% Maintain 95%, or better, on-time service for DialA-Ride 208 Operating Budget Summary Water Services Expenditures by Category FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Personal Services Contractual Services $8,000,785 $25,561,177 $9,256,035 $25,892,177 $10,185,159 $28,242,761 $10,180,771 $27,855,947 $10,467,696 $29,613,328 Commodities $2,450,833 $2,501,852 $2,767,610 $2,667,362 $2,759,668 -0.29% Capital Outlay $151,886 $483,949 $892,741 $892,741 $313,000 -64.94% $36,164,681 $38,134,012 $42,088,271 $41,596,821 $43,153,692 2.53% Expenditures by Division FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Water Services-Water/Ww Admin $1,431,672 $1,256,147 $2,387,443 $2,380,943 $1,880,986 -21.21% Water Services-Operations Admin $2,184,955 $1,022,574 $0 $0 $0 NA Greenway Potbl Wtr Trt Plant $3,084,166 $2,873,750 $3,291,104 $3,231,104 $3,235,571 -1.69% $441,644 $403,917 $445,517 $443,517 $447,498 0.44% $0 $0 $0 $0 $1,459,714 NA Production Svcs $4,286,356 $4,515,182 $4,632,805 $4,622,805 $4,605,719 -0.58% Distribution Services $2,494,510 $2,994,054 $3,267,255 $3,237,255 $3,121,130 -4.47% $387,020 $457,773 $476,086 $473,086 $469,203 -1.45% Total Expenditures Quintero Treatment Plant Operational Technology Blue Staking Pct Chg 2.77% 4.85% $984 $406,890 $636,278 $630,528 $630,582 -0.90% Planning and Engineering ($37,206) $2,016,403 $2,446,366 $2,442,366 $1,585,247 -35.20% Environmental Resources $1,130,832 $502,823 $454,724 $454,724 $442,174 -2.76% Water Supply $8,322,991 $8,495,877 $9,445,833 $9,117,833 $11,188,048 18.44% $0 $0 $182 $0 $0 -100.00% $1,365,101 $1,288,245 $1,354,076 $1,344,258 $1,332,307 -1.61% $66,763 $233,325 $383,500 $383,500 $253,000 -34.03% Beardsley Water Reclamation Facility $1,643,380 $1,597,302 $1,878,066 $1,873,466 $1,781,182 -5.16% Wastewater Collection/Prevention $1,989,258 $2,221,159 $2,250,762 $2,245,762 $2,277,785 1.20% $890,184 $977,083 $1,043,016 $1,040,016 $1,060,152 1.64% Jomax Water Reclamation Facility $1,284,440 $1,295,120 $1,476,089 $1,471,489 $1,478,328 0.15% Butler Water Reclamation Facility $5,125,514 $5,363,942 $5,839,928 $5,824,928 $5,845,066 0.09% $63,438 $212,445 $379,241 $379,241 $60,000 -84.18% Sustainability & Conservation Utilities Engineering Drinking Water Environmental Wtr Eqt Reserve Wastewater Environmental Ww Eqt Reserve $8,681 $0 $0 $0 $0 $36,164,681 $38,134,012 $42,088,271 $41,596,821 $43,153,692 2.53% FY2019 Actual FY2020 Actual FY2021 Budget FY2021 Estimate FY2022 Budget Pct Chg Water Services-Water/Ww Admin 4.00 5.00 5.00 3.00 3.00 -40.00% Water Services-Operations Admin 2.00 0.00 0.00 0.00 0.00 NA Greenway Potbl Wtr Trt Plant Quintero Treatment Plant 9.60 0.40 9.60 0.40 9.60 0.40 10.60 0.40 10.60 0.40 10.42% 0.00% Operational Technology 0.00 0.00 0.00 8.00 8.00 NA Production Svcs 8.20 8.20 8.20 8.20 8.20 0.00% Distribution Services 12.55 13.55 13.55 13.55 13.55 0.00% Blue Staking 3.00 3.00 3.00 3.00 3.00 0.00% Sustainability & Conservation 2.00 2.00 2.00 2.00 2.00 0.00% BOR Water SMART R14AP00071 Total Expenditures Staffing by Division 209 NA Operating Budget Summary Water Services Planning and Engineering 11.00 12.00 12.00 5.00 5.00 -58.33% Environmental Resources 2.50 2.50 2.50 2.50 2.50 0.00% Drinking Water Environmental 6.25 6.25 6.25 6.25 6.25 0.00% Beardsley Water Reclamation Facility Wastewater Collection/Prevention 4.00 10.25 5.00 10.25 5.00 10.25 5.00 10.25 5.00 10.25 0.00% 0.00% Wastewater Environmental 5.25 5.25 5.25 5.25 5.25 0.00% Jomax Water Reclamation Facility 4.00 4.00 4.00 4.00 4.00 0.00% Butler Water Reclamation Facility 10.00 11.00 11.00 11.00 11.00 0.00% Total Staffing 95.00 98.00 98.00 98.00 98.00 0.00% 210 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. 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 211 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 BUDGET NOTES • All operations have continued as normal during the pandemic. Some administration staff have been partially working remotely. Services have continued seamlessly. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 212 Water Treatment Plants PURPOSE INITIATIVES This Water Treatment Plant Division maintains and operates the Greenway and Quintero Water Treatment Plants. The Greenway Water Treatment Plant treats surface water from the Salt 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 storage reservoirs, and the pumping stations that delivers the water. In addition, the 24-hour water control room is located at the Greenway Water Treatment Plant. The Quintero water treatment plant supplies water to the Quintero community located in the far northwest portion of Peoria. • • • • • • • • ACCOMPLISHMENTS • • • • • The current expansion of the Pyramid Peak Water Treatment Plant is underway and expected to be complete in 2021. This will increase the current City of Peoria Capacity at this facility from 11 MGD to 24 MGD. Pilot testing of Nano-Bubble technology for the control of algae growth within the treatment plant has been extended due to its success in removing algae Continued integration of operational goals for maintaining compliance with Arizona Department of Environmental Quality for the treatment of surface water Maintained compliance status with OSHA Process Safety Management requirements Operate and maintain the Greenway and Quintero water treatment plants Adjust treatment processes utilizing results from water process control testing. Optimize treatment processes to increase treatment efficiency Maintain and monitor SCADA Maintain buildings & grounds Develop and update standard operating procedures as needed Maintain certification with the American Public Works Association Deliver operating initiatives and Effective Utility Management Practices Maintain efficient asset management of all plant equipment BUDGET NOTES The annual cost per thousand gallons treated is $0.68 at the Greenway Water Treatment Plant. Greenway and Quintero Water Treatment Plants are both on track for FY21 financially and budget expenditures are expected to be within 3% of the budget targets. Capital Improvement Projects are on schedule and anticipated to be completed by end of the budgeted period. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Total million gallons treated 6,590 6,560 6,570 6,570 Water treatment plants cost per 1,000 gallons $0.48 $0.68 $0.68 $0.68 PERFORMANCE MEASURES 213 Water Production Services PURPOSE INITIATIVES The Water Production division is responsible for the operation, maintenance and repair of all wells, reservoirs, booster pumps and pressure reducing stations. • • • ACCOMPLISHMENTS • • • • • Maintain an adequate supply of potable drinking water Rehabilitation of the Vistancia W402 well site Annual chlorine system preventative maintenance program performed on 28 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 chlorine disinfection systems Regulatory compliance and customer service Monitoring and control of the SCADA system 150lb chlorine cylinder replacement BUDGET NOTES • • • • • Increased expenses resulted from the purchase of PPE such as masks, hand sanitizer, gloves, and disinfectant wipes due to the COVID-19 pandemic The division purchased bags of ice for staff. The Public Works shared ice station was shut down due to COVID-19. A modified work schedule was implemented to separate crews in order to social distance Personnel utilized trucks and cellular hotspots as mobile offices Performed weekly meetings in the field to keep management and crews connected during the pandemic LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Annual chlorine preventative maintenance program for 23 in-service wells 100% 100% 100% 100% Rehabilitate 10% of operating wells yearly 10% 5% 13% 10 Tank Cleaning and Inspection Program: Clean and Inspect 25% of in-service tanks yearly 27% 27% 18% 25% PERFORMANCE MEASURES 214 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 section ensures efficient and reliable delivery of potable water to our customers and maintains adequate pressure and flow for fire-fighting purposes. • BUDGET NOTES • ACCOMPLISHMENTS • • • • • • 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 flushing • Maintenance and repair of all fire hydrants in the water distribution system Exercising 20% of all 6” to 30” main line water valves in the water distribution system Responding to water main breaks with limited customer service disruptions Maintenance and repair of residential and commercial services Maintenance and repair of distribution mains Distribution completed the following repairs/replacements utilizing city staff: o Water main breaks – 43 o Water main valve replacements – 21 o Fire hydrant replacements – 29 o Fire hydrant repairs – 265 o Service line replacements – 35 o Service line repairs – 66 o Replaced 2” Steel water main with 6” Ductile Iron Pipe on Bloom Street (CIP) • 215 Increased expenses resulted from the purchase of PPE such as face masks, gloves, hand sanitizer, and disinfectant wipes in response to the COVID-19 pandemic The division purchased bags of ice for staff during the hot summer because the Public Works shared ice station was shut down due to COVID-19 Staff has had to work a modified schedule in order to social distance per CDC guidelines. Leads and Supervisors filled in as Operators when limited staff situations occurred. Water Distribution Services LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Fire hydrant maintenance program: Perform preventative maintenance on all fire hydrants in the distribution system 100% 100% 100% 100% 21% 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 216 Arizona 811 Blue Staking PURPOSE INITIATIVES The Arizona 811 Blue Stake Division provides underground utility marking services for City water, wastewater, reclaimed water, stormwater and fiber optics. • • ACCOMPLISHMENTS BUDGET NOTES • • • • • Continued compliance with the Arizona Revised statue 40-360.22 811 Law • 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 • • Locate Peoria underground utilities Respond to all blue stake requests per state statute requirements Regulatory compliance and customer service Increased expenses resulted from the purchase of PPE such as masks, hand sanitizer, gloves, and disinfectant wipes due to the COVID-19 pandemic The division purchased bags of ice for staff. The Public Works shared ice station was shut down due to COVID-19. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Number of 811 ticket requests completed from the Blue Stake Center 11,249 21,323 24,285 27,247 217 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 costeffective 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 FY21 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 Began key expansions to two water reclamation facilities Established an updated reclaimed water policy and master plan approach Improved communication systems for all water services facilities INITIATIVES • • • • • • • • Implement sustainability action plan 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 Provide engineering support Ensure robust system planning to ensure Peoria is ready for growth LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2020 Actual FY 2021 Target FY 2022 Ensure all CIP projects remain within approved budgets 100% 100% 100% 100% 218 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. • • • • • • • • BUDGET NOTES ACCOMPLISHMENTS • • Management and administration of the environmental resources division Facilitate budget review and development for the environmental resources division Order and purchase supplies and services Provide 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 Due to COVID the following operational adjustments were made: Provided administrative support to the Plant and Field Operations Divisions Provided technical guidance and support to other Water Services Department divisions and City Departments on environmental regulatory issues (e.g. municipal operations center site improvements – stormwater retention basin) • • • Some staff working from home Purchase of supplies (i.e. spray bottles, essential oils) to produce hand sanitizer Social distancing/mask wearing/limiting number of people in conference rooms LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 219 Drinking Water Environmental PURPOSE INITIATIVES The Drinking Water Environmental Division provides environmental compliance monitoring and reporting, and process control support for the city’s Water Services Operations and Engineering Divisions. • The Division conducts sample analysis and reporting for the city’s drinking water program through operation of the city’s environmental laboratory and management oversight of contract laboratories. • • • This Division is also responsible for the protection of public health through implementation and enforcement of existing backflow prevention/cross connection control city code requirements. • • ACCOMPLISHMENTS • • • • • Ensure drinking water regulatory compliance by submittal of accurate, complete, and timely compliance reports. Perform compliance, process control, and project support laboratory testing Maintain an adequately stocked and prepared certified laboratory that is capable of providing analytical support, and generating data of known quality, at all times Protect public health through the prevention of backflow & cross connection events Review plans for compliance with backflow prevention and cross connection requirements Customer service BUDGET NOTES The laboratory continues to add 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 prevention/cross connection control program to a user-based process, reducing data entry by city personnel Completed the Risk and Resilience Assessments and revised the Emergency Response Plans required by America’s Water Infrastructure Act of 2018 Prepared and published the annual Water Quality Report, aka Consumer Confidence Report (CCR) The backflow prevention/cross connection control program is now automated. Notifications are now emailed to backflow device testers and the regulated community as reminders of upcoming and overdue backflow test due dates. This will reduce the number of and length of time that backflow prevention devices remain out of compliance. Due to COVID the following operational adjustments were made: • • • • 220 The division produced hand sanitizer when it was unavailable for purchase Some staff adjusted work conditions to work from home Changes were made to the lab sample receipt process Social distancing/mask wearing Drinking Water Environmental LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Backflow inspections completed 7,034 7,926 3,884 6,668 Sampling parameters completed 7,808 10,035 10,793 11,000 PERFORMANCE MEASURES 221 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 standards and is either recharged back into the local underground aquifers or reused directly on landscape and turf areas. The Butler Water Reclamation Facility recharges approximated 100 million gallons annually into the Aquifer for its Underground Storage and Replenishment Program. It additionally provides irrigation water for an HOA, City Hall, and Pioneer Park. • The Jomax Water Reclamation Facility treats wastewater for the areas located in the Vistancia development. INITIATIVES • • • • • • • • The Beardsley Water Reclamation Facility treats wastewater for areas north of Beardsley Road and recharges 100% of the facilities reclaimed water. Completed the year with zero discharge violations at all facilities Completed 100% of all of our capital improvement projects at all of the water reclamation facilities, including new aeration blowers designed to decrease electrical power used at the facility 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 Maintain treatment process equipment Regulatory compliance Customer service Maintain building and grounds Maintain all OSHA standards BUDGET NOTES The Butler Water Reclamation Facility treats wastewater for the areas south of Beardsley Road and east of the Agua Fria. • Increased budget cost resulted from the purchase of PPE such as face masks, gloves, hand sanitizer, and disinfectant wipes due to the COVID-19 pandemic. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 Total million gallons of wastewater treated 4,500 4,797 4,800 4,800 Wastewater Reclamation Facilities cost per 1,000 gallons $1.76 $1.75 $1.80 $1.85 PERFORMANCE MEASURES 222 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) BUDGET NOTES 28 Manholes repaired on Northern Ave from 83rd Ave to 105th Ave L103, 101st & Northern Lift Station rehabilitation improvements - installation of Muffin Monster (pretreatment) and instrumentation and control upgrades L302, New Paloma Park Lift Station completed and operational in September 2020 L402, New Lift Station was completed in October 2020 • • • • Increased budget cost resulted from the purchase of PPE such as face masks, gloves, hand sanitizer, and disinfectant wipes The division purchased of bags of ice for staff. The Public Works shared ice station was shut down due to COVID-19 Two loaner vehicles were provided by Fleet Services to separate crews and allow social distancing A modified work schedule was implemented to separate crews in order to social distance LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 6 6 4 0 Sewer line Cleaning Program: Clean 20% of all sewer lines in the collection system each year 14.3% 17.08% 20% 20% Roach treatment program: Spray treatment of 33% of all manholes 55% 43% 33% 33% PERFORMANCE MEASURES 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. 223 Wastewater Environmental PURPOSE INITIATIVES The Wastewater Environmental section provides environmental compliance sampling and analysis support for the City’s wastewater and drinking water programs, compliance support and reporting for the wastewater, pretreatment, and stormwater programs and 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, and Sanitary Sewer Overflows (SSOs) in the collection system Coordinated citywide communication efforts and 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 Maricopa 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 and reporting Biosolids sampling and reporting Water reclamation sampling and reporting Industrial pretreatment regulations and reporting FOG Inspections and enforcement Review development plans Stormwater inspections, enforcement and reporting Customer service Air quality permits Outreach BUDGET NOTES Due to COVID-19 the following operational adjustments were made: • • • • Initially staggered work schedules (i.e. days, start/end times) One person per vehicle Delayed/reduced enforcement Social distancing/mask wearing LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2020 Estimate FY 2021 Target FY 2022 525 157 63 110 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. 224 Capital Improvement Program 225 Capital Improvement Program 226 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Introduction but also that the cost, scope and timing of all projects are coordinated throughout. Each year, the City of Peoria invests significant time and resources to design, construct and maintain the infrastructure and facilities needed to deliver municipal services to residents and businesses. Because of the high costs associated with building and maintaining capital assets, the city must carefully balance the need for such assets with our requirements to sustain a strong financial position. This is accomplished through the Capital Improvement Program (CIP) – a 10year plan for addressing present and future infrastructure needs. Coordinating the timing of different projects in the same area is particularly important, since it helps us to minimize service disruptions. 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. 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 2022 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. Green bike lanes provide visible and designated areas for bicyclists to share Peoria’s roadways 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, Liberty Neighborhood Park with its lush turf and kidfriendly playground shielded from the Sun 227 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program At the discretion of the City Council, new projects can even be added to the capital budget after it has been adopted. The 10-year Capital Improvement Program totals $835,641,964. For FY 2022 alone, budgeted capital projects total $241,886,630. This document provides detailed information about each project in the CIP, including scope, schedule, project costs, funding sources and future operating costs. It is intended to be a communication device, informing stakeholders of the city’s plans for capital investment. • The city’s objective is to incorporate “Pay-AsYou-Go” funding (using available cash resources) in the annual Capital Improvement Program. This will supplement funding from other sources such as IGAs, bonds, impact fees and grants (8.05). • When current revenues or resources are available for capital improvement projects, consideration will be given first to those capital assets with the shortest useful life and/or to those capital assets whose nature makes them comparatively more difficult to finance with bonds or lease financing (8.06). 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). The newly widened Happy Valley Parkway from Loop 303 to Lake Pleasant Parkway 228 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program CIP Development Process 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 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 2022-2031 CIP BY FUNDING SOURCE 10-Year Total Pct. of Total Enterprise – Operating $183,675,412 22% G.O. Bonds $232,246,324 27% Governmental - Operating $86,847,168 10% Impact Fees $106,748,919 13% Other Capital $2,535,336 1% Outside Sources $20,375,034 2% Revenue Bonds $130,502,723 16% Transportation Sales Tax $72,711,048 9% $835,641,964 100% 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 229 City of Peoria FY 2022 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, after which 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. 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, Art sculptures nestle along Peoria’s reclaimed water pond at the newly constructed Paloma Community Park 230 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Programming Projects in the CIP Specific projects in these broad categories spring from long-range plans, City Council goals and priorities, and staff recommendations. Long-range planning is critical to ensuring a sustainable future for the City of Peoria. Planning efforts such as those encompassed by the City’s General Plan and the various master plans (for parks, trails, streets, water, wastewater, etc.) provide helpful guidance to departments in identifying and prioritizing capital projects. Specific sections of the General Plan, such as the Circulation Element, tie directly with the CIP, as do each of the master plans. As such, the CIP is one of the mechanisms by which long-range plans become reality. Capital improvements are the “bricks and mortar” from which the City of Peoria delivers services to residents and businesses within its borders. FY 2022-2031 CIP BY PROJECT TYPE Project Type 10-Year Total Pct. of Total Drainage $39,362,869 5% Economic Development $9,317,809 1% Operational Facilities $44,347,433 5% Parks & Recreation $142,510,631 17% Public Safety $25,220,399 3% Streets & Traffic Control $194,896,388 23% Wastewater $162,671,600 20% Water $217,314,835 26% Total $835,641,964 100% The goals and priorities of the City Council are another key source of capital projects. Many of the projects in the CIP, particularly those that benefit a specific neighborhood or area, come directly from the communication of concerned citizens with their elected representatives. The City Council’s Policy Goals provide near-term direction to city staff. The Live Peoria Goals for fiscal year 2022 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: 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, such as the extension of reclaimed water to Paloma Park, renovations to the Main Library, construction of a new segment of Jomax Road from Vistancia Blvd to the Loop 303, and the expansion of the Pyramid Peak Water Treatment Plant. Other notable projects in the CIP include the second phase of Paloma Community Park, trail system improvements, regional drainage improvements at 67th and Pinnacle Peak Road, a new fire station in northern Peoria, a planned replacement of the aging fleet building, expansions of the Beardsley and Jomax plants, • Office buildings, police and fire stations, court facilities, libraries, and recreation centers. • Parks, trails, open space, right-of-way landscaping, and sports facilities. • Roads, bridges, sidewalks, street lights, traffic signals, and sound walls. • Storm drains, channels, retention basins, and drywells. • Water and wastewater treatment plants, pipes, storage facilities, and pump stations. • Information technology infrastructure major software applications. and 231 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program provide shade structures along major arterials with bus transit routes. 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 (covered basketball court), fall surfacing, and lighting repairs to existing facility. and further expansion of reclaimed water infrastructure. Construction of the first phase of Paloma Community Park is complete in northern Peoria. The second phase of the park is underway. In addition, a new Recreation Center will be designed and constructed thereafter, which will provide similar amenities Peoria residents enjoy at Rio Vista Community Park. In addition, the FY 2022 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. 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. 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. The City continues to implement water conservation policies and sustainability measures to protect Peoria’s water sources long into the Old Town Streetscape contemplates design and construction of identity creation improvements for Old Town, including primary entry identification signage, wayfinding signage, landscaping, pedestrian and/or visibility enhancements. The Pedestrian and Shade Initiative recommended ways to address non-motorized safety issues and create safer, better-connected walking networks shielded from the Arizona sun. As a result, Shade Improvement projects will The Park & Ride in Old Town Peoria uses permeable pavement—a sustainable material 232 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program 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. 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. Impacts on the Operating Budget Inspection and rehabilitation of trunk sewer lines around the city will ensure continuous and reliable service. 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, 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 Stadium Point Multi-Use Path project will continue constructing missing connections to the city of Glendale (at 73rd Avenue) and crucial connections into the Peoria Sports Complex and P83 Entertainment District. The Bus Stop Improvement Program supports the City’s existing transit network, including Peoria On The Go (POGO) 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. Jomax Road Improvements is constructing additional roadway from Vistancia Boulevard to the Loop 303 for increased connectivity. This will include new pavement, striping and signage, traffic signal, street lighting, sidewalk, landscape and irrigation. 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 continue the multi-year Water Meter Replacement Program to replace aging customer water meters that have reached the end Artwork of an owl peeking out of a saguaro cactus on the Happy Valley Parkway Bridge 233 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program 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. Fire Station No. 2 Dorm Expansion included additional space for a vehicle bay OPERATING IMPACTS BY PROJECT TYPE Project Type FY2023 FY2024 Drainage $50,411 $104,411 $104,411 $104,411 $133,711 Economic Development $40,000 $40,000 $40,000 $40,000 $40,000 Operational Facilities $104,150 $106,569 $109,000 $111,444 $113,901 Parks & Recreation $317,065 $870,521 $867,452 $1,044,668 $1,249,152 Public Safety $58,000 $93,900 $100,940 $100,940 $100,940 Streets & Traffic Control $433,830 $521,100 $656,265 $667,725 $689,065 $0 $5,400 $6,300 $182,600 $182,600 $1,003,456 $1,741,901 $1,884,368 $2,251,788 $2,509,369 Water & Wastewater Total FY2022 234 FY2025 FY2026 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Financing the CIP The Capital Improvement Program for fiscal years 2022-2031 is a $835,641,964 million investment in 227 different capital projects over the next 10 years. The program represents a significant investment of city resources in infrastructure, facilities, and recreational assets, and is designed to address the highest priority needs of the community. It is both financially feasible and can be accomplished within the suggested time frame. The 10-year plan relies on several major revenue sources to finance capital projects. The use of these funding sources is governed not only by federal and state law, but also by the city’s own Principals of Sound Financial Management. Funding for many of the projects in the CIP comes from more than one source. For example, a single roadway project might be funded with general obligation bonds, impact fees, transportation sales tax, and federal transportation funds. Paloma Community Park is financed by General Obligation Bonds 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 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 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 235 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program are derived from ad valorum (property) tax revenue of the city (11.07a). • The target for the maturity of general obligation bonds will typically be between 20 and 30 years. The target for the “average weighted maturities” for general obligation bonds of the city will be 12.5 years (11.07b). • Generally, the city will structure general obligation bond issues to create level debt service payments over the life of the issue (11.07c). • • A welcoming rest station along the New River Trail Debt supported by the city’s general fund will not exceed 10 percent of the annual general fund revenues (11.07d). Secondary property tax rates will be determined each year as part of the budgetary process (pursuant to state law) to pay the necessary debt service payments of general obligation bonds currently outstanding or expected to be issued within the fiscal year (11.07e). • 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). 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 The inside of the Arrowhead Shores water reservoir during its rehabilitation 236 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program assessment ratio (varies by property class). Thus, Peoria’s secondary assessed valuation is the sum of the secondary assessed valuation of all properties within the incorporated area of Peoria. The city’s secondary property tax levy, then, is the secondary assessed valuation multiplied by the secondary property tax rate, which is $1.15 per $100 of assessed valuation. For FY 2022, Peoria’s secondary assessed valuation is $1.8 billion and the secondary levy is $20.5 million. 2,000 1,500 1,000 FY25 FY23 0 FY21 500 FY19 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. 2,500 FY17 Dollars (in Millions) HISTORIC AND PROJECTED ASSESSED VALUATION General Obligation Debt Limitations. The Arizona Constitution limits a city’s bonded 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. An iridescent artwork—Blooming Spire—overlooks the Four Corners in Northern Peoria 237 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Voter Authorization. Regardless of whether or not the city has available revenues or constitutional capacity to issue and pay for new bonds, the city must have authorization from the voters through a citywide bond referendum in order to issue G.O. bonds for capital projects. Peoria voters have authorized the use of bonds for various capital needs in bond elections held in 1985, March 1990, September 1994, September 1996, September 2000, May 2005, and November 2008. In the most recent bond election, held November 4, 2008, voters authorized the use of $378 million in bonds in three categories: Streets, Bridges, Traffic Control and Transportation, and Drainage ($277 million); Public Safety, Technology, and Municipal Operations ($60 million); and Parks, Recreation, and Trails ($41 million). Revenue Bonds The city uses revenue bonds to support major capital improvements in its water and wastewater systems. Revenue bonds are secured by water and wastewater utility rate revenues rather than the full faith and credit of the city. As such, revenue bonds typically carry a slightly higher interest rate than general obligation bonds. Like G.O. bonds, revenue bond-funded projects can only be undertaken if they have voter authorization from a citywide bond referendum. There are no legal or statutory limits on the amount of revenue bonds that may be issued. However, there are other constraints that limit the amount of revenue bonds that city can sell. 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 Water Infrastructure Finance Authority (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 2022, Peoria will levy a $0.29 primary property tax rate and $1.15 secondary property tax rate per $100 of assessed valuation. 238 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Municipal Development Authority Bonds Peoria Center for the Performing Arts. These bonds are being repaid with the city’s half-cent sales tax revenues and, in the case of the theater, with the one percent charge to capital projects for public art. In February 2008, the MDA issued $47 million for the construction of the missing segment of Happy Valley Road from 91st Avenue to Terramar Boulevard and for the widening of 83rd Avenue from Williams Road to Calle Lejos. These bonds are being repaid with the city’s transportation sales tax revenues. For certain projects, the city uses bonds issued by the non-profit Peoria Municipal Development Authority to pay for capital improvements. MDA bonds are secured by the city’s excise tax and other undesignated revenues. The use of property taxes for this purpose is specifically prohibited. MDA bonds typically carry a higher interest rate than general obligation bonds, but they are advantageous in that they are not subject to constitutional debt limits or coverage ratios and they do not require voter approval. Development Impact Fees 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 Seattle Mariners’ clubhouse was 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 lease-rental 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 construction of the 239 City of Peoria FY 2022 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 onetime, 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. (FCDMC), the Maricopa County Department of Transportation (MCDOT), the Arizona Department of Transportation (ADOT), and other agencies. The Development and Engineering, Public Works, Water Services, and 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 pass-through 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 Agua Fria Booster Station was financed with development impact fees Grant and Intergovernmental Revenues 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- 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 240 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program interest WIFA loans for the ongoing expansion of the Pyramid Peak Water Treatment Plant. the Northern Parkway, Deer Valley Road from 109th Avenue to Lake Pleasant Parkway, and Thunderbird Road Bus Stop Replacements. 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 23-member 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 threetenths 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. Shade sails along Peoria Avenue were funded by way of the Transportation Sales Tax 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 city-wide, and future bus stop improvements. Other projects that have been funded at least partially with this source include 241 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program County Transportation Sales Tax (Prop. 400 Reimbursements) Valley Road from Lake Pleasant Parkway to Loop 303 ($1.9 million) and Jomax Road from Vistancia Boulevard to Loop 303 ($5.0 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 20year 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 $92.3 million in ALCP reimbursements for the following projects: Lake Pleasant Parkway ($42.67 million), Happy Valley Road ($20.63 million), 75th Avenue and Thunderbird Road Intersection Improvements ($1.89 million), Beardsley Rd from the Loop 101 to 83rd Ave & Lake Pleasant Parkway ($6.13 million), the Loop 101 Beardsley Road to Union Hills Drive ($10.85 million), 83rd Avenue from Butler Drive to Mountain View Road ($3.23 million), Happy Along 83rd Avenue, an inviting entry monument welcomes Peoria citizens and visitors 242 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2022-2031 Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $9,254,789 $558,554 $0 $0 $0 $0 $9,813,343 $744,741 $0 $0 $0 $0 $0 $744,741 1210 - Half Cent Fund $1,617,863 $2,466,700 $0 $0 $0 $0 $4,084,563 1900 - Econ Dev Fund $3,533,894 $0 $0 $0 $0 $0 $3,533,894 1970 - Municipal Asset Reserve $2,624,593 $540,430 $0 $0 $0 $0 $3,165,023 2004 - AZSTA - Sports Complex Improvement $2,010,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $6,010,000 2050 - Water Fund $26,541,082 $9,400,450 $14,583,403 $18,580,025 $8,193,875 $32,951,460 $110,250,295 2161 - Water Expansion $478,258 $0 $0 $0 $0 $0 $478,258 2162 - Water Expansion $1,191,160 $0 $0 $0 $0 $0 $1,191,160 2163 - Water Expansion $1,354,313 $64,353 $333,250 $500,000 $909,000 $58,398 $3,219,314 2164 - Water Expansion $4,314,775 $0 $0 $0 $0 $0 $4,314,775 2165 - Water Expansion $5,345,734 $115,483 $5,600,000 $3,090,500 $3,040,000 $5,098,500 $22,290,217 2166 - Water Expansion $3,231,574 $630,547 $2,323,000 $200,000 $1,943,500 $4,350,702 $12,679,323 2167 - Water Resource $0 $0 $1,850,000 $560,000 $530,000 $980,000 $3,920,000 2222 - W/S Rev Bonds (Wtr) $12,676,064 $0 $7,241,700 $0 $0 $16,160,001 $36,077,765 2271 - WIFA Revenue Bonds $21,920,680 $0 $0 $0 $0 $0 $21,920,680 2272 - WIFA Loan $1,841,410 $0 $0 $0 $0 $0 $1,841,410 $0 $0 $1,322,500 $6,060,000 $16,160,000 $31,691,378 $55,233,878 2400 - Wastewater Fund $19,828,737 $10,631,324 $4,474,103 $4,878,000 $3,946,125 $19,150,937 $62,909,226 2453 - Prp W/S Rev Bonds 2003 (WW) $5,036,089 $0 $2,413,900 $0 $0 $7,979,001 $15,428,990 2506 - Wastewater Expansion $6,420,462 $29,500 $2,419,200 $0 $0 $149,103 $9,018,265 2507 - Wastewater Expansion $3,796,640 $890,859 $0 $0 $0 $193,058 $4,880,557 2509 - Wastewater Expansion $1,201,485 $0 $0 $0 $0 $0 $1,201,485 2590 - Commercial Solid Waste $23,989 $0 $499,593 $0 $0 $227,000 $750,582 2600 - Residential Solid Waste $80,872 $0 $3,201,437 $0 $0 $473,000 $3,755,309 2700 - Stormwater Fund $5,000 $0 $0 $0 $0 $70,000 $75,000 $853,239 $254,000 $0 $0 $0 $0 $1,107,239 4150 - Non-Bond Capital $589,917 $0 $0 $0 $0 $0 $589,917 4253 - GO Bonds 2019 $1,452,931 $0 $0 $0 $0 $0 $1,452,931 4254 - Future GO Bonds $54,986,667 $41,451,894 $26,141,219 $27,986,227 $20,711,154 $59,516,232 $230,793,393 4550 - Other Capital $1,945,419 $0 $0 $0 $0 $0 $1,945,419 4810 - Outside Sources $6,340,604 $12,086,699 $746,731 $100,000 $1,101,000 $0 $20,375,034 7000 - Highway User Fund $10,850,038 $5,093,150 $6,531,472 $5,792,813 $5,993,581 $30,062,311 $64,323,365 7003 - DIF - Streets Central $3,524,592 $7,553,200 $345,200 $2,665,300 $3,861,000 $1,197,200 $19,146,492 7006 - DIF - Streets North $5,489,174 $0 $0 $0 $0 $0 $5,489,174 7010 - Transportation Sales Tax $17,962,239 $6,759,493 $5,612,549 $10,199,980 $6,652,663 $25,524,124 $72,711,048 $0 $9,000 $0 $0 $0 $9,000 $18,000 1000 - General Fund 1111 - Percent for the Arts 2273 - Future WIFA Revenue Bonds 3400 - IT Reserve 7932 - DIF - Law Enf 243 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2022-2031 Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total 7935 - DIF - Fire $62,825 $0 $0 $0 $0 $0 $62,825 7937 - DIF - Fire $1,749,773 $9,000 $0 $2,013,748 $7,798,545 $9,000 $11,580,066 7942 - DIF - Parks Zn 2 $1,005,008 $0 $0 $0 $0 $0 $1,005,008 7943 - DIF - Parks Zn 3 $0 $72,665 $3,000,000 $0 $0 $9,000 $3,081,665 7944 - DIF - Parks Zn 1 $0 $112,235 $0 $0 $0 $9,000 $121,235 7945 - DIF - Parks Zn 2 $0 $42,100 $0 $0 $0 $3,009,000 $3,051,100 $241,886,630 $99,771,636 $89,639,257 $83,626,593 $81,840,443 $238,877,405 $835,641,964 Total 244 City of Peoria FY 2022 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 affects the effective drainage of these flows, driving the need for drainage infrastructure. The city collaborates 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 collaborated 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 - $39,362,869 $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 FY22 FY23 FY24 FY25 FY26 245 FY27 FY28 FY29 FY30 FY31 Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Drainage Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 2272 - WIFA Loan $1,823,178 $0 $0 $0 $0 $0 $1,823,178 4253 - GO Bonds 2019 $95,839 $0 $0 $0 $0 $0 $95,839 4254 - Future GO Bonds $8,023,248 $9,000,304 $84,630 $148,945 $3,178,675 $2,055,750 $22,491,552 4810 - Outside Sources $2,550,000 $8,050,000 $52,000 $100,000 $1,101,000 $0 $11,853,000 $0 $0 $82,000 $241,300 $2,776,000 $0 $3,099,300 $12,492,265 $17,050,304 $218,630 $490,245 $7,055,675 $2,055,750 $39,362,869 7003 - DIF - Streets Central Total - Drainage 246 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Drainage Summary by Project Project Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 67th & Pinnacle Pk Regional Drainage Improvements $6,702,676 $15,000,000 $0 $0 $0 $0 $21,702,676 83rd Av/Peoria Av/Grand Av Drainage Improvements $0 $1,197,504 $0 $0 $0 $0 $1,197,504 $100,000 $0 $136,630 $248,945 $4,279,675 $0 $4,765,250 Bedford Village Units 1 and 2 Basin Upgrades $0 $0 $0 $0 $0 $972,000 $972,000 Greenway Channel Repairs $0 $0 $0 $0 $0 $1,083,750 $1,083,750 Neighborhood Drainage Program $720,000 $0 $0 $0 $0 $0 $720,000 New River & Jomax Concrete Box Culvert $0 $0 $82,000 $241,300 $2,776,000 $0 $3,099,300 Olive Av & 99th Av - Storm Drain Outfall Repair $1,157,000 $0 $0 $0 $0 $0 $1,157,000 Section 12 Neighborhood Drainage Improvements $1,919,017 $0 $0 $0 $0 $0 $1,919,017 Storm Drain Land Preservation - Land Preservation $590,000 $852,800 $0 $0 $0 $0 $1,442,800 Terramar Drainage Modifications $1,030,572 $0 $0 $0 $0 $0 $1,030,572 Westgreen & Summersett Village Drainage $273,000 $0 $0 $0 $0 $0 $273,000 $12,492,265 $17,050,304 $218,630 $490,245 $7,055,675 $2,055,750 $39,362,869 91st Av & Hatfield Rd Drainage Facilities Total - Drainage 247 Total City of Peoria FY 2022 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: Willow Live Peoria Goal: Superior Public Services Description: This project provides for the 67th Av & Pinnacle Peak Rd Regional Storm Drain improvements. The project includes coordination with the Flood Control District of Maricopa County (FCDMC), design, right-of-way, 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 and further refined by the 2020 Design Concept Report (DCR). The improvements may consist of storm water basins, channel improvements, box culverts, storm drains, laterals and catch basins that 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 utility relocations, and intergovernmental agreements with FCDMC. Budget by Fiscal Year Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Land Acquisiti Future GO Bonds Construction Outside Sources Carryover Carryover $119,258 $800,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $119,258 $800,000 Construction Future GO Bonds Carryover $2,283,418 $0 $0 $0 $0 $0 $2,283,418 Land Acquisiti Outside Sources Base $1,200,000 $0 $0 $0 $0 $0 $1,200,000 Land Acquisiti Future GO Bonds Base $1,200,000 $0 $0 $0 $0 $0 $1,200,000 Construction Outside Sources Base $550,000 $7,500,000 $0 $0 $0 $0 $8,050,000 Construction Future GO Bonds Base $550,000 $7,242,666 $0 $0 $0 $0 $7,792,666 $0 $0 $122,357 $134,977 $0 $0 $0 $0 $0 $0 $0 $0 $122,357 $134,977 $6,702,676 $15,000,000 $0 $0 $0 $0 $21,702,676 FY 2024 Category Chargebacks Arts Future GO Bonds Future GO Bonds Base Base Total Budget Operating Impacts Total Operating Impacts FY 2022 FY 2023 FY 2025 FY 2026 FY 27-31 $0 $0 $90,000 $90,000 $450,000 $0 $0 $90,000 $90,000 $450,000 248 Total Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Drainage 83rd Av/Peoria Av/Grand Av Drainage Improvements Project Number: EN00740 Project Location: 83rd Av & Peoria Av/Grand Av Council District: Acacia 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 relocation, construction and construction administration for a drainage study. This includes revising the hydrologic and hydraulic analysis in the Peoria Storm Drain Master Plan to assess the impact and efficacy of relocating the basin to the proposed location at 83rd Av and Peoria Av/Grand Av. This project also includes a new storm drain in 83rd Av to convey stormwater to this basin, land acquisition for the basin itself and a new basin. The study will also explore integrating the existing Bedford Village and Bedford Meadows stormwater management basins in order to optimize the performance of the drainage 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 Category Funding Source Carryover / Base Study Study Outside Sources Future GO Bonds Base Base Chargebacks Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $550,000 $638,000 $0 $0 $0 $0 $0 $0 $0 $0 Total $550,000 $638,000 $0 $9,504 $0 $0 $0 $0 $9,504 $0 $1,197,504 $0 $0 $0 $0 $1,197,504 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $124,000 $124,000 $0 $0 $0 $0 $0 $128,000 $128,000 $0 $0 $0 $0 $0 $252,000 $252,000 249 City of Peoria FY 2022 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 a stormwater detention/retention basin on the north side of Hatfield Rd near its intersection with 91st Av. This will assist with mitigating flooding of residences along the south side of Hatfield Rd east and west of 91st Av. This will also assist with mitigating sediment migration into the storm drain systems at Cielo Grande Rd and Pinnacle Peak Rd by capturing sediment associated with stormwater directed to the retention/detention basin prior to being directed to the system. Additionally, this project will extend the storm drain from Cielo Grande in 91st Av, north to approximately Hatfield Rd, and provide a connection to the retention/detention basin and bleed-off for this basin. The improvements will include: clearing and grubbing, excavation and construction of a retention basin in accordance with SRP/ASLD design guidelines, area inlets, storm drain pipe, trench drains, application of rock mulch and dust control. This project may also require processing of utility company design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 Study Future GO Bonds Carryover $100,000 Study Outside Sources Base $0 Study Future GO Bonds Base Land Acquisiti Outside Sources FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $0 $0 $0 $100,000 $0 $52,000 $0 $0 $0 $52,000 $0 $0 $52,000 $0 $0 $0 $52,000 Base $0 $0 $0 $0 $1,101,000 $0 $1,101,000 Land Acquisiti Future GO Bonds Base $0 $0 $0 $0 $1,112,000 $0 $1,112,000 Design Outside Sources Base $0 $0 $0 $100,000 $0 $0 $100,000 Design Future GO Bonds Construction Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $1,994,500 $0 $0 $100,000 $1,994,500 Chargebacks Future GO Bonds Base $0 $0 $32,630 $46,945 $50,045 $0 $129,620 Arts Future GO Bonds $0 $0 $0 $2,000 $22,130 $0 $24,130 $100,000 $0 $136,630 $248,945 $4,279,675 $0 $4,765,250 Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $0 $0 $0 $58,000 $58,000 Total Operating Impacts $0 $0 $0 $0 $0 $58,000 $58,000 Base Total Budget 250 Total Total City of Peoria FY 2022 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: design and reconstruction of the outfall of the Bedford Village Unit 1 basin, constructing a parallel storm drain bleed-off pipe from 82nd Av to 83rd Av, 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 Design Future GO Bonds Future GO Bonds FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $100,000 $50,000 $100,000 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $771,287 $771,287 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $42,000 $42,000 Arts Future GO Bonds $0 $0 $0 $0 $0 $8,713 $8,713 $0 $0 $0 $0 $0 $972,000 $972,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $27,700 $138,500 $166,200 $0 $0 $0 $0 $27,700 $138,500 $166,200 Base Total Budget Operating Impacts Total Operating Impacts 251 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Drainage Greenway Channel Repairs Project Number: EN00681 Project Location: 92nd Dr alignment between Greenway Rd alignment and Bell R 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, allowing for positive flow. Other areas will be allowed to drain by the use of installing a low flow channel. At areas where the shotcrete is cracked or non-existent, 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. The Greenway Channel has 3-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. In addition, this project will install 2 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 Future GO Bonds Construction Future GO Bonds Chargebacks Future GO Bonds Arts Future GO Bonds FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Base $0 $0 $0 $0 $0 $100,000 $100,000 Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $925,000 $48,500 $925,000 $48,500 Base Total Budget $0 $0 $0 $0 $0 $10,250 $10,250 $0 $0 $0 $0 $0 $1,083,750 $1,083,750 252 City of Peoria FY 2022 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: The Neighborhood Drainage Program (NDP) will address drainage, erosion, and sedimentation problems affecting private property in neighborhoods, coordination with adjacent property owners, public involvement, design, right-of-way acquisition, utility coordination, utility relocation, construction and construction administration. The NDP can study, design, and fund capital improvement projects and repair existing drainage systems. Technical assistance is also available for questions about construction, permit, and storm drainage. The improvements may include, but are not limited to: installation of drywells, connecting pipes and inlets to the adjacent storm drain systems, re-grading to improve the function of the storm water system, modifying connector pipes and inlets, restoring landscaping and irrigation systems. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) and intergovernmental agreements may also be required. Budget by Fiscal Year Category Funding Source Construction Future GO Bonds Construction Future GO Bonds Carryover / Base Carryover Base Total Budget Operating Impacts Total Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $220,000 $500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $220,000 $500,000 $720,000 $0 $0 $0 $0 $0 $720,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $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 $80,000 253 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Drainage New River & Jomax 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 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 a modification to the existing culvert crossing of the New River at Jomax Rd. This project will provide supporting engineering analysis and studies, engineering design and construction phase services, and construction and commissioning of the culvert crossing. The existing culvert crossing consists of a 12-barrel concrete box culvert, associated headwalls, and wingwalls. This project will add an additional 12 barrels to the culvert, modify the headwalls, wingwalls, add upstream erosion protection and embankment stabilization, and downstream energy dissipater. The existing roadway, curb and gutter, sidewalk, and landscaping will be removed and replaced. The roadway will be resurfaced in the immediate vicinity of the area disturbed for constructing the crossing modification. Grading to direct drainage into the crossing may be necessary both up and down stream of the crossing. This project may also require processing of utility company design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base Study DIF - Streets Central Design DIF - Streets Central FY 2022 FY 2023 FY 2024 Base $0 $0 Base $0 $0 Construction DIF - Streets Central Base $0 $0 Chargebacks DIF - Streets Central Base $0 $0 Arts DIF - Streets Central $0 $0 $0 $0 Operating Impacts FY 2022 FY 2023 $0 $0 $0 $0 $0 $12,000 $12,000 Total Operating Impacts $0 $0 $0 $0 $0 $12,000 $12,000 Base Total Budget 254 FY 2025 FY 2026 FY 27-31 Total $80,000 $0 $0 $0 $80,000 $0 $230,000 $0 $0 $230,000 $0 $0 $2,700,000 $0 $2,700,000 $2,000 $9,000 $49,000 $0 $60,000 $0 $82,000 $2,300 $241,300 $27,000 $2,776,000 $0 $0 $29,300 $3,099,300 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 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 Av storm drain outfall located at the SEC of Olive Av and east of 99th Av. The main focus will be to remove the existing concrete grass pavers which is in disrepair and to reline the channel with 6-inch thick shotcrete that will be embedded with rebar and provide maintenance access. Additional improvements will include adding guardrail along Olive Av 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, Qwest, 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 2022 Carryover Total Budget $1,157,000 $0 $0 $0 $0 $0 $1,157,000 $1,157,000 $0 $0 $0 $0 $0 $1,157,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $0 $0 $1,600 $8,000 $9,600 $0 $0 $0 $0 $1,600 $8,000 $9,600 Operating Impacts Total Operating Impacts FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Total Section 12 Neighborhood Drainage Improvements Project Number: EN00119 Project Location: 67th Av & Pinnacle Peak Rd - 67th Av to New River Council District: Willow 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 Rd, 67th Av, Happy Valley Rd and New River as soon as possible. These improvements will not provide 100-year protection until the regional improvements are constructed. The near term improvements will consist of basins, channels, roadway and storm drain improvements. This project will also include processing of utility agreements (APS, Cox, CenturyLink, SWG, etc.) for design and construction, and development and intergovernmental agreements. Budget by Fiscal Year Funding Source Carryover / Base Land Acquisiti GO Bonds 2019 Construction GO Bonds 2019 Category FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $5,611 $0 $0 $0 $0 $0 $5,611 Carryover $90,228 $0 $0 $0 $0 $0 $90,228 Carryover Total Budget $1,823,178 $0 $0 $0 $0 $0 $1,823,178 $1,919,017 $0 $0 $0 $0 $0 $1,919,017 Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $19,511 $73,511 $73,511 $73,511 $73,511 $367,555 $681,110 Total Operating Impacts $19,511 $73,511 $73,511 $73,511 $73,511 $367,555 $681,110 Construction WIFA Loan 255 Total Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Drainage 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 Plans. 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 Funding Source Carryover / Base FY 2022 Land Acquisiti Future GO Bonds Carryover Construction Future GO Bonds Base Category Arts FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $590,000 $0 $0 $0 $0 $0 $590,000 $0 $800,000 $0 $0 $0 $0 $800,000 $0 $52,800 $0 $0 $0 $0 $52,800 $590,000 $852,800 $0 $0 $0 $0 $1,442,800 Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $10,000 $0 $10,000 Total Operating Impacts $0 $10,000 $0 $10,000 Future GO Bonds Base Total Budget Total Total 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 Construction Future GO Bonds Carryover / Base FY 2022 Carryover Total Budget $1,030,572 $0 $0 $0 $0 $0 $1,030,572 $1,030,572 $0 $0 $0 $0 $0 $1,030,572 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $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 Operating Impacts Total Operating Impacts FY 2023 256 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Drainage Westgreen & Summersett Village Drainage Project Number: EN00722 Project Location: SRP Powerline Corridor btwn 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, right-of-way acquisition, utility coordination, construction and construction administration for the construction of the drainage facilities. This project will also provide access for maintenance of drainage facilities, and for the preparation of a license agreement on SRP property (14232-003B) to accommodate the drainage facilities. The improvements will include: clearing and grubbing, grading new storm water management basins, and applying decomposed granite and pre-emergent, and developing a license agreement with SRP. This project may require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Future GO Bonds Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Land Acquisiti Future GO Bonds Construction Future GO Bonds Base Base $20,000 $223,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,000 $223,000 $273,000 $0 $0 $0 $0 $0 $273,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $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 Category Total Budget Operating Impacts Total Operating Impacts 257 Total Total City of Peoria FY 2022 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 Placemaking. Economic Development Total - $9,317,809 $10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY22 FY23 FY24 FY25 FY26 258 FY27 FY28 FY29 FY30 FY31 Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Economic Development Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 1000 - General Fund $2,964,469 $0 $0 $0 $0 $0 $2,964,469 1210 - Half Cent Fund $1,311,009 $0 $0 $0 $0 $0 $1,311,009 1900 - Econ Dev Fund $3,513,894 $0 $0 $0 $0 $0 $3,513,894 4550 - Other Capital $28,437 $0 $0 $0 $0 $0 $28,437 7000 - Highway User Fund $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Total - Economic Development $9,317,809 $0 $0 $0 $0 $0 $9,317,809 259 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Economic Development Summary by Project Project Name Total FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $55,626 $0 $0 $0 $0 $0 $55,626 Economic Development Agreements $1,663,260 $0 $0 $0 $0 $0 $1,663,260 Old Town Parcel Assembly & Tenant Improvements $606,017 $0 $0 $0 $0 $0 $606,017 $6,000,000 $0 $0 $0 $0 $0 $6,000,000 P83 Entertainment District Improvements $47,571 $0 $0 $0 $0 $0 $47,571 Placemaking Initiative $945,335 $0 $0 $0 $0 $0 $945,335 $9,317,809 $0 $0 $0 $0 $0 $9,317,809 Commercial Abatement Old Town Streetscape Total - Economic Development 260 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Economic Development Commercial Abatement Project Number: ED00025 Project Location: Citywide Council District: Citywide 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 Construction Half Cent Fund Carryover / Base FY 2022 Carryover Total Budget $55,626 $0 $0 $0 $0 $0 $55,626 $55,626 $0 $0 $0 $0 $0 $55,626 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Economic Development Agreements Project Number: ED00031 Project Location: Citywide Council District: Citywide Live Peoria Goal: Economic Prosperity Description: The City of Peoria has myriad economic development agreements (EDAs), which need to be tracked. Therefore, the purpose of this project is to identify existing or upcoming EDAs for FY22. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Other Econ Dev Fund Base $1,486,483 $0 $0 $0 $0 $0 Other Half Cent Fund $176,777 $0 $0 $0 $0 $0 $176,777 $1,663,260 $0 $0 $0 $0 $0 $1,663,260 Base Total Budget 261 Total $1,486,483 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Economic Development 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/salvage, and demolition expenses related to strategic residential and commercial properties in Old Town Peoria. Consistent with prior Old Town property acquisitions, the City will stabilize razed property sites for dust control compliance and interim use for public events until redeveloped. Project savings from each acquisition will be rolled forward to successive acquisitions. The previously acquired Self-Serve Car Wash and NAPA Auto Parts properties are the focus for FY22 funding to include potential demolition, plus additional hazardous testing. There may be additional opportunities to acquire properties in Old Town, which this could assist in funding. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Study Total Econ Dev Fund Carryover $27,378 $0 $0 $0 $0 $0 $27,378 Land Acquisiti Econ Dev Fund Land Acquisiti Half Cent Fund Carryover Carryover $33 $1,785 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $33 $1,785 Construction Half Cent Fund Carryover $351,821 $0 $0 $0 $0 $0 $351,821 Construction Half Cent Fund Base Total Budget $225,000 $0 $0 $0 $0 $0 $225,000 $606,017 $0 $0 $0 $0 $0 $606,017 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 Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Construction Highway User Fund Carryover $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Construction Econ Dev Fund Carryover $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Construction Half Cent Fund Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Construction General Fund Carryover Total Budget $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $6,000,000 $0 $0 $0 $0 $0 $6,000,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Operating Impacts Total Non-Personnel $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 $400,000 Total Operating Impacts $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 $400,000 262 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Economic Development P83 Entertainment District Improvements Project Number: ED00002 Project Location: 83rd Av, South of Bell Rd Council District: Ironwood Live Peoria Goal: Smart Growth Description: This project is for final design and construction of the final phase of P83 Improvements including way finding signage, monument signage, bridge aesthetics, lighting, and landscaping on 83rd Avenue, Arrowhead Fountain Center, and Paradise Lane from 83rd to 75th. The various phases of the project will include paving, concrete, landscaping, lighting, signage, aesthetics, utility relocations, right-of-way acquisition, public involvement, and drainage. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Construction Other Capital Carryover $348 $0 $0 $0 $0 $0 $348 Construction Other Capital Carryover $28,089 $0 $0 $0 $0 $0 $28,089 Construction General Fund Carryover Total Budget $19,134 $0 $0 $0 $0 $0 $19,134 $47,571 $0 $0 $0 $0 $0 $47,571 Placemaking Initiative Project Number: EN00021 Project Location: Various Council District: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: A recent report by MIT defined placemaking as "the deliberate shaping of an environment to facilitate social interaction and improve a community's quality of life." Placemaking is a response to the suburbanization of the 20th century that led to generic, auto-centric communities and the loss of public spaces. All across the country cities are undertaking placemaking initiatives in an effort to recapture a sense of community and create great public spaces. This project will provide a source of funding to design and construct such spaces and to engage the community in the process. Budget by Fiscal Year Category Funding Source Other General Fund Other General Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $45,335 $0 $0 $0 $0 $0 $45,335 Base Total Budget $900,000 $0 $0 $0 $0 $0 $900,000 $945,335 $0 $0 $0 $0 $0 $945,335 263 Total City of Peoria FY 2022 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 - $44,347,433 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY22 FY23 FY24 FY25 FY26 264 FY27 FY28 FY29 FY30 FY31 Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Operational Facilities Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 1000 - General Fund $1,794,482 $240,000 $0 $0 $0 $0 $2,034,482 1111 - Percent for the Arts $744,741 $0 $0 $0 $0 $0 $744,741 1210 - Half Cent Fund $190,154 $0 $0 $0 $0 $0 $190,154 1900 - Econ Dev Fund $20,000 $0 $0 $0 $0 $0 $20,000 1970 - Municipal Asset Reserve $2,351,893 $540,430 $0 $0 $0 $0 $2,892,323 2004 - AZSTA - Sports Complex Improvements $10,000 $0 $0 $0 $0 $0 $10,000 2050 - Water Fund $408,037 $0 $500,603 $0 $0 $0 $908,640 2161 - Water Expansion $4,736 $0 $0 $0 $0 $0 $4,736 2162 - Water Expansion $11,588 $0 $0 $0 $0 $0 $11,588 2163 - Water Expansion $13,221 $0 $0 $0 $0 $0 $13,221 2164 - Water Expansion $49,961 $0 $0 $0 $0 $0 $49,961 2165 - Water Expansion $42,691 $0 $0 $0 $0 $0 $42,691 2166 - Water Expansion $31,663 $0 $0 $0 $0 $0 $31,663 2222 - W/S Rev Bonds (Wtr) $115,194 $0 $0 $0 $0 $0 $115,194 2271 - WIFA Revenue Bonds $216,789 $0 $0 $0 $0 $0 $216,789 2272 - WIFA Loan $18,232 $0 $0 $0 $0 $0 $18,232 2400 - Wastewater Fund $215,213 $0 $500,603 $0 $0 $0 $715,816 2453 - Prp W/S Rev Bonds 2003 (WW) $51,102 $0 $0 $0 $0 $0 $51,102 2506 - Wastewater Expansion $63,276 $0 $0 $0 $0 $0 $63,276 2507 - Wastewater Expansion $47,444 $0 $0 $0 $0 $0 $47,444 2509 - Wastewater Expansion $11,896 $0 $0 $0 $0 $0 $11,896 2590 - Commercial Solid Waste $8,967 $0 $499,593 $0 $0 $0 $508,560 2600 - Residential Solid Waste $35,868 $0 $3,201,437 $0 $0 $0 $3,237,305 3400 - IT Reserve $853,239 $254,000 $0 $0 $0 $0 $1,107,239 4150 - Non-Bond Capital $20,568 $0 $0 $0 $0 $0 $20,568 4253 - GO Bonds 2019 $250,486 $0 $0 $0 $0 $0 $250,486 4254 - Future GO Bonds $9,141,033 $1,014,722 $10,998,935 $1,688,881 $212,100 $1,450,000 $24,505,671 4550 - Other Capital $2,735 $0 $0 $0 $0 $0 $2,735 4810 - Outside Sources $10,507 $0 $0 $0 $0 $0 $10,507 265 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Operational Facilities Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 7000 - Highway User Fund $924,128 $0 $1,350,922 $0 $0 $0 $2,275,050 7003 - DIF - Streets Central $206,795 $53,200 $0 $0 $0 $53,200 $313,195 7006 - DIF - Streets North $54,349 $0 $0 $0 $0 $0 $54,349 $2,554,162 $11,393 $271,510 $186,880 $160,840 $567,150 $3,751,935 $0 $9,000 $0 $0 $0 $9,000 $18,000 7935 - DIF - Fire $325 $0 $0 $0 $0 $0 $325 7937 - DIF - Fire $15,608 $9,000 $0 $0 $0 $9,000 $33,608 7942 - DIF - Parks Zn 2 $9,951 $0 $0 $0 $0 $0 $9,951 7943 - DIF - Parks Zn 3 $0 $9,000 $0 $0 $0 $9,000 $18,000 7944 - DIF - Parks Zn 1 $0 $9,000 $0 $0 $0 $9,000 $18,000 7945 - DIF - Parks Zn 2 $0 $9,000 $0 $0 $0 $9,000 $18,000 $20,501,034 $2,158,745 $17,323,603 $1,875,761 $372,940 $2,115,350 $44,347,433 7010 - Transportation Sales Tax 7932 - DIF - Law Enf Total - Operational Facilities 266 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Operational Facilities Summary by Project Project Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Arts Distribution FY2022 $2,055,833 $0 $0 $0 $0 $0 $2,055,833 Building Equipment Renovation and Replacement $678,000 $0 $0 $0 $0 $0 $678,000 Building Fixture and Finish Renovation $670,000 $0 $0 $0 $0 $0 $670,000 Bus Stop Improvement Program $1,635,907 $11,393 $271,510 $186,880 $160,840 $567,150 $2,833,680 Chargeback Distribution FY2022 $2,500,000 $0 $0 $0 $0 $0 $2,500,000 City Hall Finance Call Center Improvements $240,761 $0 $0 $0 $0 $0 $240,761 Citywide Security Camera Replacements $230,000 $0 $0 $0 $0 $0 $230,000 Citywide Security Program $240,497 $0 $0 $0 $0 $0 $240,497 Citywide Telecommunications Infrastructure Upgrade $50,000 $0 $0 $0 $0 $0 $50,000 Commercial Abatement $150,000 $0 $0 $0 $0 $0 $150,000 $1,379,571 $0 $0 $0 $0 $0 $1,379,571 Council Chambers Building Repair Program $367,000 $0 $264,620 $0 $212,100 $0 $843,720 Fleet Maintenance Shop Awning $150,000 $0 $0 $0 $0 $0 $150,000 Fleet Shop Repair $13,084 $0 $0 $0 $0 $0 $13,084 $2,294,770 $0 $14,062,334 $0 $0 $0 $16,357,104 Fuel Island Replacement at Fire Station No. 3 $479,786 $0 $0 $0 $0 $0 $479,786 Impact Fee Study $10,000 $98,200 $0 $0 $0 $98,200 $206,400 Infrastructure Cabling $200,000 $0 $0 $0 $0 $0 $200,000 MOC Site Lighting Improvements $29,103 $0 $0 $0 $0 $0 $29,103 Municipal Complex Fountain Improvements $57,000 $540,430 $0 $0 $0 $0 $597,430 $0 $464,661 $2,725,139 $0 $0 $0 $3,189,800 Neighborhood and Human Services ADA Compliance $154,100 $0 $0 $0 $0 $0 $154,100 Neighborhood and Human Services Facility Refurbish $553,600 $0 $0 $0 $0 $0 $553,600 Network Infrastructure Repl - Tech Center Core $1,450,000 $0 $0 $0 $0 $1,450,000 $2,900,000 Network Infrastructure Replacement Microwave WAN $60,000 $0 $0 $0 $0 $0 $60,000 Network Infrastructure Replacement WiFi $88,452 $0 $0 $0 $0 $0 $88,452 Community Works Program Fleet Shop Replacement Municipal Complex Site Improvements 267 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Operational Facilities Summary by Project Project Name Total FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $30,214 $0 $0 $0 $0 $0 $30,214 Paloma Community Park Phase II Artwork $0 $240,000 $0 $0 $0 $0 $240,000 PCPA Ticket and Concessions Renovation $384,722 $0 $0 $0 $0 $0 $384,722 Peoria Center for Performing Arts Storage Building $547,239 $0 $0 $0 $0 $0 $547,239 Public Safety Admin Building EOC Renovations $0 $550,061 $0 $0 $0 $0 $550,061 Public Safety Building Needs $268,084 $0 $0 $0 $0 $0 $268,084 Radio Subscriber Replacements $420,618 $254,000 $0 $0 $0 $0 $674,618 $3,112,693 $0 $0 $0 $0 $0 $3,112,693 $0 $0 $0 $1,688,881 $0 $0 $1,688,881 $2,158,745 $17,323,603 $1,875,761 $372,940 $2,115,350 $44,347,433 Network Infrastructure ReplacementSports Complex Renovate Main Library Roof Replacement Total - Operational Facilities $20,501,034 268 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Operational Facilities Arts Distribution FY2022 Project Number: AT02022 Project Location: Council District: Citywide 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 Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Arts Water Expansion Base $11,588 $0 $0 $0 $0 $0 $11,588 Arts General Fund Base $87,823 $0 $0 $0 $0 $0 $87,823 Arts WIFA Loan Base $18,232 $0 $0 $0 $0 $0 $18,232 Arts WIFA Revenue Bonds Base $216,789 $0 $0 $0 $0 $0 $216,789 Arts W/S Rev Bonds (Wtr) Base $115,194 $0 $0 $0 $0 $0 $115,194 Arts Arts Water Expansion Water Expansion Base Base $31,663 $42,691 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $31,663 $42,691 Arts Prp W/S Rev Bonds 200 Base $51,102 $0 $0 $0 $0 $0 $51,102 Arts Water Expansion Base $13,221 $0 $0 $0 $0 $0 $13,221 Arts Wastewater Expansion Base $63,276 $0 $0 $0 $0 $0 $63,276 Arts Water Expansion Base $4,736 $0 $0 $0 $0 $0 $4,736 Arts Water Fund Base $237,910 $0 $0 $0 $0 $0 $237,910 Arts Arts AZSTA - Sports Comple Municipal Asset Reserve Base Base $10,000 $11,555 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,000 $11,555 Arts Econ Dev Fund Base $20,000 $0 $0 $0 $0 $0 $20,000 Arts Half Cent Fund Base $12,827 $0 $0 $0 $0 $0 $12,827 Arts Percent for the Arts Base $4,432 $0 $0 $0 $0 $0 $4,432 Arts Water Expansion Base $49,961 $0 $0 $0 $0 $0 $49,961 Arts Future GO Bonds Base $493,262 $0 $0 $0 $0 $0 $493,262 Arts Arts DIF - Fire DIF - Fire Base Base $15,608 $325 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,608 $325 Arts Transportation Sales Ta Base $159,322 $0 $0 $0 $0 $0 $159,322 Arts DIF - Streets North Base $54,349 $0 $0 $0 $0 $0 $54,349 Arts DIF - Streets Central Base $19,878 $0 $0 $0 $0 $0 $19,878 Arts Highway User Fund Base $74,598 $0 $0 $0 $0 $0 $74,598 Arts Wastewater Fund Base $141,080 $0 $0 $0 $0 $0 $141,080 Arts Arts Other Capital DIF - Parks Zn 2 Base Base $2,735 $9,951 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,735 $9,951 Arts GO Bonds 2019 Base $11,574 $0 $0 $0 $0 $0 $11,574 Arts Non-Bond Capital Base $5,993 $0 $0 $0 $0 $0 $5,993 Arts IT Reserve Base $3,955 $0 $0 $0 $0 $0 $3,955 Arts Residential Solid Waste Base $285 $0 $0 $0 $0 $0 $285 Arts Commercial Solid Waste Base $71 $0 $0 $0 $0 $0 $71 Arts Arts Wastewater Expansion Wastewater Expansion Base Base $11,896 $37,444 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11,896 $37,444 Arts Outside Sources Base Total Budget Total $10,507 $0 $0 $0 $0 $0 $10,507 $2,055,833 $0 $0 $0 $0 $0 $2,055,833 269 City of Peoria FY 2022 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 to be conducted in FY22. The program commenced in FY21. Year one will assess City Hall Complex facilities, year two will assess all remaining buildings (not including the Sports Complex) and Water Services facilities (building systems, but not including process systems) ($75K FY22). 2. Elevator Refurbishment Program- Replace elevators in City Hall, Main Library, and IT over 4 years, FY22-FY25. Replace 2nd elevator in City Hall FY22 for $100K, FY 23 for $105K Main Library Public, FY24 for $110K Main Library Employee elevator, FY25 for $115 IT. 3. HVAC R-22 to R-410A Replacement/Conversion at the MOC Admin and MOC Warehouse for a total of 39 Units ($510K). Also, include Bi-polar ionization technology to improve the air quality within the facility ($47K). 4. Install Bi-polar ionization to the AC Units at the DCSB (9 Units at $11K) Budget by Fiscal Year Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Municipal Asset Reserve Carryover $35,000 $0 $0 $0 $0 $0 Municipal Asset Reserve Base $75,000 $0 $0 $0 $0 $0 $75,000 $568,000 $0 $0 $0 $0 $0 $568,000 $678,000 $0 $0 $0 $0 $0 $678,000 Category Funding Source Study Study Equipment Municipal Asset Reserve Base Total Budget Total $35,000 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, flooring and roofing. 1. Repair Roofs at Rio Vista Recreation Center $105K, DCSB $84K, Sunrise Library $42K, Fire Support Services Building $47K, Quintero WTP $53K, and the Sunrise Family Center $18K 2. Repair Concrete City Hall Complex Picnic $32K. 3. Municipal Complex Painting FY22 - PSAB Parking Garage Steel Canopies (Level 2), Security Barriers (Level 1), Stairs and Railings; DCSB Parking Garages Steel Canopies (Level 2), Security Barriers (Level 1), Stairs and Railings; PSAB Equipment and Refuse Gates: DCSB West Elevation Steel Fascia; DCSB Equipment and Refuse Gates $105K: FY23 Library Parking Garage Security Barriers (Level 1), Stairs and Railings; Central Plant/City Hall Dock Rolling Gate, City Hall Landscape Steel Fascia: East Parking Garage Stairs and Railings $63K. 4. Carpet Replacement Program FY22 City Hall $184K; FY23 MOC Admin and Warehouse $95K, FY24 Beardsley, Butler and Jomax $73K, Council Chambers $37K; FY25 Court $136K. Budget by Fiscal Year Carryover / Base FY 2022 Construction Municipal Asset Reserve Base Total Budget $670,000 $0 $0 $0 $0 $0 $670,000 $670,000 $0 $0 $0 $0 $0 $670,000 Category Funding Source FY 2023 270 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Operational Facilities Bus Stop Improvement Program Project Number: EN00673 Project Location: Citywide Council District: Citywide Live Peoria Goal: Integrated Transportation Description: This program includes funds for additional bus stops, replacement bus stops, refurbishments and/or major 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. FY22 includes funds for installation of additional shade structures at approximately 6 existing bus stop locations, improvements to bus stops on Thunderbird Road, and 2 pullouts in areas to be determined as needed. Areas being reviewed include 83rd Avenue near the stadium and 107th Avenue and Olive. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Construction Transportation Sales Ta Carryover $617,127 $0 $0 $0 $0 $0 $617,127 Construction Transportation Sales Ta Chargebacks Transportation Sales Ta Base Base $1,018,780 $0 $10,500 $788 $251,000 $18,000 $173,000 $12,150 $149,000 $10,350 $525,000 $36,900 $2,127,280 $78,188 Arts Transportation Sales Ta Base Total Budget Operating Impacts $0 $105 $2,510 $1,730 $1,490 $5,250 $11,085 $1,635,907 $11,393 $271,510 $186,880 $160,840 $567,150 $2,833,680 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Non-Personnel $88,200 $88,200 $88,200 $88,200 $88,200 $441,000 $882,000 Total Operating Impacts $88,200 $88,200 $88,200 $88,200 $88,200 $441,000 $882,000 271 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Operational Facilities Chargeback Distribution FY2022 Project Number: CB02022 Project Location: Council District: Citywide 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Transportation Sales Ta Base $758,933 $0 $0 $0 $0 $0 $758,933 DIF - Streets Central Base $186,917 $0 $0 $0 $0 $0 $186,917 Chargebacks Highway User Fund Base $19,530 $0 $0 $0 $0 $0 $19,530 Chargebacks Future GO Bonds Base $1,153,331 $0 $0 $0 $0 $0 $1,153,331 Chargebacks Non-Bond Capital Base $14,575 $0 $0 $0 $0 $0 $14,575 Chargebacks Residential Solid Waste Base $6,149 $0 $0 $0 $0 $0 $6,149 Chargebacks Chargebacks Commercial Solid Waste Wastewater Fund Base Base $1,538 $12,810 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,538 $12,810 Chargebacks Water Fund Base $47,481 $0 $0 $0 $0 $0 $47,481 Chargebacks Municipal Asset Reserve Base $167,608 $0 $0 $0 $0 $0 $167,608 Chargebacks Half Cent Fund Base Chargebacks General Fund Category Funding Source Chargebacks Chargebacks Base Total Budget Total $27,327 $0 $0 $0 $0 $0 $27,327 $103,801 $0 $0 $0 $0 $0 $103,801 $2,500,000 $0 $0 $0 $0 $0 $2,500,000 272 City of Peoria FY 2022 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 Construction General Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Equipment Residential Solid Waste Base $933 $0 $0 $0 $0 $0 $933 Equipment Commercial Solid Waste Base $233 $0 $0 $0 $0 $0 $233 Equipment Wastewater Fund Base $1,944 $0 $0 $0 $0 $0 $1,944 Equipment Water Fund Base $3,889 $0 $0 $0 $0 $0 $3,889 Design Design Residential Solid Waste Commercial Solid Waste Base Base $3,368 $842 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,368 $842 Design Wastewater Fund Base $7,016 $0 $0 $0 $0 $0 $7,016 Design Water Fund Base $14,032 $0 $0 $0 $0 $0 $14,032 Construction Residential Solid Waste Base $25,133 $0 $0 $0 $0 $0 $25,133 Construction Commercial Solid Waste Base $6,283 $0 $0 $0 $0 $0 $6,283 Construction Wastewater Fund Base $52,363 $0 $0 $0 $0 $0 $52,363 $104,725 $240,761 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $104,725 $240,761 Construction Water Fund Base Total Budget Citywide Security Camera Replacements Project Number: IT00038 Project Location: Citywide Council District: Citywide Live Peoria Goal: Superior Public Services Description: This project will replace cameras, emergency phones, software and servers on a rotational basis. Install additional cameras to enhance security and update surveillance capabilities. 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). Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 Equipment Municipal Asset Reserve Base Total Budget $230,000 $0 $0 $0 $0 $0 $230,000 $230,000 $0 $0 $0 $0 $0 $230,000 FY 2023 273 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 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: 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). 2. DCSB entrance camera and monitor to enhance security. ($20K). 3. Main Library miscellaneous security enhancements ($100K). 4. Conduct a citywide study in FY22 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 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Study Municipal Asset Reserve Equipment Municipal Asset Reserve Equipment General Fund Total Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Carryover $170,000 $0 $0 $0 $0 $0 $170,000 Carryover Total Budget $20,497 $240,497 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,497 $240,497 Citywide Telecommunications Infrastructure Upgrade Project Number: IT00005 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This request will enable the IT Department to upgrade existing telecommunications systems in order to ensure all Voice over Internet Protocol (VoIP) systems are at levels that remain vendor supported for hardware and software. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2022 Base Total Budget $50,000 $0 $0 $0 $0 $0 $50,000 $50,000 $0 $0 $0 $0 $0 $50,000 FY 2023 274 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Operational Facilities Commercial Abatement Project Number: NH00009 Project Location: Citywide Council District: All Live Peoria Goal: Economic Prosperity Description: Commercial structures that are not properly maintained fall into disrepair and may become hazardous to the public. This citywide 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. Where a property owner fails to self-remediate documented hazards, the City may elect to incur and recover the necessary testing, regulatory permitting, demolition, and site stabilization expenses. Project savings from each abatement effort will be rolled forward to successive abatements. The previously cited Edwards Hotel property in Old Town, as well as potential properties along Grand Avenue is the focus for FY2022 funding. Budget by Fiscal Year Category Funding Source Construction Half Cent Fund Carryover / Base FY 2022 Base Total Budget $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 FY 2023 275 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Operational Facilities Community Works Program Project Number: COP0001 Project Location: Citywide Council District: All Live Peoria Goal: Healthy Neighborhoods Description: The program provides a mechanism to fund smaller projects addressing more localized needs that may otherwise be overlooked in the capital program. This program may address projects that the Council feels are advantageous to meet the City's mission, that present a timely opportunity that could be missed if pursued under the regular CIP approval process, or address an immediate need that cannot or should not wait for the regular CIP approval process. Quick Response for weed abatement and ROW Contract Maintenance - ($50,000) & storm damage ($50,000) Wayfinding Signage - $100,000.00 End of Road Terminations - $100,000.00 Non-City owned property maintenance - $30,000 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 Quick Response for Streets - $120,000 Budget by Fiscal Year Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Highway User Fund Carryover $230,000 $0 $0 $0 $0 $0 $230,000 Construction General Fund Carryover $316,100 $0 $0 $0 $0 $0 $316,100 Construction General Fund Carryover $3,471 $0 $0 $0 $0 $0 $3,471 Base $600,000 $0 $0 $0 $0 $0 $600,000 Category Funding Source Construction Highway User Fund Construction General Fund Base Total Budget Operating Impacts Total Operating Impacts Total $230,000 $0 $0 $0 $0 $0 $230,000 $1,379,571 $0 $0 $0 $0 $0 $1,379,571 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $2,000 $4,000 $6,000 $8,000 $10,000 $80,000 $110,000 $2,000 $4,000 $6,000 $8,000 $10,000 $80,000 $110,000 276 City of Peoria FY 2022 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 fascias, gutters, and the replacement of the concrete tile roof ($367K). 2. In FY24, funding anticipates building HVAC system replacements and ADA upgrades ($262K). 3. In FY26, funding includes replacement of carpet, furnishings, and paint ($210K). Budget by Fiscal Year Category Funding Source Construction Future GO Bonds Arts Future GO Bonds Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Base $367,000 $0 $262,000 $0 $210,000 $0 $0 $0 $2,620 $0 $2,100 $0 $4,720 $367,000 $0 $264,620 $0 $212,100 $0 $843,720 Base Total Budget Total $839,000 Fleet Maintenance Shop Awning Project Number: PW00604 Project Location: Municipal Operations Center Council District: Acacia Live Peoria Goal: Superior Public Services Description: Construction of a 32' x 100' x 19' single slope tee canopy (awning) on the south side of the existing Fleet Maintenance main shop at the MOC. Budget by Fiscal Year Category Funding Source Construction General Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Base Total Budget $150,000 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $150,000 $150,000 Fleet Shop Repair Project Number: PW00306 Project Location: Municipal Operations Center Council District: Acacia Live Peoria Goal: Superior Public Services Description: Phase 1 is the renovation of the existing 20,000 sq. ft. building to repair existing failures. Some of the major repairs include roof repair ($35K), rain gutters replaced ($45K), a new air compressor system, a new fluid distribution system, coolers replaced ($20K), and a safety harness system for working on top of large truck bodies. The repairs will keep the building functional until a new facility can be constructed. Budget by Fiscal Year Category Funding Source Construction General Fund Carryover / Base FY 2022 Carryover Total Budget $13,084 $0 $0 $0 $0 $0 $13,084 $13,084 $0 $0 $0 $0 $0 $13,084 FY 2023 277 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 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 determine 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. 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 Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Design Future GO Bonds Construction Residential Solid Waste Base Base $2,294,770 $0 $0 $0 $0 $3,140,000 $0 $0 $0 $0 $0 $0 $2,294,770 $3,140,000 Construction Highway User Fund Base $0 $0 $1,325,000 $0 $0 $0 $1,325,000 Construction Water Fund Base $0 $0 $490,997 $0 $0 $0 $490,997 Construction Future GO Bonds Base $0 $0 $7,780,139 $0 $0 $0 $7,780,139 Construction Wastewater Fund Base $0 $0 $490,997 $0 $0 $0 $490,997 Construction Commercial Solid Waste Base $0 $0 $490,000 $0 $0 $0 $490,000 Chargebacks Chargebacks Water Fund Wastewater Fund Base Base $0 $0 $0 $0 $4,696 $4,696 $0 $0 $0 $0 $0 $0 $4,696 $4,696 Chargebacks Commercial Solid Waste Base $0 $0 $4,693 $0 $0 $0 $4,693 Chargebacks Highway User Fund Base $0 $0 $12,672 $0 $0 $0 $12,672 Chargebacks Residential Solid Waste Base $0 $0 $30,037 $0 $0 $0 $30,037 Chargebacks Future GO Bonds Base $0 $0 $151,235 $0 $0 $0 $151,235 Arts Water Fund Base $0 $0 $4,910 $0 $0 $0 $4,910 Arts Arts Commercial Solid Waste Future GO Bonds Base Base $0 $0 $0 $0 $4,900 $77,802 $0 $0 $0 $0 $0 $0 $4,900 $77,802 Arts Wastewater Fund Base $0 $0 $4,910 $0 $0 $0 $4,910 Arts Highway User Fund Base $0 $0 $13,250 $0 $0 $0 $13,250 Arts Residential Solid Waste Base Total Budget $0 $31,400 $0 $0 $0 $31,400 $0 $14,062,334 $0 $0 $0 $16,357,104 Category Funding Source $0 $2,294,770 278 Total City of Peoria FY 2022 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. Connect fuel tank level monitors to FMLive fueling sentry so data can be fed to Fleet's fuel operating system, FMLive. Budget by Fiscal Year Category Funding Source Carryover / Base Design Future GO Bonds Base Construction Future GO Bonds Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $71,825 $0 $0 $0 $0 $0 $71,825 $407,961 $479,786 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $407,961 $479,786 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 Carryover / Base FY 2022 Carryover Category Funding Source FY 2023 FY 2024 FY 2025 FY 2026 Study Wastewater Expansion Study DIF - Parks Zn 2 Base Study DIF - Parks Zn 1 Study $10,000 $0 $0 $0 $0 $0 $10,000 $0 $9,000 $0 $0 $0 $9,000 $18,000 Base $0 $9,000 $0 $0 $0 $9,000 $18,000 DIF - Parks Zn 3 Base $0 $9,000 $0 $0 $0 $9,000 $18,000 Study DIF - Fire Base $0 $9,000 $0 $0 $0 $9,000 $18,000 Study DIF - Law Enf Base $0 $9,000 $0 $0 $0 $9,000 $18,000 Study DIF - Streets Central $0 $10,000 $53,200 $98,200 $0 $0 $0 $0 $0 $0 $53,200 $98,200 $106,400 $206,400 Base Total Budget 279 FY 27-31 Total City of Peoria FY 2022 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 annually to replace segments of the cabling and fiber connectivity. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Base Total Budget $150,000 $0 $0 $0 $0 $0 $150,000 $200,000 $0 $0 $0 $0 $0 $200,000 Construction IT Reserve Equipment IT Reserve Total MOC Site Lighting Improvements Project Number: PW00402 Project Location: Municipal Operations Center Council District: Acacia Live Peoria Goal: Superior Public Services Description: A study of the current lighting at the MOC was completed in October 2016. This CIP in FY20 will provide improvements to the exterior lighting systems and reduce energy costs. The project will include engineering services, replacement of lighting fixtures with current technology LED lighting, and adding or replacing light poles to achieve a more uniformly lighted MOC yard. Budget by Fiscal Year Category Carryover / Base FY 2022 Carryover Total Budget $29,103 $0 $0 $0 $0 $0 $29,103 $29,103 $0 $0 $0 $0 $0 $29,103 Funding Source Construction GO Bonds 2019 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Municipal Complex Fountain Improvements Project Number: CS00243 Project Location: Peoria Municipal Complex Council District: Acacia Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails the design and construction of hardscape, landscape, irrigation and shade improvements on the north side of the Peoria Municipal Complex (aka City Hall Campus). Improvements will demolish the decommissioned cooling tower / fountain and will remove and safely terminate formerly used campus utilities. Replacement concepts will focus on fully accessible solutions that are developed for citizen input through surveys and through the Parks & Recreation Board. Opportunities for public art may arise, but the commissioning of public art will be an independent process and separate funding. Budget by Fiscal Year Category Funding Source Design Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Municipal Asset Reserve Base $57,000 $50,374 $0 $0 $0 $0 $107,374 Construction Municipal Asset Reserve Base $0 $439,453 $0 $0 $0 $0 $439,453 Chargebacks Municipal Asset Reserve Base $0 $45,705 $0 $0 $0 $0 $45,705 Arts Municipal Asset Reserve Base Total Budget $0 $4,898 $0 $0 $0 $0 $4,898 $57,000 $540,430 $0 $0 $0 $0 $597,430 280 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Operational Facilities Municipal Complex Site Improvements Project Number: CS00242 Project Location: Peoria Municipal Complex Council District: Acacia Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails the design and construction of hardscape, landscape, irrigation and shade improvements on the west side of the Peoria Municipal Complex (aka City Hall Campus). Improvements will demolish and replace the non-ADA compliant hardscape connections to the Main Library, former brook and water fall features, and will enhance pedestrian connections to Centennial Plaza, re-routing and replacement of cross campus communications infrastructure between City Hall and the Main Library. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Future GO Bonds Base Design Future GO Bonds Base Construction Future GO Bonds Base Chargebacks Future GO Bonds Base Arts Future GO Bonds Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $51,563 $0 $0 $0 $51,563 $0 $421,833 $0 $0 $0 $0 $421,833 $0 $0 $2,608,877 $0 $0 $0 $2,608,877 $0 $38,610 $38,610 $0 $0 $0 $77,220 $0 $0 $4,218 $464,661 $26,089 $2,725,139 $0 $0 $0 $0 $0 $0 $30,307 $3,189,800 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 Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction General Fund Carryover $79,100 $0 $0 $0 $0 $0 Construction General Fund Base Total Budget $75,000 $0 $0 $0 $0 $0 $75,000 $154,100 $0 $0 $0 $0 $0 $154,100 Category Funding Source 281 Total $79,100 City of Peoria FY 2022 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 Equipment General Fund Construction General Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover Carryover $55,730 $193,070 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $55,730 $193,070 Base $150,000 $0 $0 $0 $0 $0 $150,000 $154,800 $0 $0 $0 $0 $0 $154,800 $553,600 $0 $0 $0 $0 $0 $553,600 Base Total Budget Total 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 2022 Base Total Budget $1,450,000 $0 $0 $0 $0 $1,450,000 $2,900,000 $1,450,000 $0 $0 $0 $0 $1,450,000 $2,900,000 FY 2023 282 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 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 FY24, FY27, and FY30. Budget by Fiscal Year Category Funding Source Construction IT Reserve Carryover / Base FY 2022 Carryover Total Budget $60,000 $0 $0 $0 $0 $0 $60,000 $60,000 $0 $0 $0 $0 $0 $60,000 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 FY26. Budget by Fiscal Year Category Funding Source Construction IT Reserve Carryover / Base FY 2022 Carryover Total Budget $88,452 $0 $0 $0 $0 $0 $88,452 $88,452 $0 $0 $0 $0 $0 $88,452 FY 2023 283 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement-Sports Complex Project Number: IT00019 Project Location: Peoria Sports Complex Council District: Ironwood 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 Construction IT Reserve Carryover / Base FY 2022 Carryover Total Budget $30,214 $0 $0 $0 $0 $0 $30,214 $30,214 $0 $0 $0 $0 $0 $30,214 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Paloma Community Park Phase II Artwork Project Number: NH00008 Project Location: Paloma Community Park Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: The proposed project would include a public call to artists for public art for the Phase II development of Paloma Park and its corresponding trail system. There will be a public process to determine the theme, medium, and other specifics for the project. Budget by Fiscal Year Category Funding Source Construction General Fund Carryover / Base FY 2022 Base Total Budget $0 $240,000 $0 $0 $0 $0 $240,000 $0 $240,000 $0 $0 $0 $0 $240,000 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total PCPA Ticket and Concessions Renovation Project Number: NH00003 Project Location: 10580 N. 83rd Dr 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 Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 General Fund Base $26,370 $0 $0 $0 $0 $0 General Fund Base $72,232 $0 $0 $0 $0 $0 $72,232 $286,120 $0 $0 $0 $0 $0 $286,120 $384,722 $0 $0 $0 $0 $0 $384,722 Category Funding Source Other Design Construction General Fund Base Total Budget 284 Total $26,370 City of Peoria FY 2022 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. Any unspent funds from fiscal year 2021 are to be carried over. Budget by Fiscal Year Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Percent for the Arts Other Percent for the Arts Carryover Base $250,097 $26,370 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction Percent for the Arts Base Total Budget $270,772 $0 $0 $0 $0 $0 $270,772 $547,239 $0 $0 $0 $0 $0 $547,239 Category Funding Source Total $250,097 $26,370 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Base $0 $16,741 $0 $0 $0 $0 Base $0 $60,366 $0 $0 $0 $0 $60,366 Construction Future GO Bonds Base $0 $431,139 $0 $0 $0 $0 $431,139 Chargebacks Future GO Bonds Base $0 $36,900 $0 $0 $0 $0 $36,900 Arts Future GO Bonds $0 $4,915 $0 $0 $0 $0 $4,915 $0 $550,061 $0 $0 $0 $0 $550,061 Base Total Budget 285 Total $16,741 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Operational Facilities Public Safety Building Needs Project Number: PW00090 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Services 1. Description: Replace HVAC units at the Fire Support Services Facility (3 Units), Fire Stations 196 and 197 (6 units each = 12 Units) for a total of 15 units for a total cost of $195,000. To also include the installation of bi-polar ionization technology to improve the air quality of the facilities at a cost of $22K. 2. Install bi-polar ionization to the AC Units at Fire Stations 193,194, 195, 196, and 199 (35 Units at $45K) Budget by Fiscal Year Category Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $6,084 $0 $0 $0 $0 $0 $6,084 Municipal Asset Reserve Base Total Budget $262,000 $0 $0 $0 $0 $0 $262,000 $268,084 $0 $0 $0 $0 $0 $268,084 Construction General Fund Equipment Carryover / Base Total 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 Construction IT Reserve Equipment IT Reserve Carryover / Base FY 2022 Carryover Base Total Budget FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $166,618 $0 $0 $0 $0 $0 $254,000 $254,000 $0 $0 $0 $0 $508,000 $420,618 $254,000 $0 $0 $0 $0 $674,618 286 Total $166,618 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Operational Facilities 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, had 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. In FY20 and FY21, the Main Library underwent a first phase of interior renovations and fire alarm system upgrades, 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. The additional request in FY22 is for an Automated Handling System (AMH) that will provide efficient and reliable check-in and presorting of materials. In addition, this system promotes reduced customer contact and will streamline workflow practices. Budget by Fiscal Year Category Funding Source Carryover / Base Study FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total GO Bonds 2019 Carryover $3,314 $0 $0 $0 $0 $0 $3,314 Construction Future GO Bonds Carryover $2,760,884 $0 $0 $0 $0 $0 $2,760,884 Construction GO Bonds 2019 Carryover $76,334 $0 $0 $0 $0 $0 $76,334 Construction GO Bonds 2019 Carryover $130,161 $0 $0 $0 $0 $0 $130,161 Base Total Budget $142,000 $0 $0 $0 $0 $0 $142,000 $3,112,693 $0 $0 $0 $0 $0 $3,112,693 Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $13,950 $14,369 $14,800 $15,244 $15,701 $85,859 $159,923 Total Operating Impacts $13,950 $14,369 $14,800 $15,244 $15,701 $85,859 $159,923 Equipment Future GO Bonds Total 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 $16K. ($1,657,000 FY25). Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Construction Future GO Bonds Base $0 $0 $0 $1,657,308 $0 $0 $1,657,308 Chargebacks Future GO Bonds Base $0 $0 $0 $15,000 $0 $0 $15,000 Arts Future GO Bonds $0 $0 $0 $0 $0 $0 $16,573 $1,688,881 $0 $0 $0 $0 $16,573 $1,688,881 Base Total Budget 287 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation Livability 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 ever-growing network of trails accommodates walkers, joggers, strollers, bicyclists, roller-bladers, 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, a recreation center, 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 - $142,510,631 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY22 FY23 FY24 FY25 FY26 288 FY27 FY28 FY29 FY30 FY31 Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Parks & Recreation Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 1000 - General Fund $2,590,190 $318,554 $0 $0 $0 $0 $2,908,744 1970 - Municipal Asset Reserve $272,700 $0 $0 $0 $0 $0 $272,700 2004 - AZSTA - Sports Complex Improvements $2,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $6,000,000 $6,341 $0 $0 $0 $0 $0 $6,341 4253 - GO Bonds 2019 $1,034,858 $0 $0 $0 $0 $0 $1,034,858 4254 - Future GO Bonds $11,440,710 $22,752,130 $8,189,654 $18,804,312 $6,013,352 $52,442,215 $119,642,373 4550 - Other Capital $1,042,522 $0 $0 $0 $0 $0 $1,042,522 4810 - Outside Sources $1,573,714 $2,834,322 $0 $0 $0 $0 $4,408,036 7942 - DIF - Parks Zn 2 $995,057 $0 $0 $0 $0 $0 $995,057 7943 - DIF - Parks Zn 3 $0 $63,665 $3,000,000 $0 $0 $0 $3,063,665 7944 - DIF - Parks Zn 1 $0 $103,235 $0 $0 $0 $0 $103,235 7945 - DIF - Parks Zn 2 $0 $33,100 $0 $0 $0 $3,000,000 $3,033,100 $20,956,092 $27,105,006 $12,189,654 $19,804,312 $7,013,352 $55,442,215 $142,510,631 4150 - Non-Bond Capital Total - Parks & Recreation 289 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Parks & Recreation Summary by Project Project Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 99th Ave and Olive Trailhead $2,628,262 $0 $0 $0 $0 $0 $2,628,262 $600,000 $0 $0 $124,320 $686,999 $0 $1,411,319 $0 $0 $0 $0 $0 $20,238,226 $20,238,226 Ball Field Lighting $278,400 $0 $0 $0 $0 $0 $278,400 Centennial Plaza Decades Walk Expansion 10-20 Yrs $316,089 $0 $0 $0 $0 $0 $316,089 Country Meadows Park Improvements $400,000 $0 $0 $0 $0 $0 $400,000 Inclusive Playground at Rio Vista Community Park $1,159,380 $0 $0 $0 $0 $0 $1,159,380 Irrigation and Turf Improvements Program $400,000 $0 $0 $0 $0 $0 $400,000 $0 $0 $0 $0 $0 $3,953,000 $3,953,000 $434,000 $0 $0 $0 $0 $0 $434,000 Neighborhood Park at Mystic $0 $0 $4,136,903 $6,440,768 $0 $0 $10,577,671 Neighborhood Park at Northpoint (Vistancia) $0 $0 $4,891,112 $7,695,728 $0 $0 $12,586,840 Neighborhood Parks Renovation Program $0 $318,554 $0 $0 $0 $0 $318,554 New River Trail - Happy Valley Rd to Jomax $0 $0 $0 $320,500 $1,435,000 $2,153,000 $3,908,500 New River Trail - Villa Lindo and Pinnacle Pk $0 $0 $0 $0 $180,000 $2,506,500 $2,686,500 $342,698 $0 $0 $0 $0 $0 $342,698 $0 $271,200 $901,570 $0 $0 $429,455 $1,602,225 New River Trail; Williams Rd to Happy Valley Rd $304,182 $0 $0 $0 $0 $0 $304,182 NRT - Jomax Rd to CAP and CAP to LPP $230,000 $0 $0 $0 $0 $0 $230,000 $5,309,179 $22,405,587 $615,720 $0 $0 $0 $28,330,486 Paloma Community Park Trails $112,977 $0 $0 $0 $0 $0 $112,977 Park and Recreation Facility Refurbishment $746,800 $0 $0 $0 $0 $0 $746,800 Parks, Recreation and Community Fac Master Plan $100,000 $200,000 $0 $0 $0 $0 $300,000 Parks, Recreation, Community Fac ADA Compliance $245,000 $0 $0 $0 $0 $0 $245,000 $0 $0 $0 $1,189,780 $0 $0 $1,189,780 Airnasium at Neighborhood Parks Aloravita South Neighborhood Park Lone Mountain Parkway Trail System Mountain Trail/Preserve Improvements New River Trail Connections New River Trail Pedestrian & Shade Program Paloma Community Park Pioneer Community Park Rehab & Replacements 290 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Parks & Recreation Summary by Project Project Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Pool Renovation and Refurbishment Program $272,700 $0 $0 $0 $0 $0 $272,700 $0 $0 $0 $0 $3,711,353 $22,540,463 $26,251,816 Retention Basin Refresh Program $228,300 $0 $0 $0 $0 $0 $228,300 Rio Vista Skate Park $250,000 $0 $0 $0 $0 $0 $250,000 Sports Complex Maintenance Building $753,018 $0 $0 $0 $0 $0 $753,018 Stadium Improvements (AZSTA) $2,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $6,000,000 Stadium Multi-Use Path Phase 2 $760,000 $2,909,665 $0 $0 $0 $0 $3,669,665 $2,730,583 $0 $0 $0 $0 $0 $2,730,583 $174,001 $0 $0 $0 $0 $0 $174,001 Sunrise Mountain Trailhead $0 $0 $644,349 $3,033,216 $0 $0 $3,677,565 Trailhead at BLM 160 $0 $0 $0 $0 $0 $2,574,354 $2,574,354 Trailhead at the NWC of 83rd Ave and Happy Valley $0 $0 $0 $0 $0 $1,047,217 $1,047,217 $180,523 $0 $0 $0 $0 $0 $180,523 Recreation Center At Paloma Community Park Stadium Trail Phase 1 Sunrise Mntn Library Automated Materials Handling Westwing Park - ADA Connection to Maya Way Total - Parks & Recreation $20,956,092 $27,105,006 $12,189,654 $19,804,312 291 Total $7,013,352 $55,442,215 $142,510,631 City of Peoria FY 2022 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 Study Outside Sources Construction Future GO Bonds FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $27,926 $0 $0 $0 $0 $0 $27,926 Base Total Budget $2,600,336 $0 $0 $0 $0 $0 $2,600,336 $2,628,262 $0 $0 $0 $0 $0 $2,628,262 Operating Impacts Total FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Personnel $52,381 $52,381 $52,381 $52,381 $52,381 $261,905 $523,810 Non-Personnel $52,800 $52,800 $52,800 $52,800 $52,800 $264,000 $528,000 Capital $28,300 $0 $0 $0 $0 $0 $28,300 $133,481 $105,181 $105,181 $105,181 $105,181 $525,905 $1,080,110 Total Operating Impacts 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 Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Future GO Bonds Design Future GO Bonds Carryover Base $600,000 $0 $0 $0 $0 $0 $0 $0 $0 $74,002 $0 $0 $600,000 $74,002 Construction Future GO Bonds Base $0 $0 $0 $87,000 $570,106 $0 $657,106 Chargebacks Future GO Bonds Base $0 $0 $0 $36,450 $36,450 $0 $72,900 Arts Future GO Bonds $0 $0 $0 $870 $6,441 $0 $7,311 $600,000 $0 $0 $124,320 $686,999 $0 $1,411,319 Category Base Total Budget 292 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $2,127,937 $3,331,262 $2,127,937 $3,331,262 Land Acquisiti DIF - Parks Zn 2 Land Acquisiti Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Equipment Future GO Bonds Base $0 $0 $0 $0 $0 $87,659 $87,659 Construction DIF - Parks Zn 2 Base $0 $0 $0 $0 $0 $844,924 $844,924 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $13,606,039 $13,606,039 Chargebacks DIF - Parks Zn 2 Base $0 $0 $0 $0 $0 $18,690 $18,690 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $77,206 $77,206 Arts Arts DIF - Parks Zn 2 Future GO Bonds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $8,449 $136,060 $8,449 $136,060 $0 $0 $0 $0 $0 $20,238,226 $20,238,226 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $268,476 $316,479 $268,476 $316,479 Base Base Total Budget Operating Impacts Personal OPS Non-Pers OPS Capital OPS $0 $0 $0 $0 $0 $28,500 $28,500 Total Operating Impacts $0 $0 $0 $0 $0 $613,455 $613,455 Ball Field Lighting Project Number: CS00195 Project Location: 95th Av & Williams Rd Council District: Willow 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $40,150 $0 $0 $0 $0 $0 $40,150 Carryover Total Budget $238,250 $0 $0 $0 $0 $0 $238,250 $278,400 $0 $0 $0 $0 $0 $278,400 Operating Impacts Total FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Non-Pers OPS $16,000 $16,000 $16,000 $16,000 $16,000 $64,000 $144,000 Total Operating Impacts $16,000 $16,000 $16,000 $16,000 $16,000 $64,000 $144,000 293 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation 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 enhances the Centennial Plaza Decades Walk with a plaza node to honor the City, State, and Federal historic events from 2012-2032 (20 years). The node establishes a framework for continuing the presentation of history the 100 years following the Arizona Centennial. Improvements will be made adjacent to the Decades Walk and will include hardscape, landscape, and vertical walls upon which to capture the historic events, lighting, signage, and directional wayfinding. Budget by Fiscal Year Category Funding Source Construction General Fund Design General Fund Construction General Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $125,000 $0 $0 $0 $0 $0 Base $28,530 $0 $0 $0 $0 $0 $28,530 $162,559 $0 $0 $0 $0 $0 $162,559 $316,089 $0 $0 $0 $0 $0 $316,089 Base Total Budget Total $125,000 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 Carryover / Base FY 2022 Carryover Total Budget $400,000 $0 $0 $0 $0 $0 $400,000 $400,000 $0 $0 $0 $0 $0 $400,000 Funding Source Construction Future GO Bonds FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 2022 Carryover Total Budget $1,159,380 $0 $0 $0 $0 $0 $1,159,380 $1,159,380 $0 $0 $0 $0 $0 $1,159,380 FY 2023 294 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation Irrigation and Turf Improvements Program Project Number: CS00208 Project Location: Citywide Council District: Acacia Live Peoria Goal: Arts, Culture and Recreational Enrichment AsDescription: a result of the Irrigation and Turf Reduction study, we are proposing the process to become more resourceful and sustainable with our water resources. The study has specifically identified key areas and strategies that we are looking to implement and execute for the long-term savings, stewardship, and vegetative quality of park sites. The focus is to execute turf reduction strategies identified in the turf and irrigation reduction study. Turf areas identified for reduction are non-use areas that require additional resources to maintain. The enhancements will provide a better quality turf to the remaining area due to the ability to reallocate resources to a smaller defined area. Projects may include a renovation or infrastructure enhancements that are needed such as pump starters, mainline upsizing and valve replacements. The study identified that the divisions are watering to their budget, but below expected plant requirements. The reduction will allow to enhance existing sites without increasing water costs. The location(s) will be based on a prioritized list. Budget by Fiscal Year Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 General Fund Carryover $200,000 $0 $0 $0 $0 $0 Construction General Fund Base Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 $400,000 $0 $0 $0 $0 $0 $400,000 Category Funding Source Other 295 Total $200,000 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation Lone Mountain Parkway Trail System Project Number: CS00209 Project Location: Lone Mountain Pkwy from LPP to L303 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, burying overhead facilities, construction and construction administration. This project will convert the 25' wide aggregate base course (ABC) maintenance road constructed for the water line to a 12' AC trail and an 8' soft trail with 2' shoulders on each side, installation of three strand wire fence and gates along both sides of the trail to prohibit trespassing onto adjacent properties, constructing culverts at the low water crossings (11 each) and a bridge over the Beardsley Canal. 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 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Future GO Bonds Base $0 $0 $0 $0 $0 $200,000 $200,000 Land Acquisiti Future GO Bonds Design Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $220,000 $300,000 $220,000 $300,000 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $3,020,000 $3,020,000 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $180,000 $180,000 Arts Future GO Bonds $0 $0 $0 $0 $0 $33,000 $33,000 $0 $0 $0 $0 $0 $3,953,000 $3,953,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Personnel $0 $0 $0 $0 $0 $54,273 $54,273 Non-Personnel $0 $0 $0 $0 $0 $79,946 $79,946 Capital $0 $0 $0 $0 $0 $25,500 $25,500 Total Operating Impacts $0 $0 $0 $0 $0 $159,719 $159,719 Base Total Budget Operating Impacts Mountain Trail/Preserve Improvements Project Number: CS00217 Project Location: Peoria Mountain Preserve Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails improving the existing soft surface trails on Sunrise Mountain, East Wing, Calderwoode Butte 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 Construction Future GO Bonds Carryover / Base FY 2022 Base Total Budget $434,000 $0 $0 $0 $0 $0 $434,000 $434,000 $0 $0 $0 $0 $0 $434,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Operating Impacts FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Total Non-Personnel $0 $42,000 $42,000 $42,000 $42,000 $210,000 $378,000 Total Operating Impacts $0 $42,000 $42,000 $42,000 $42,000 $210,000 $378,000 296 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $0 $0 $0 $0 Total Land Acquisiti DIF - Parks Zn 3 Land Acquisiti Future GO Bonds Base Base $0 $0 $0 $0 $1,073,560 $1,887,250 Construction DIF - Parks Zn 3 Base $0 $0 $405,005 $0 $0 $0 $405,005 Construction Future GO Bonds Base $0 $0 $711,970 $6,329,525 $0 $0 $7,041,495 Chargebacks DIF - Parks Zn 3 Base $0 $0 $17,385 $0 $0 $0 $17,385 Chargebacks Future GO Bonds Base $0 $0 $30,563 $47,948 $0 $0 $78,511 Arts DIF - Parks Zn 3 Base $0 $0 $4,050 $0 $0 $0 $4,050 Arts Future GO Bonds $0 $0 $0 $0 $7,120 $4,136,903 $63,295 $6,440,768 $0 $0 $0 $70,415 $0 $10,577,671 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Personnel $0 $0 $0 $56,761 $46,761 $227,014 $330,536 Non-Personnel Capital $0 $0 $0 $0 $0 $0 $91,511 $28,500 $91,511 $0 $366,044 $0 $549,066 $28,500 Total Operating Impacts $0 $0 $0 $176,772 $138,272 $593,058 $908,102 Base Total Budget Operating Impacts 297 $1,073,560 $1,887,250 City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $1,072,603 $2,424,879 $0 $0 $0 $0 $0 $0 Land Acquisiti DIF - Parks Zn 3 Land Acquisiti Future GO Bonds Base Base $0 $0 $0 $0 Equipment Total $1,072,603 $2,424,879 Future GO Bonds Base $0 $0 $0 $22,253 $0 $0 $22,253 Construction DIF - Parks Zn 3 Base $0 $0 $408,606 $0 $0 $0 $408,606 Construction Future GO Bonds Base $0 $0 $923,752 $7,550,027 $0 $0 $8,473,779 Chargebacks DIF - Parks Zn 3 Base $0 $0 $14,705 $0 $0 $0 $14,705 Chargebacks Future GO Bonds Base $0 $0 $33,243 $47,948 $0 $0 $81,191 Arts Arts DIF - Parks Zn 3 Future GO Bonds $0 $0 $0 $0 $4,086 $9,238 $0 $75,500 $0 $0 $0 $0 $4,086 $84,738 $0 $0 $4,891,112 $7,695,728 $0 $0 $12,586,840 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $0 $0 $0 $56,751 $96,303 $283,785 $481,515 $340,536 $577,818 $765,300 $918,354 Base Base Total Budget Operating Impacts Personal OPS Non-Pers OPS Capital $0 $0 $0 $0 $28,500 Total Operating Impacts $0 $0 $0 $0 $181,554 298 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation Neighborhood Parks Renovation Program Project Number: CS00019 Project Location: Citywide Council District: Citywide 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), playground replacements 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 locations will be based on a prioritized list. The PRCF department utilizes a staff driven review with specific rating criteria to prioritize and rate the parks and basins for projecting programmatic renovations to specific locations. The reviews are conducted annually and are flexible to allow for the management of any updates of the prioritization list of projects. This allows the leveraging for contract pricing and combination of projects and potential sites. Typically, a program allows for two parks and retention basins to be refreshed on an annual basis. The department’s goal is to provide these renovation programs in an equitable manner across the parks and retention basins in the City. Budget by Fiscal Year Category Funding Source Construction General Fund Arts General Fund Carryover / Base Base Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $315,400 $3,154 $0 $0 $0 $0 $0 $0 $0 $0 $315,400 $3,154 $0 $318,554 $0 $0 $0 $0 $318,554 299 Total City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Land Acquisiti Future GO Bonds Base $0 $0 $0 $0 $1,400,000 $0 Design Future GO Bonds Base $0 $0 $0 $250,000 $0 $0 $250,000 Construction Future GO Bonds Chargebacks Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $68,000 $0 $21,000 $2,000,000 $133,000 $2,000,000 $222,000 Arts Future GO Bonds Base Total Budget Operating Impacts Total Operating Impacts $1,400,000 $0 $0 $0 $2,500 $14,000 $20,000 $36,500 $0 $0 $0 $320,500 $1,435,000 $2,153,000 $3,908,500 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $89,165 $89,165 $0 $0 $0 $0 $0 $89,165 $89,165 300 City of Peoria FY 2022 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 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Future GO Bonds Base $0 $0 $0 $0 $160,000 $0 $160,000 Design Future GO Bonds Construction Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $2,100,000 $250,000 $2,100,000 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $20,000 $133,000 $153,000 Arts Future GO Bonds $0 $0 $0 $0 $0 $23,500 $23,500 $0 $0 $0 $0 $180,000 $2,506,500 $2,686,500 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $188,000 $188,000 $0 $0 $0 $0 $0 $188,000 $188,000 Base Total Budget Operating Impacts Total Operating Impacts 301 City of Peoria FY 2022 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 Land Acquisiti Future GO Bonds Construction Future GO Bonds Category FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Carryover Total Budget $312,698 $0 $0 $0 $0 $0 $312,698 $342,698 $0 $0 $0 $0 $0 $342,698 New River Trail Pedestrian & Shade Program Project Number: EN00750 Project Location: New River Trail - Northern Av to Happy Valley Rd Council District: Citywide Live Peoria Goal: Superior Public Services Description: The New River Trail Pedestrian and Shade Initiative Program will enhance pedestrian shade and walkability by adding improvements to the existing New River Trail at various locations. Locations that may receive improvements include: New River Trail and Happy Valley Rd, Peoria Av and New River, Thunderbird Av and New River Trail, Ross Av/70th Av and New River Trail, and other New River Trail locations. Improvements may include shade trees, landscaping, landscape irrigation, streetlights equipped with shade canopies, shade structures, benches, pedestrian and canopy lighting, trash receptacles and other amenities. Project may require removal of existing sidewalk, ADA ramps, site grading (fill) and other miscellaneous features. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Land Acquisiti Future GO Bonds Design Future GO Bonds Base Base $0 $0 $150,000 $120,000 $0 $0 $0 $0 $0 $0 $0 $78,500 $150,000 $198,500 Construction Future GO Bonds Base $0 $0 $847,000 $0 $0 $300,000 $1,147,000 Chargebacks Future GO Bonds Base $0 $0 $49,870 $0 $0 $47,180 $97,050 Arts Future GO Bonds $0 $1,200 $4,700 $0 $0 $3,775 $9,675 $0 $271,200 $901,570 $0 $0 $429,455 $1,602,225 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $10,000 $10,000 $10,000 $50,000 $80,000 $0 $0 $10,000 $10,000 $10,000 $50,000 $80,000 Base Total Budget Operating Impacts Total Operating Impacts 302 City of Peoria FY 2022 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: Willow 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 was completed in 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 acquisition phases of the trail are in progress. Budget by Fiscal Year Funding Source Carryover / Base Land Acquisiti Non-Bond Capital Construction Future GO Bonds Construction GO Bonds 2019 Category FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $6,341 $0 $0 $0 $0 $0 $6,341 Carryover $192,578 $0 $0 $0 $0 $0 $192,578 Carryover Total Budget $105,263 $0 $0 $0 $0 $0 $105,263 $304,182 $0 $0 $0 $0 $0 $304,182 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $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 303 Total Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation NRT - Jomax Rd to CAP and CAP to LPP Project Number: CS00162 Project Location: New River - Jomax Rd to CAP and along CAP to LPP Council District: Mesquite Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project provides for the coordination and preparation of a Design Concept Report (DCR) for constructing a regional trail along the east side of the New River from Jomax Road to the Central Arizona Project (CAP) canal and along the CAP to Lake Pleasant Parkway. Under the scope of this project a consultant and City staff will work with area stakeholders, land owners, adjacent property owners, developers, CAP, FCDMC, USACOE, city departments, and utility companies to assess the feasibility of various trail alternatives, identify amenities, trail easements, 404 issues, environmental issues, archeological issues, refine the plan for one alternative and complete an in-depth evaluation of the approximate impacts, costs and prepare concept level 15% plans. Upon completion of the study, staff will program the funding for design, land acquisition and construction to be considered in the 10 year CIP. Budget by Fiscal Year Category Funding Source Study General Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Base Total Budget $230,000 $230,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 304 Total $230,000 $230,000 City of Peoria FY 2022 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 design and construction of a second phase of amenities at Paloma Community Park. The initial park construction was completed in Fall 2020 and includes 85 acres of community park amenities and infrastructure capable of supporting an additional 40+ acres. The core program for Phase 2 will include lighted sports fields and associated restroom(s) and parking. Citizen engagement and Phase 1 feedback will inform the program of smaller amenities (courts, trails, equestrian, etc.). This capital project also funds the communications infrastructure, development fees payable to other agencies through IGAs, and additional park capital equipment. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Other GO Bonds 2019 Carryover $210,387 $0 $0 $0 $0 $0 $210,387 Equipment Other Capital Carryover $761,999 $0 $0 $0 $0 $0 $761,999 Construction DIF - Parks Zn 2 Construction Future GO Bonds Carryover Carryover $995,057 $2,706,838 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $995,057 $2,706,838 Construction GO Bonds 2019 Carryover $480,958 $0 $0 $0 $0 $0 $480,958 Land Acquisiti Future GO Bonds Base $25,000 $0 $0 $0 $0 $0 $25,000 Equipment Future GO Bonds Base $0 $0 $480,000 $0 $0 $0 $480,000 Design Total Future GO Bonds Base $128,940 $0 $0 $0 $0 $0 $128,940 Construction Future GO Bonds Base $0 $22,049,373 $0 $0 $0 $0 $22,049,373 Chargebacks Arts Base Base $0 $0 $135,720 $220,494 $135,720 $0 $0 $0 $0 $0 $0 $0 $271,440 $220,494 $5,309,179 $22,405,587 $615,720 $0 $0 $0 $28,330,486 Future GO Bonds Future GO Bonds Total Budget Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Personal OPS $0 $174,592 $174,592 $174,592 $174,592 $872,960 $1,571,328 Non-Pers OPS $0 $462,745 $462,745 $462,745 $462,745 $2,313,725 $4,164,705 Total Operating Impacts $0 $637,337 $637,337 $637,337 $637,337 $3,186,685 $5,736,033 305 City of Peoria FY 2022 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 Study Future GO Bonds Construction Future GO Bonds Carryover / Base Carryover Carryover Total Budget Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $12,977 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,977 $100,000 $112,977 $0 $0 $0 $0 $0 $112,977 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Personnel Non-Personnel $80,194 $3,100 $80,194 $3,100 $80,194 $3,100 $80,194 $3,100 $80,194 $3,100 $400,970 $15,500 $801,940 $31,000 Capital $31,000 $0 $0 $0 $0 $0 $31,000 $114,294 $83,294 $83,294 $83,294 $83,294 $416,470 $863,940 Total Operating Impacts 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 Category Funding Source Construction General Fund Carryover / Base FY 2022 Carryover Total Budget $746,800 $0 $0 $0 $0 $0 $746,800 $746,800 $0 $0 $0 $0 $0 $746,800 FY 2023 306 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 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 2022 Other Capital Carryover DIF - Parks Zn 2 Base Study DIF - Parks Zn 1 Base Study DIF - Parks Zn 3 Category Funding Source Study Study Base Total Budget FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $100,000 $0 $0 $0 $0 $0 $0 $33,100 $0 $0 $0 $0 $33,100 $0 $103,235 $0 $0 $0 $0 $103,235 $100,000 $0 $63,665 $0 $0 $0 $0 $63,665 $100,000 $200,000 $0 $0 $0 $0 $300,000 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 Category Funding Source Construction General Fund Carryover / Base FY 2022 Carryover Total Budget $245,000 $0 $0 $0 $0 $0 $245,000 $245,000 $0 $0 $0 $0 $0 $245,000 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Pioneer Community Park Rehab & Replacements Project Number: CS00234 Project Location: 83rd Av and Olive Av Council District: Acacia Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project provides for rehabilitation and replacements of major play and group amenities at Pioneer Community Park, such as playground structures, shade canopies and surfacing, splash pad fixtures and surfacing, ramadas, picnic tables, barbeque grills, and trash receptacles. Budget by Fiscal Year Category Funding Source Construction Future GO Bonds Arts Future GO Bonds Carryover / Base Base Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $0 $1,178,000 $0 $0 $0 $0 $0 $11,780 $0 $0 $11,780 $0 $0 $0 $1,189,780 $0 $0 $1,189,780 307 Total $1,178,000 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation Pool Renovation and Refurbishment Program Project Number: CS00238 Project Location: Sunrise Pool Council District: Willow 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 2022 Construction Municipal Asset Reserve Carryover Total Budget $272,700 $0 $0 $0 $0 $0 $272,700 $272,700 $0 $0 $0 $0 $0 $272,700 Category Funding Source FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 Paloma 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 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Land Acquisiti Future GO Bonds Base $0 $0 $0 $0 $70,000 $0 $70,000 Equipment Future GO Bonds Base $0 $0 $0 $0 $0 $344,966 $344,966 Design Future GO Bonds Base $0 $0 $0 $0 $3,389,856 $0 $3,389,856 Construction Future GO Bonds Chargebacks Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $217,598 $21,760,296 $217,598 $21,760,296 $435,196 $33,899 $217,603 $251,502 Arts Future GO Bonds Base Total Budget Operating Impacts Personal OPS Non-Personnel $0 $0 $0 $0 $0 $0 $0 $0 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,553,125 $3,193,200 $5,553,125 $3,193,200 $3,711,353 $22,540,463 $26,251,816 Capital $0 $0 $0 $0 $0 $508,700 $508,700 Total Operating Impacts $0 $0 $0 $0 $0 $9,255,025 $9,255,025 308 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation Retention Basin Refresh Program Project Number: CS00004 Project Location: Citywide Council District: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project provides for 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 locations will be based on the prioritized list. The PRCF department utilizes a staff driven review with specific rating criteria to prioritize and rate the parks and basins for projecting programmatic renovations to specific locations. The reviews are conducted annually and are flexible to allow for the management of any updates of the prioritization list of projects. This allows the leveraging for contract pricing and combination of projects and potential sites. Typically, a program allows for two parks and retention basins to be refreshed on an annual basis. The department’s goal is to provide these renovation programs in an equitable manner across the parks and retention basins in the City. Budget by Fiscal Year Category Carryover / Base FY 2022 Base Total Budget $228,300 $0 $0 $0 $0 $0 $228,300 $228,300 $0 $0 $0 $0 $0 $228,300 Funding Source Construction General Fund FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total 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 Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $25,000 $225,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $225,000 $250,000 $0 $0 $0 $0 $0 $250,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Personnel Non-Personnel $6,500 $250 $6,500 $250 $6,500 $250 $6,500 $250 $6,500 $250 $32,500 $1,250 $65,000 $2,500 Total Operating Impacts $6,750 $6,750 $6,750 $6,750 $6,750 $33,750 $67,500 Study General Fund Construction General Fund Carryover Carryover Total Budget Operating Impacts 309 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation 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 Construction Future GO Bonds FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Base $23,782 $0 $0 $0 $0 $0 $23,782 Base $116,398 $0 $0 $0 $0 $0 $116,398 Base Total Budget Total $612,838 $0 $0 $0 $0 $0 $612,838 $753,018 $0 $0 $0 $0 $0 $753,018 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 Carryover / Base FY 2022 Carryover $1,000,000 $0 $0 Construction AZSTA - Sports Comple Base Total Budget $1,000,000 $1,000,000 $1,000,000 $2,000,000 $1,000,000 $1,000,000 $1,000,000 Category Funding Source Construction AZSTA - Sports Comple FY 2023 310 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $1,000,000 $1,000,000 $0 $5,000,000 $1,000,000 $0 $6,000,000 $1,000,000 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation Stadium Trail Phase 1 Project Number: CS00146 Project Location: 73rd Av to 83rd Av Council District: Ironwood Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails the design and construction of the Stadium Trail, 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 Stadium Trail 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 Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Design Future GO Bonds Construction Outside Sources Carryover Base $271,383 $1,545,788 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction Future GO Bonds Base Total Budget $913,412 $0 $0 $0 $0 $0 $913,412 $2,730,583 $0 $0 $0 $0 $0 $2,730,583 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $14,000 $14,000 $14,000 $14,000 $70,000 $126,000 $17,000 $17,000 $17,000 $17,000 $17,000 $85,000 $170,000 $0 $25,500 $0 $0 $0 $0 $25,500 $17,000 $56,500 $31,000 $31,000 $31,000 $155,000 $321,500 Category Operating Impacts Personnel Non-Pers OPS Capital Total Operating Impacts 311 Total $271,383 $1,545,788 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation Stadium Trail Phase 2 Project Number: CS00232 Project Location: 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 Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Future GO Bonds Category Total Carryover $260,000 $0 $0 $0 $0 $0 Future GO Bonds Base $500,000 $0 $0 $0 $0 $0 $500,000 Construction Outside Sources Base $0 $2,834,322 $0 $0 $0 $0 $2,834,322 Chargebacks Future GO Bonds Base $0 $47,000 $0 $0 $0 $0 $47,000 Arts Future GO Bonds $0 $28,343 $0 $0 $0 $0 $28,343 $760,000 $2,909,665 $0 $0 $0 $0 $3,669,665 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $2,000 $2,000 $2,000 $10,000 $16,000 $0 $0 $10,000 $10,000 $10,000 $50,000 $80,000 $0 $0 $12,000 $12,000 $12,000 $60,000 $96,000 Design Base Total Budget Operating Impacts Total Operating Impacts 312 $260,000 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation Sunrise Mntn Library Automated Materials Handling Project Number: CS00241 Project Location: Sunrise Mountain Library Council District: Willow Live Peoria Goal: Arts, Culture and Recreational Enrichment Description: This project entails the building modifications necessary to support a conversion from manual book returns to an automated materials handling (AMH) system, including minor demolition, structural modifications, glazing modifications, and supporting power/data infrastructure. The City will directly procure the AMH equipment separate from the required construction. Budget by Fiscal Year Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 General Fund Base $134,000 $0 $0 $0 $0 $0 General Fund Base $5,482 $0 $0 $0 $0 $0 $5,482 $34,519 $0 $0 $0 $0 $0 $34,519 $174,001 $0 $0 $0 $0 $0 $174,001 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $13,950 $14,369 $14,800 $15,244 $15,701 $85,859 $159,923 $13,950 $14,369 $14,800 $15,244 $15,701 $85,859 $159,923 Category Funding Source Equipment Design Construction General Fund Base Total Budget Operating Impacts Total Operating Impacts Total $134,000 Sunrise Mountain Trailhead Project Number: CS00206 Project Location: 87th Av and Happy Valley Rd 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 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Land Acquisiti Future GO Bonds Base $0 $0 $0 $10,500 $0 $0 $10,500 Design Future GO Bonds Base $0 $0 $604,375 $0 $0 $0 $604,375 Construction Future GO Bonds Base $0 $0 $0 $2,959,194 $0 $0 $2,959,194 Chargebacks Future GO Bonds Base $0 $0 $33,930 $33,930 $0 $0 $67,860 Arts Future GO Bonds $0 $0 $6,044 $29,592 $0 $0 $35,636 $0 $0 $644,349 $3,033,216 $0 $0 $3,677,565 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Personnel $0 $0 $0 $0 $54,273 $271,365 $325,638 Non-Personnel $0 $0 $0 $0 $6,700 $33,500 $40,200 Capital $0 $0 $0 $0 $28,500 $0 $28,500 Total Operating Impacts $0 $0 $0 $0 $89,473 $304,865 $394,338 Base Total Budget Operating Impacts 313 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Parks & Recreation Trailhead at BLM 160 Project Number: CS00237 Project Location: 99th Av and Dynamite Rd 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 $415,862 $415,862 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $2,060,231 $2,060,231 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $58,500 $58,500 Arts Future GO Bonds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $24,761 $2,574,354 $24,761 $2,574,354 Base Total Budget Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Non-Personnel $0 $0 $0 $0 $0 $100,000 $100,000 Total Operating Impacts $0 $0 $0 $0 $0 $100,000 $100,000 314 City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 Chargebacks Future GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $767,125 $43,786 $767,125 $43,786 Arts Future GO Bonds Base Total Budget Operating Impacts $0 $0 $0 $0 $0 $9,836 $9,836 $0 $0 $0 $0 $0 $1,047,217 $1,047,217 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Personnel Non-Personnel $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $108,546 $58,000 $108,546 $58,000 Total Operating Impacts $0 $0 $0 $0 $0 $166,546 $166,546 315 City of Peoria FY 2022 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 an ADA ramp and an 8foot 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 2022 Carryover Total Budget $180,523 $0 $0 $0 $0 $0 $180,523 $180,523 $0 $0 $0 $0 $0 $180,523 Operating Impacts FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Personnel $760 $760 $760 $760 $760 $3,800 Non-Personnel $830 $830 $830 $830 $830 $4,150 $8,300 $1,590 $1,590 $1,590 $1,590 $1,590 $7,950 $15,900 Total Operating Impacts 316 Total $7,600 City of Peoria FY 2022 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 Fire Station No. 5, installation of an emergency-only traffic signal at Fire Station No. 7, locker room improvements at the Public Safety Administration Building and design and construction of a new fire station in northern Peoria. Public Safety Total - $25,220,399 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY22 FY23 FY24 FY25 FY26 317 FY27 FY28 FY29 FY30 FY31 Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Public Safety Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 1000 - General Fund $1,905,648 $0 $0 $0 $0 $0 $1,905,648 4254 - Future GO Bonds $5,277,468 $1,181,953 $0 $0 $4,439,027 $0 $10,898,448 4550 - Other Capital $807,345 $0 $0 $0 $0 $0 $807,345 7935 - DIF - Fire $62,500 $0 $0 $0 $0 $0 $62,500 7937 - DIF - Fire $1,734,165 $0 $0 $2,013,748 $7,798,545 $0 $11,546,458 Total - Public Safety $9,787,126 $1,181,953 $0 $2,013,748 $12,237,572 $0 $25,220,399 318 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Public Safety Summary by Project Project Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Fire Station No. 2 Dorm Expansion $1,224,665 $0 $0 $0 $0 $0 $1,224,665 Fire Station No. 5 Expansion $2,478,890 $0 $0 $0 $0 $0 $2,478,890 $653,000 $0 $0 $0 $0 $0 $653,000 $0 $0 $0 $2,013,748 $12,237,572 $0 $14,251,320 Fire Support Services Building Fiber Installation $147,915 $0 $0 $0 $0 $0 $147,915 Fire-Medical Department Fleet Storage Annex $2,717,578 $0 $0 $0 $0 $0 $2,717,578 Mobile and Portable Radios Replacement $807,345 $0 $0 $0 $0 $0 $807,345 Public Safety Admin Building Locker Room Improvs $0 $1,181,953 $0 $0 $0 $0 $1,181,953 Self-Contained Breathing Apparatus $1,757,733 $0 $0 $0 $0 $0 $1,757,733 Total - Public Safety $9,787,126 $1,181,953 $0 $2,013,748 $12,237,572 $0 $25,220,399 Fire Station No. 7 Jomax Emergency Traffic Signal Fire Station No. 8 319 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Public Safety 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 Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 DIF - Fire Carryover $58,900 $0 $0 $0 $0 $0 DIF - Fire Carryover $84,465 $0 $0 $0 $0 $0 $84,465 Construction DIF - Fire Carryover $1,000,300 $0 $0 $0 $0 $0 $1,000,300 Carryover Total Budget $81,000 $0 $0 $0 $0 $0 $81,000 $1,224,665 $0 $0 $0 $0 $0 $1,224,665 Category Funding Source Other Equipment Construction Future GO Bonds Operating Impacts Total $58,900 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 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 Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Future GO Bonds Category Total Carryover $225,000 $0 $0 $0 $0 $0 $225,000 Equipment Future GO Bonds Base $74,845 $0 $0 $0 $0 $0 $74,845 Design Future GO Bonds Base $12,838 $0 $0 $0 $0 $0 $12,838 $2,166,207 $0 $0 $0 $0 $0 $2,166,207 $2,478,890 $0 $0 $0 $0 $0 $2,478,890 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Future GO Bonds Base Total Budget Operating Impacts Total 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 $45,000 320 City of Peoria FY 2022 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 Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Land Acquisiti DIF - Fire Carryover $30,000 $0 $0 $0 $0 $0 Land Acquisiti DIF - Fire Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Construction DIF - Fire Carryover $560,500 $0 $0 $0 $0 $0 $560,500 Construction DIF - Fire Carryover Total Budget $32,500 $0 $0 $0 $0 $0 $32,500 $653,000 $0 $0 $0 $0 $0 $653,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $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 Category Funding Source Operating Impacts Total Operating Impacts 321 Total $30,000 Total City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Land Acquisiti DIF - Fire Base $0 $0 $0 $694,878 $0 $0 $694,878 Equipment DIF - Fire Base $0 $0 $0 $0 $1,433,218 $0 $1,433,218 Equipment Design Future GO Bonds DIF - Fire Base Base $0 $0 $0 $0 $0 $0 $0 $1,236,507 $756,500 $0 $0 $0 $756,500 $1,236,507 Construction DIF - Fire Base $0 $0 $0 $0 $6,256,439 $0 $6,256,439 Construction Future GO Bonds Base $0 $0 $0 $0 $3,621,857 $0 $3,621,857 Chargebacks DIF - Fire Base $0 $0 $0 $69,998 $46,324 $0 $116,322 Chargebacks Future GO Bonds Base $0 $0 $0 $0 $24,451 $0 $24,451 Arts DIF - Fire Base $0 $0 $0 $12,365 $62,564 $0 $74,929 Arts Future GO Bonds $0 $0 $0 $0 $0 $0 Base Total Budget Operating Impacts $0 $36,219 $2,013,748 $12,237,572 $0 $36,219 $0 $14,251,320 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 Fire Support Services Building Fiber Installation Project Number: FD00020 Project Location: 8557 N. 78th Ave Council District: Acacia Live Peoria Goal: Superior Public Safety Description: This project will fund the installation of a singlemode 48 strand fiber optic cable between the City's current fiber network to the Fire Support Services Building. Connecting the building via fiber cable will improve user productivity through better network connection and performance. Budget by Fiscal Year Category Funding Source Construction General Fund Carryover / Base FY 2022 Carryover Total Budget $147,915 $0 $0 $0 $0 $0 $147,915 $147,915 $0 $0 $0 $0 $0 $147,915 FY 2023 322 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Public Safety Fire-Medical Department Fleet Storage Annex Project Number: FD00030 Project Location: 7733 W. Seldon Lane Council District: Acacia Live Peoria Goal: Superior Public Safety Description: This project entails the purchase of and minor renovations to an industrial building located at 7733 W. Seldan Lane, Peoria, AZ. After minor site and building improvements, this facility will securely house the Peoria Fire-Medical Department's reserve apparatus, support trailers, and bulk fire department supplies. Administration of this facility will occur with existing department staff from the adjacent Peoria Fire-Medical Support Services facility located at 8557 N. 78th Ave. Budget by Fiscal Year Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Land Acquisiti Future GO Bonds Carryover $2,083,500 $0 $0 $0 $0 $0 Construction Future GO Bonds Carryover Total Budget $634,078 $0 $0 $0 $0 $0 $634,078 $2,717,578 $0 $0 $0 $0 $0 $2,717,578 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Category Operating Impacts Total $2,083,500 Total Non-Personnel $33,000 $33,000 $33,000 $33,000 $33,000 $165,000 $330,000 Total Operating Impacts $33,000 $33,000 $33,000 $33,000 $33,000 $165,000 $330,000 Mobile and Portable Radios Replacement Project Number: FD00014 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Safety Description: The Fire-Medical Department is replacing the entire existing radio inventory including 146 portable (handheld) and 40 mobile (vehicle) 800 MHz radios due to age and compatibility with other equipment. Budget by Fiscal Year Category Funding Source Equipment Other Capital Carryover / Base FY 2022 Carryover Total Budget $807,345 $0 $0 $0 $0 $0 $807,345 $807,345 $0 $0 $0 $0 $0 $807,345 Operating Impacts FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Non-Pers OPS $0 $9,300 $9,300 $9,300 $9,300 $46,500 $83,700 Total Operating Impacts $0 $9,300 $9,300 $9,300 $9,300 $46,500 $83,700 323 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Public Safety 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 Base Design Future GO Bonds Base Construction Future GO Bonds Chargebacks Future GO Bonds Arts Future GO Bonds FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $24,202 $0 $0 $0 $0 $24,202 $0 $121,220 $0 $0 $0 $0 $121,220 Base $0 $984,613 $0 $0 $0 $0 $984,613 Base $0 $40,860 $0 $0 $0 $0 $40,860 $0 $0 $11,058 $1,181,953 $0 $0 $0 $0 $0 $0 $0 $0 $11,058 $1,181,953 Base Total Budget FY 2022 Total Self-Contained Breathing Apparatus Project Number: FD00017 Project Location: Citywide Council District: All Live Peoria Goal: Superior Public Safety SelfDescription: Contained Breathing Apparatus have a safe usable lifespan of approximately ten years. Our current SCBA's were purchased in 2009. With new technology comes increased safety and reliability, in addition to an improved external communication component for the end user (the firefighter). Budget by Fiscal Year Category Funding Source Construction General Fund Carryover / Base FY 2022 Carryover Total Budget $1,757,733 $0 $0 $0 $0 $0 $1,757,733 $1,757,733 $0 $0 $0 $0 $0 $1,757,733 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Operating Impacts FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Total Non-Pers OPS $25,000 $25,000 $25,000 $25,000 $25,000 $100,000 $225,000 Total Operating Impacts $25,000 $25,000 $25,000 $25,000 $25,000 $100,000 $225,000 324 City of Peoria FY 2022 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 67th Avenue from Pinnacle Peak to Happy Valley, extending Jomax Road from Vistancia Blvd to the Loop 303, and landscape enhancements along 67th, 75th, and 91st avenues. Streets & Traffic Control Total - $194,896,388 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY22 FY23 FY24 FY25 FY26 325 FY27 FY28 FY29 FY30 FY31 Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Streets Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $75,750 $0 $606,000 $0 $681,750 2222 - W/S Rev Bonds (Wtr) $105,161 $0 $0 $0 $0 $0 $105,161 4150 - Non-Bond Capital $563,008 $0 $0 $0 $0 $0 $563,008 4253 - GO Bonds 2019 $71,748 $0 $0 $0 $0 $0 $71,748 4254 - Future GO Bonds $6,830,084 $7,502,785 $6,868,000 $7,344,089 $6,868,000 $3,568,267 $38,981,225 4550 - Other Capital $64,380 $0 $0 $0 $0 $0 $64,380 4810 - Outside Sources $1,518,258 $1,044,641 $0 $0 $0 $0 $2,562,899 7000 - Highway User Fund $7,104,166 $4,784,150 $4,871,550 $5,483,813 $5,684,581 $28,517,311 $56,445,571 7003 - DIF - Streets Central $3,317,797 $7,500,000 $263,200 $2,424,000 $1,085,000 $1,144,000 $15,733,997 7006 - DIF - Streets North $5,434,825 $0 $0 $0 $0 $0 $5,434,825 7010 - Transportation Sales Tax $12,858,077 $3,533,000 $2,635,900 $7,693,100 $5,684,823 $21,007,974 $53,412,874 Total - Streets $37,867,504 $24,364,576 $14,714,400 $22,945,002 $19,928,404 $54,237,552 $174,057,438 2163 - Water Expansion 326 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Traffic Control Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 4810 - Outside Sources $437,500 $157,736 $694,731 $0 $0 $0 $1,289,967 7000 - Highway User Fund $1,221,744 $309,000 $309,000 $309,000 $309,000 $1,545,000 $4,002,744 7010 - Transportation Sales Tax $2,550,000 $3,215,100 $2,705,139 $2,320,000 $807,000 $3,949,000 $15,546,239 Total - Traffic Control $4,209,244 $3,681,836 $3,708,870 $2,629,000 $1,116,000 $5,494,000 $20,838,950 327 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Streets Summary by Project Project Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 103rd Av; Northern Ave to Olive Ave Full Street $842,874 $0 $0 $0 $0 $0 $842,874 107th Av; Williams Rd to Hatfield Rd Rdwy $273,000 $0 $0 $0 $1,085,000 $8,907,000 $10,265,000 135th Av; Ridgeline Rd - Montansoro Ln Rdwy Improv $1,044,641 $1,044,641 $0 $0 $0 $0 $2,089,282 67th Av Widening; Pinnacle Peak to Happy Valley $3,044,797 $7,500,000 $0 $0 $0 $0 $10,544,797 67th Av; Olive Av to Redfield Rd Landscape Enhance $701,121 $0 $0 $0 $0 $0 $701,121 75th Av & Cactus Rd Intersection Improvements $30,000 $0 $0 $0 $0 $0 $30,000 75th Av & Peoria Av Intersection Improvements $17,297 $0 $0 $0 $0 $0 $17,297 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt $1,174,978 $0 $0 $0 $0 $0 $1,174,978 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn $377,935 $0 $0 $0 $0 $0 $377,935 $1,125,780 $210,000 $527,150 $210,000 $527,150 $1,684,300 $4,284,380 $500,000 $327,000 $327,000 $327,000 $327,000 $1,635,000 $3,443,000 Cactus Rd; 67th Av-83rd Av Shade & Landscape $0 $0 $0 $0 $230,900 $2,167,498 $2,398,398 City Parking Lots - Parks & Facilities $31,202 $634,785 $0 $476,089 $0 $1,428,267 $2,570,343 Corrine Drive Street Improvements $216,604 $0 $0 $0 $0 $0 $216,604 Deer Valley Rd; 109th Av to Lake Pleasant Pkwy $1,795,957 $1,500,000 $0 $0 $0 $0 $3,295,957 Deer Village Unit III Sound Wall $200,000 $0 $0 $0 $0 $0 $200,000 $1,870,000 $0 $0 $0 $0 $0 $1,870,000 Grand Av - Wrought Iron Fence Concrete Footing $400,000 $0 $0 $0 $0 $0 $400,000 Happy Valley Pkwy Widening; LPP to Agua Fria $370,630 $0 $0 $0 $0 $0 $370,630 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 Av $0 $0 $263,200 $2,424,000 $0 $0 $2,687,200 Jomax Rd; Loop 303 to Vistancia Blvd $3,529,228 $0 $0 $0 $0 $0 $3,529,228 ADA Accessibility Bridge Maintenance & Guardrail Replacement Program El Mirage Rd; Blackstone Dr to Westland Rd 328 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Streets Summary by Project Project Name Total FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $1,221,000 $1,221,000 $1,221,000 $0 $3,663,000 $930,000 $0 $0 $0 $0 $0 $930,000 $1,000,000 $1,021,500 $1,021,500 $5,107,500 $1,573,673 $131,571 $9,855,744 $340,000 $0 $0 $0 $0 $0 $340,000 $1,654,000 $0 $0 $0 $0 $0 $1,654,000 $0 $0 $0 $0 $0 $1,591,000 $1,591,000 Pavement Management Program Preservation $4,055,973 $3,535,000 $3,535,000 $4,949,000 $5,043,031 $26,689,348 $47,807,352 Pavement Management Program Rehabilitation $8,000,534 $6,868,000 $6,868,000 $6,868,000 $6,868,000 $0 $35,472,534 $0 $0 $0 $0 $151,350 $1,390,832 $1,542,182 Peoria High School Hawk Signal $665,000 $0 $0 $0 $0 $0 $665,000 Quick Response Street Repairs $175,000 $176,750 $202,000 $202,000 $202,000 $1,136,250 $2,094,000 Rural Area Road Maintenance $460,396 $0 $0 $465,413 $0 $465,413 $1,391,222 Sidewalks Annual Program $391,809 $107,400 $107,400 $107,400 $107,400 $537,000 $1,358,409 Sonoran Mountain Ranch Emergency Access $0 $0 $142,150 $87,600 $1,667,000 $0 $1,896,750 Streetlight Pole Replacement & Infill Program $1,374,803 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,874,803 Technical Pavement Condition Survey & Support $0 $255,000 $0 $0 $255,000 $255,000 $765,000 Thunderbird Rd & 83rd Av Ped & Shade Initiative $100,000 $684,500 $0 $0 $0 $0 $784,500 Thunderbird Rd & 91st Av Intersection Safety Mods $268,945 $0 $0 $0 $0 $0 $268,945 Thunderbird Rd; 67th Av-81st Av Shade & Landscape $0 $0 $0 $0 $169,900 $1,579,073 $1,748,973 $655,000 $0 $0 $0 $0 $0 $655,000 $0 $0 $0 $0 $0 $2,140,000 $2,140,000 LED Streetlight Conversion RESIDENTIAL LPP; Yearling Rd to Jomax Rd Street Improvements Northern Parkway Old Town Intersection Lighting Olive Av, Loop 101 to 99th Ave Safety Improvements P83 Pedestrian & Shade Initiative Program Peoria Av; 69th Av-79th Av Shade & Landscape Traffic Signal Vistancia Blvd & Ridgeline Rd Utility Undergrounding Program Total - Streets $37,867,504 $24,364,576 $14,714,400 $22,945,002 $19,928,404 $54,237,552 $174,057,438 329 Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Traffic Control Summary by Project Project Name Total FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $50,000 $229,236 $1,102,000 $0 $0 $0 $1,381,236 85th Av & Olive Av Traffic Signal $1,280,000 $0 $0 $0 $0 $0 $1,280,000 89th Av & Cactus Rd Traffic Signal $0 $0 $955,870 $0 $0 $0 $955,870 $366,000 $0 $0 $0 $0 $0 $366,000 HV Pkwy; LPP to L303 Interconn Conduit and Fiber $0 $0 $0 $1,720,000 $0 $0 $1,720,000 Jomax Rd & LPP Intersection Safety Study $154,000 $0 $0 $0 $0 $0 $154,000 Lake Pleasant Rd & Rose Garden Ln Traffic Signal $187,500 $887,000 $0 $0 $0 $0 $1,074,500 North Peoria Communications Backup $0 $1,656,600 $0 $0 $0 $0 $1,656,600 Traffic Management Center Equipment Replacement $0 $0 $535,000 $0 $0 $535,000 $1,070,000 Traffic Signal Interconnect Project (TSIP) $200,000 $0 $207,000 $0 $207,000 $414,000 $1,028,000 Traffic Signal Program $750,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,150,000 Traffic Signal Renovation and Replacement $1,221,744 $309,000 $309,000 $309,000 $309,000 $1,545,000 $4,002,744 Total - Traffic Control $4,209,244 $3,681,836 $3,708,870 $2,629,000 $1,116,000 $5,494,000 $20,838,950 107th Av & Rose Garden Ln Traffic Signal Fiber Optics Installation 330 City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $395,000 $0 $0 $0 $0 $0 Construction Transportation Sales Ta Carryover Total Budget $447,874 $0 $0 $0 $0 $0 $447,874 $842,874 $0 $0 $0 $0 $0 $842,874 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 Ta Operating Impacts Non-Personnel Total Operating Impacts 331 Total $395,000 City of Peoria FY 2022 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: Willow Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, Maricopa County, Arizona State Land Department (ASLD), public involvement, utility companies and other stakeholders. The project will also include alignment analysis, crosssection 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 Av from Williams Rd to Hatfield Rd. Sections of 107th Av from Williams Rd to Hatfield Rd will be widened to a 2-1-2 with bike lanes on both sides. The proposed section will not have raised medians and will require signal modifications at Williams Rd and Tessmer Rd. Drainage north of Tessmer Rd will be roadside channels collecting into a 2-acre basin in the NEC of Tessmer Rd and 107th Av. Scuppers will be installed periodically to collect street drainage and outfall 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. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 Study DIF - Streets Central Carryover $273,000 $0 $0 Study DIF - Streets Central Base $0 $0 $0 Land Acquisiti DIF - Streets Central Base $0 $0 Design DIF - Streets Central FY 2026 FY 27-31 Total $0 $0 $0 $0 $350,000 $0 $350,000 $0 $0 $0 $1,100,000 $1,100,000 $273,000 Base $0 $0 $0 $0 $700,000 $0 $700,000 Construction Transportation Sales Ta Chargebacks Transportation Sales Ta Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,400,000 $289,000 $7,400,000 $289,000 Chargebacks DIF - Streets Central Base $0 $0 $0 $0 $28,000 $44,000 $72,000 Arts Transportation Sales Ta Base $0 $0 $0 $0 $0 $74,000 $74,000 Arts DIF - Streets Central $0 $0 $0 $0 $7,000 $0 $7,000 $273,000 $0 $0 $0 $1,085,000 $8,907,000 $10,265,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $456,000 $456,000 $0 $0 $0 $0 $0 $70,000 $70,000 $0 $0 $0 $0 $0 $526,000 $526,000 Base Total Budget Operating Impacts Total Operating Impacts 332 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets 135th Av; Ridgeline Rd - Montansoro Ln Rdwy Improv Project Number: EN00757 Project Location: 135th Av; Ridgeline Rd - Mont Ln Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project provides for the City to take the lead and coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, construction and construction administration for the construction of the east 1/2 street improvements on 135th Av between Ridgeline Rd and north of Montansoro Ln (approximately 4,674 lf eq .88 Miles). The improvements will include: clearing and grubbing, install new pavement, curb, gutter, valley gutter and apron, sidewalk, and handicap ramps. 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 Outside Sources Carryover / Base FY 2022 Base Total Budget $1,044,641 $1,044,641 $0 $0 $0 $0 $2,089,282 $1,044,641 $1,044,641 $0 $0 $0 $0 $2,089,282 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $46,200 $46,200 $46,200 $231,000 $369,600 $0 $0 $46,200 $46,200 $46,200 $231,000 $369,600 Operating Impacts Total Operating Impacts FY 2023 333 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets 67th Av Widening; Pinnacle Peak to Happy Valley Project Number: EN00100 Project Location: 67th Av from Pinnacle Peak Rd to Happy Valley Rd Council District: Willow 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 Av between Pinnacle Peak Rd and Happy Valley Rd. The project will include reconstructing existing pavement, widening 67th Av to 3-lanes each direction, curb, gutter and sidewalk, two-way left turn lane, bike lanes, landscape/irrigation system, curb, gutter and sidewalk, streetlight system between Pinnacle Peak Rd and Happy Valley Rd, intersection improvements at Happy Valley Rd, NB dual left turn lanes, EB dual left turn lanes, a third SB through lane, a SB to WB right turn lane to improve traffic operations, ADA sidewalk ramps, signing and striping, landscaping, and a raised landscaped median at the north end of the project. Additional improvements will include utility relocation, burying overhead 12Kv power lines, storm drain improvements, a Peoria water line and coordination with City of Glendale to install their new water line. This project will be coordinated with the Section 12 Neighborhood Drainage Improvements (EN00119) currently under construction, as well as the 67th Av & Pinnacle Peak Rd Regional Drainage CIP project (EN00651), the 67th Av 16" Waterline CIP project (UT00440) and the City of Glendale water line. It is staff’s intent to design and construct the three CIP projects simultaneously as a single project. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Land Acquisiti DIF - Streets Central Construction DIF - Streets Central Carryover Carryover $475,000 $887,797 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Land Acquisiti DIF - Streets Central Base $582,000 $0 $0 $0 $0 $0 $582,000 Construction DIF - Streets Central Base $1,100,000 $7,344,903 $0 $0 $0 $0 $8,444,903 Chargebacks DIF - Streets Central Base $0 $81,649 $0 $0 $0 $0 $81,649 Arts DIF - Streets Central $0 $73,448 $0 $0 $0 $0 $73,448 $3,044,797 $7,500,000 $0 $0 $0 $0 $10,544,797 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $154,000 $154,000 $154,000 $154,000 $154,000 $770,000 $1,540,000 $0 $17,000 $17,000 $17,000 $17,000 $85,000 $153,000 $154,000 $171,000 $171,000 $171,000 $171,000 $855,000 $1,693,000 Category Funding Source Base Total Budget Operating Impacts Total Operating Impacts 334 Total $475,000 $887,797 City of Peoria FY 2022 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 2022 Construction Transportation Sales Ta Carryover Total Budget $701,121 $0 $0 $0 $0 $0 $701,121 $701,121 $0 $0 $0 $0 $0 $701,121 Category Funding Source FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total 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 2022 Construction Transportation Sales Ta 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 2023 335 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets 75th Av & Peoria Av Intersection Improvements Project Number: EN00081 Project Location: 75th Av & Peoria Av Council District: Acacia Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, pre-design services, design, rightof-way acquisition, utility coordination, utility relocations, utility extensions, burying overhead facilities as determined, materials testing, construction, construction administration, for constructing intersection widening improvements. This project will likely include processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc.) for design and construction, as well as development and intergovernmental agreements. The improvements include: additional turn lanes (both right and left), additional through lanes determined through an analysis and projection of traffic data, installation of raised medians for access control, paving, curb, gutter, driveways, pavement marking, signing and striping, street lighting, traffic signal modifications/upgrades, interconnect conduit and ITS facilities, sidewalks, pedestrian access ramps, landscaping and landscaping and irrigation. Budget by Fiscal Year Carryover / Base FY 2022 Construction Transportation Sales Ta Carryover Total Budget $17,297 $0 $0 $0 $0 $0 $17,297 $17,297 $0 $0 $0 $0 $0 $17,297 Category Funding Source FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Transportation Sales Ta Carryover Total Budget $1,174,978 $1,174,978 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $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 336 Total $1,174,978 $1,174,978 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets 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 2022 Construction Transportation Sales Ta Carryover Total Budget $377,935 $0 $0 $0 $0 $0 $377,935 $377,935 $0 $0 $0 $0 $0 $377,935 Category Funding Source FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total 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. Biannually, PW Streets Division will apply $415,000 of allocated funding through this program towards ADA sidewalk ramp improvements needed on PMP projects. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Study Total Highway User Fund Carryover $100,018 $0 $0 $0 $0 $0 $100,018 Construction Highway User Fund Carryover $510,762 $0 $0 $0 $0 $0 $510,762 Study Highway User Fund Construction Highway User Fund Base Base $0 $515,000 $100,000 $100,000 $0 $515,000 $100,000 $100,000 $0 $515,000 $300,000 $1,330,000 $500,000 $3,075,000 Chargebacks Highway User Fund Base $0 $9,000 $7,000 $9,000 $7,000 $41,000 $73,000 Arts Highway User Fund $0 $1,000 $5,150 $1,000 $5,150 $13,300 $25,600 $1,125,780 $210,000 $527,150 $210,000 $527,150 $1,684,300 $4,284,380 Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $3,200 $660 $3,200 $660 $3,200 $8,380 $19,300 Total Operating Impacts $3,200 $660 $3,200 $660 $3,200 $8,380 $19,300 Base Total Budget 337 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets 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 Carryover / Base FY 2022 Construction Transportation Sales Ta Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Design Transportation Sales Ta Construction Transportation Sales Ta Base Base $50,000 $250,000 $50,000 $250,000 $50,000 $250,000 $50,000 $250,000 $50,000 $250,000 $250,000 $1,250,000 $500,000 $2,500,000 Chargebacks Transportation Sales Ta Base $0 $24,000 $24,000 $24,000 $24,000 $120,000 $216,000 Arts Transportation Sales Ta Base Total Budget $0 $3,000 $3,000 $3,000 $3,000 $15,000 $27,000 $500,000 $327,000 $327,000 $327,000 $327,000 $1,635,000 $3,443,000 Category Funding Source FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total 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 Av and 83rd Av. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Transportation Sales Ta Base $0 $0 $0 $0 $190,000 $0 $190,000 Construction Transportation Sales Ta Base $0 $0 $0 $0 $0 $2,083,498 $2,083,498 Chargebacks Transportation Sales Ta Base $0 $0 $0 $0 $39,000 $64,000 $103,000 Arts Transportation Sales Ta Base Total Budget $0 $0 $0 $0 $1,900 $20,000 $21,900 $0 $0 $0 $0 $230,900 $2,167,498 $2,398,398 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $103,000 $103,000 $0 $0 $0 $0 $0 $103,000 $103,000 Operating Impacts Total Operating Impacts 338 City of Peoria FY 2022 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 also manages 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 were surveyed electronically and survey data was delivered in July (FY21). Once the data has been vetted, it will be integrated to the pavement management software. Thereafter, the programmed treatments will be applied and the Streets Division will manage the lifecycle recommendation and treatments 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 (Subsequent Fiscal Years): Sweetwater Park, Country Meadows Park, Sunnyslope Park (West Lot), Butler Treatment Plant, and Fire Station #4 Budget by Fiscal Year Category Funding Source Carryover / Base Other FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total GO Bonds 2019 Carryover $896 $0 $0 $0 $0 $0 $896 Construction Future GO Bonds Construction GO Bonds 2019 Carryover Carryover $30,084 $21 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,084 $21 Construction GO Bonds 2019 Carryover $201 $0 $0 $0 $0 $0 $201 Construction Future GO Bonds Base $0 $628,500 $0 $471,375 $0 $1,414,125 $2,514,000 Arts Future GO Bonds Base Total Budget $0 $6,285 $0 $4,714 $0 $14,142 $25,141 $31,202 $634,785 $0 $476,089 $0 $1,428,267 $2,570,343 339 City of Peoria FY 2022 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 FY 2022 Construction Transportation Sales Ta Carryover Total Budget $216,604 $0 $0 $0 $0 $0 $216,604 $216,604 $0 $0 $0 $0 $0 $216,604 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $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 Category Funding Source Operating Impacts Total Operating Impacts FY 2023 340 FY 2024 FY 2025 FY 2026 FY 27-31 Total Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets Deer Valley Rd; 109th Av to Lake Pleasant Pkwy Project Number: EN00395 Project Location: Deer Valley Rd; 109th Av 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 Av and Deer Valley Rd, an entry monument, and raising the perimeter wall. The P83 Pedestrian & Shade Initiative Program will implement such strategies as targeting high incidence areas, provide or enhance connectivity to existing destinations, improve pedestrian networks and connectivity, construct corridors and intersection improvements, upgrade pedestrian signals, and enhance lighting. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Land Acquisiti Transportation Sales Ta 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 Ta Construction Non-Bond Capital Carryover Carryover $750,610 $365,347 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $750,610 $365,347 Design Transportation Sales Ta Base $520,000 $0 $0 $0 $0 $0 $520,000 Construction Transportation Sales Ta Base $0 $1,437,700 $0 $0 $0 $0 $1,437,700 Chargebacks Transportation Sales Ta Base $0 $47,923 $0 $0 $0 $0 $47,923 Arts Transportation Sales Ta Base Total Budget $0 $14,377 $0 $0 $0 $0 $14,377 $1,795,957 $1,500,000 $0 $0 $0 $0 $3,295,957 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $5,530 $5,530 $5,530 $5,530 $5,530 $106,000 $133,650 $0 $0 $29,500 $29,500 $29,500 $147,500 $236,000 $5,530 $5,530 $35,030 $35,030 $35,030 $253,500 $369,650 Operating Impacts Total Operating Impacts Deer Village Unit III Sound Wall Project Number: EN00640 Project Location: NEC 91st Av & Lake Pleasant Pkwy Council District: Willow Live Peoria Goal: Healthy Neighborhoods 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 Deer Village Unit III Sound Wall extending across three parcels (APNs 200-16-186, 200-16-187, and 200-16-188) located at the NEC of 91st Av and Lake Pleasant Pkwy. The improvements will include: clearing and grubbing, removing the existing 8' privacy wall, installing a temporary privacy fence, constructing a new 10' sound wall (2-feet taller), restoring landscape in the back yards, easement and right-of-way. 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 Transportation Sales Ta Carryover / Base Base Construction Transportation Sales Ta Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $50,000 $0 $0 $0 $0 $0 $50,000 $150,000 $0 $0 $0 $0 $0 $150,000 $200,000 $0 $0 $0 $0 $0 $200,000 341 City of Peoria FY 2022 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 Funding Source Construction DIF - Streets North Carryover / Base FY 2022 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 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 Carryover / Base FY 2022 Construction Transportation Sales Ta Carryover Total Budget $400,000 $0 $0 $0 $0 $0 $400,000 $400,000 $0 $0 $0 $0 $0 $400,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $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 Category Funding Source Operating Impacts Total Operating Impacts FY 2023 342 FY 2024 FY 2025 FY 2026 FY 27-31 Total Total City of Peoria FY 2022 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 Funding Source Carryover / Base Land Acquisiti GO Bonds 2019 Construction Transportation Sales Ta Category Construction GO Bonds 2019 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $64,422 $0 $0 $0 $0 $0 $64,422 Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Carryover Total Budget $6,208 $0 $0 $0 $0 $0 $6,208 $370,630 $0 $0 $0 $0 $0 $370,630 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Operating Impacts Total Total Non-Personnel $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 $20,000 Non-Personnel $33,000 $33,000 $33,000 $33,000 $33,000 $165,000 $330,000 Non-Personnel $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 $1,050,000 Total Operating Impacts $140,000 $140,000 $140,000 $140,000 $140,000 $700,000 $1,400,000 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 Mountainside Crossing development. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Study Transportation Sales Ta Carryover Total Budget $250,000 $250,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 343 Total $250,000 $250,000 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets Jomax Rd Improvements; 72nd Dr to 75th Av Project Number: EN00591 Project Location: Jomax Rd; 72nd Dr Alignment to 75th Av 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 Rd between the 72nd Dr alignment and 75th Av. The improvements will include: clearing and grubbing, saw cutting along existing pavement, constructing approximately 1,400 lf of Jomax Rd 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 Av, curb, gutter, 8' wide sidewalk, extending storm drain culverts, relocating two air release valves, installing conduit at the intersection of 75th Av for a future traffic signal, streetlights, landscape and irrigation and extension of an 8" water lateral south along the 74th Dr 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Land Acquisiti DIF - Streets Central Base $0 $0 $0 $300,000 $0 $0 Design DIF - Streets Central Base $0 $0 $220,000 $0 $0 $0 $220,000 Construction DIF - Streets Central Base $0 $0 $0 $2,000,000 $0 $0 $2,000,000 Chargebacks DIF - Streets Central Base $0 $0 $41,000 $104,000 $0 $0 $145,000 Arts DIF - Streets Central $0 $0 $2,200 $20,000 $0 $0 $22,200 $0 $0 $263,200 $2,424,000 $0 $0 $2,687,200 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $0 $0 $4,000 Base Total Budget Operating Impacts Non-Personnel $300,000 Total Non-Personnel $0 $0 $0 $0 $0 $30,600 $30,600 Total Operating Impacts $0 $0 $0 $0 $0 $34,600 $30,600 344 City of Peoria FY 2022 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, which is complete and provides the following information: alternatives alignments, recommendations for the preferred alignment, cross section information, intersection configurations, right‐of‐way needs, environmental analysis, 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, 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 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 Carryover / Base Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Land Acquisiti Transportation Sales Ta Carryover $514,242 $0 $0 $0 $0 $0 $514,242 Construction DIF - Streets North Carryover $2,909,825 $0 $0 $0 $0 $0 $2,909,825 Carryover Total Budget $105,161 $0 $0 $0 $0 $0 $105,161 $3,529,228 $0 $0 $0 $0 $0 $3,529,228 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $29,000 $29,000 $29,000 $29,000 $29,000 $145,000 $290,000 Construction W/S Rev Bonds (Wtr) Operating Impacts Total Operating Impacts $0 $0 $34,000 $34,000 $34,000 $170,000 $272,000 $29,000 $29,000 $63,000 $63,000 $63,000 $315,000 $562,000 345 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets LED Streetlight Conversion - RESIDENTIAL Project Number: PW11161 Project Location: Citywide Council District: Citywide Live Peoria Goal: Healthy Neighborhoods AtDescription: a presentation to Council upon completion of the LED streetlight conversion of arterial and high volume collector streetlights, Council and Leadership expressed an interest in completing the conversion on all residential streets as a coordinated project instead of the current practice of replacement by attrition. The Streets Division therefore proposes a systematic replacement of all remaining HPS streetlights to LED over the next three (3) years. This approach will eliminate the resulting variations between HPS and LED lighting and appearance in our communities. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 Other Transportation Sales Ta Base Total Budget $0 $0 $1,221,000 $1,221,000 $1,221,000 $0 $3,663,000 $0 $0 $1,221,000 $1,221,000 $1,221,000 $0 $3,663,000 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total LPP; Yearling Rd to Jomax Rd Street Improvements Project Number: EN00637 Project Location: Lake Pleasant Pkwy btwn Yearling & Remuda Dr Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project provides for up to a $500,000.00 reimbursement for infrastructure improvements that improves circulation for Basis School, Querencia, and the development north of Basis. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $430,000 $0 $0 $0 $0 $0 $430,000 Construction Transportation Sales Ta Base Total Budget $500,000 $930,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $930,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $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 Category Funding Source Construction Transportation Sales Ta Operating Impacts Non-Pers OPS Total Operating Impacts 346 Total Total $12,600 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets Northern Parkway Project Number: EN00142 Project Location: Northern Av from 71st Av to 115th Av 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 (ALCP) published by the Maricopa Association of Governments (MAG). Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Base Base $1,000,000 $0 $1,000,000 $11,500 $1,000,000 $11,500 $5,000,000 $57,500 $1,540,270 $18,000 $116,407 $14,000 $9,656,677 $112,500 Construction Transportation Sales Ta Chargebacks Transportation Sales Ta Arts Transportation Sales Ta Base Total Budget Operating Impacts $0 $10,000 $10,000 $50,000 $15,403 $1,164 $86,567 $1,000,000 $1,021,500 $1,021,500 $5,107,500 $1,573,673 $131,571 $9,855,744 FY 2022 FY 2023 Total FY 2024 FY 2025 FY 2026 FY 27-31 Non-Pers OPS $23,000 $23,000 $23,000 $115,000 Non-Pers OPS $80,000 $80,000 $80,000 $400,000 $103,000 $103,000 $103,000 $515,000 Total Operating Impacts 347 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets Old Town Intersection Lighting Project Number: EN00668 Project Location: Old Town Peoria Council District: Acacia Live Peoria Goal: Superior Public Services Description: This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way/ easement acquisition, utility coordination, utility relocation, construction and construction administration for installing approximately seven new LED street lights in Old Town Peoria. Four locations are at existing intersections (85th Av & Madison St, 85th Av & Jefferson St, 85th Av & Washington St, and 82nd & Madison St). The three additional street lights are needed along the south side of Peoria Av between Peoria Av and 84th Av adjacent to Wagoner Plaza. Improvements include expanding the existing APS street lighting system currently serving street lighting within Old Town, new conduits, street lights, and landscape restoration where 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 Carryover / Base Design Transportation Sales Ta Base Construction Transportation Sales Ta Base Total Budget Operating Impacts Total Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $30,000 $310,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,000 $310,000 $340,000 $0 $0 $0 $0 $0 $340,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $1,100 $1,100 $1,100 $1,100 $1,100 $5,500 $11,000 $1,100 $1,100 $1,100 $1,100 $1,100 $5,500 $11,000 348 Total Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets Olive Av, Loop 101 to 99th Ave Safety Improvements Project Number: EN00731 Project Location: Olive Av, Loop 101 to 99th Av 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 Av from Loop 101 to 99th Av. The first phase, Study & Design, will look at: the need for a traffic signal at 98th Ln and Olive Av, access at the QT gas station located on the corner of 95th Av and Olive Av, access to Olive Business Park located on the corner of 93rd Av and Olive Av, access and exiting safety at the Olive Avenue Fire Station No. 4 located at 9800 W Olive Av. The study will also address vehicular access and safety along Olive Av from Loop 101 to 99th Av. The second phase or the Construction Phase, will install and construct the recommended safety improvements. This may include, but not be limited to: installation of a traffic signal at 98th Ln and median modifications, access control, left turn storage modifications, median modification to correct negative offsets at 93rd Av, and installation of raised median for safety purposes. A raised median will be installed along the west leg of 95th Av from the intersection to 550’ west. In addition, a raised median will be installed on the east leg from the 95th Av intersection to the Loop 101, minus a gap for westbound/ southbound lefts. Specific improvements will include, but not be limited to: removal of existing curb, asphalt, landscaping, irrigation, and traffic signs, and installation of new curb, concrete pavers, pavements, micro-seal, and signage and striping. This project must be coordinated with SRP as there is an existing irrigation easement that crosses Olive Av with the project’s limits. The project will also include coordination with ADOT and extensive public outreach. 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 Study Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Transportation Sales Ta Carryover $120,000 $0 $0 $0 $0 $0 Land Acquisiti Transportation Sales Ta Carryover $11,000 $0 $0 $0 $0 $0 $11,000 Construction Transportation Sales Ta Carryover $186,000 $0 $0 $0 $0 $0 $186,000 Construction Transportation Sales Ta Base Total Budget $1,337,000 $0 $0 $0 $0 $0 $1,337,000 $1,654,000 $0 $0 $0 $0 $0 $1,654,000 Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $15,000 $15,000 $15,000 $75,000 $120,000 Total Operating Impacts $0 $0 $15,000 $15,000 $15,000 $75,000 $120,000 349 $120,000 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets P83 Pedestrian & Shade Initiative Program Project Number: EN00749 Project Location: 83rd Av betwn Skunk Creek Bridge and Bell Rd Council District: Ironwood, Palo Ver Live Peoria Goal: Superior Public Services Description: The P83 Pedestrian and Shade Initiative Program will enhance pedestrian shade and walkability by adding improvements to the P83 Area. The P83 Program will focus on enhancing and providing connectivity to existing destinations such as the Peoria Sports Complex, existing residential areas, Skunk Creek Multi-Use Path, the popular restaurant row and hotels. Improvements may include shade trees, landscaping, wide ADA sidewalks, landscape irrigation, streetlights equipped with shade canopies, shade structures, benches, pedestrian and canopy lighting, trash receptacles and other amenities. The project may require removal of existing sidewalk, ramps, site grading (fill) and other miscellaneous features. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Design Transportation Sales Ta Construction Transportation Sales Ta Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $300,000 $1,200,000 $300,000 $1,200,000 Chargebacks Transportation Sales Ta Base $0 $0 $0 $0 $0 $76,000 $76,000 Arts Transportation Sales Ta Base Total Budget $0 $0 $0 $0 $0 $15,000 $15,000 $0 $0 $0 $0 $0 $1,591,000 $1,591,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 Operating Impacts Total Operating Impacts 350 City of Peoria FY 2022 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: FY17, the Streets Division presented its Pavement Management Program and provided details of our first technical data report conducted by a third party. The results indicated that Peoria streets were in better condition than the national average (60-65) with an overall condition rating of 72. We presented these findings to City Council and our residents, and with that, we committed to a transparent program by publishing street-by-street results with a 5-year plan to achieve/maintain the highest pavement ratings possible within our allocated budget. In FY18-20, our budgets were infused with additional funding and we were able to treat nearly 190 miles of pavement to increase our PCI. The FY20 condition survey confirmed that the City achieved its PMP goals by raising the PCI to >77 and eliminated most of the backlog of failing pavements. The results validated our overall program with technical data that matched our forecasts and goals. As of FY21, our budgets resumed the pre-FY18 rate of funding at approximately $6 million per year. At $6M, we can only treat about 38 miles of road per year with a reduced scope of work for those projects. (average of planned FY21-FY25). Even with a reduced scope, it would take more than 17 years to get to each road in the city [$6M ÷ 38 average CL miles per year = $157,894.74 = <7%] and our PCI would decline quickly at the rate of about 1.5 points per year to 67 in FY26 at which point the cost to recover will be significantly greater. In an optimal program of maintenance, each segment of road is treated every 7-10 years. From FY22-FY26, the Division proposes to focus on the pavement segments that require rehab - currently 58 miles/8% of our network. At the end of that push, the network will be almost exclusively in the preservation category (good to excellent) and the total amount needed to treat the entire network will be reduced to the cost of PRESERVATION at $140,000 per mile (vs $590,000 per mile for REHAB). This strategy will increase citizen satisfaction by addressing the worst of our pavements sooner and thereby providing a better balance of condition throughout the city. At the end of this push, it will be time for the next technical condition survey to provide a measure of our success. In FY22, the following areas are priorities pursuant to our PMP: Countrybrook Meadows; Fairmont; Central Park; Westwing; and 75th Ave, from Peoria Avenue to Thunderbird Road. Budget by Fiscal Year Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Transportation Sales Ta Carryover $494,111 $0 $0 $0 $0 $0 Construction Highway User Fund Carryover $61,862 $0 $0 $0 $0 $0 $61,862 Category Funding Source Total $494,111 Construction Transportation Sales Ta Base $0 $0 $0 $940,594 $940,594 $4,702,970 $6,584,158 Construction Highway User Fund Base $3,500,000 $3,500,000 $3,500,000 $3,959,406 $4,052,506 $21,722,127 $40,234,039 $0 $0 $0 $35,000 $0 $35,000 $9,406 $39,594 $9,406 $40,525 $47,030 $217,221 $65,842 $367,340 $4,055,973 $3,535,000 $3,535,000 $4,949,000 Arts Arts Transportation Sales Ta Base Highway User Fund Base Total Budget 351 $5,043,031 $26,689,348 $47,807,352 City of Peoria FY 2022 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 presented its Pavement Management Program and provided details of our first technical data report conducted by a third party. The results indicated that Peoria streets were in better condition than the national average (60-65) with an overall condition rating of 72. We presented these findings to City Council and our residents, and with that, we committed to a fully transparent program by publishing street-by-street results with a 5-year plan to maintain the highest pavement ratings possible within our allocated budget. In FY18-20, our budgets were infused with additional funding and we were able to treat nearly 190 miles of pavement to increase our PCI. The FY20 condition survey revealed that the City achieved its PMP goals by raising the PCI to 77 and eliminated most of the backlog of failing pavements. The results validated our overall program with technical data that matched our forecasts and goals. In order to maintain our streets in serviceable condition for as long as possible at the lowest cost, the City’s Pavement Management Program includes emphasis on early preservation treatments such as seal coats, slurry seals and micro seals. Streets that are treated or repaired when they are in a good condition (61-100 PCI) will cost less over their lifetime than streets that are allowed to deteriorate to a poor condition. Streets within this PCI range are part of the Preservation Pavement Management Program with an average cost to preserve each centerline mile @ $137,548. At this time, there are approximately 58 centerline miles of roadway in need of rehabilitation with an average cost to rehabilitate each centerline mile @ $586,207, which is four times more than the cost to preserve a roadway in its early life instead. The FY20 condition survey results show that it will take approximately $34 million dollars to eliminate streets with a PCI rating of 60 or lower. It is proposed to complete these rehabilitation efforts over the next five years, and thereby shift all roadways into the Preservation Pavement Management Program. This will significantly reduce the City’s long-term financial impacts of an aging, billion-dollar asphalt infrastructure by reducing maintenance costs to preserve and extend pavement lifecycles and maximize maintenance ROI. If approved, the following communities may be rehabiliated as part of this project: FY22: Sunset View (Acacia); Westfield Estates (Acacia); Westfield Gardens (Acacia); Braewood Peoria (Pine); Braewood Peoria 2 (Pine); Crystal Cove (Pine); 87th Ave, Bell Rd to Union Hills Dr (Ironwood); Peoria Ave, Loop 101 to 99th Ave (Pine) FY23: Ridgemere (Palo Verde); Finisterre West 2 (Palo Verde); Crosswinds (Palo Verde); Steeple Hill (Palo Verde); Bridlewood (Pine); Granite Run (Pine); Westgreen Estates 9 (Pine); 75th Ave, Olive Ave to Peoria Ave (Acacia) FY2024: Bell Park Central (Ironwood); Parcel 2A, 3, 5, 6, 7 at Bell Park (Ironwood); Bell Park South (Ironwood) FY2025: Citrus Gardens Estates (Willow); Starlight Estates (Willow); Silverton (Willow); Alta Vista Estates Unit 1 (Willow); and Alta Vista Estates Unit 2 (Willow) Budget by Fiscal Year Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Transportation Sales Ta Carryover $1,121,638 $0 $0 $0 $0 $0 $1,121,638 Construction Highway User Fund Carryover $14,516 $0 $0 $0 $0 $0 $14,516 Construction Other Capital Carryover $64,380 $0 $0 $0 $0 $0 $64,380 Base $6,800,000 $6,800,000 $6,800,000 $6,800,000 $6,800,000 $0 $34,000,000 $0 $272,000 Category Funding Source Construction Future GO Bonds Arts Future GO Bonds Base Total Budget $0 $68,000 $68,000 $68,000 $68,000 $8,000,534 $6,868,000 $6,868,000 $6,868,000 $6,868,000 352 Total $0 $35,472,534 City of Peoria FY 2022 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 Av between 69th Av and 79th Av. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Transportation Sales Ta Base $0 $0 $0 $0 $125,000 $0 $125,000 Construction Transportation Sales Ta Base $0 $0 $0 $0 $0 $1,335,477 $1,335,477 Chargebacks Transportation Sales Ta Base $0 $0 $0 $0 $25,100 $42,000 $67,100 Arts Transportation Sales Ta Base Total Budget $0 $0 $0 $0 $1,250 $13,355 $14,605 $0 $0 $0 $0 $151,350 $1,390,832 $1,542,182 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $70,000 $70,000 $0 $0 $0 $0 $0 $70,000 $70,000 Operating Impacts Total Operating Impacts 353 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets Peoria High School Hawk Signal Project Number: EN00742 Project Location: 83rd Av & Shangri-La Council District: Acacia 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 relocation, burying overhead facilities, construction and construction administration for the construction of a HAWK signal system that will be installed at 83rd Av, south of Shangri-La. The improvements will include: removing an existing raised median that includes vertical curb, signage, removal of existing landscaping and landscape irrigation, removal of concrete platform, and removal of safety railing. Additional improvements include: saw cut and removal of existing pavement (assume 2-foot removal around the curb), installation of new asphalt, obliteration of existing striping, installation of new striping, micro-surfacing, removal of existing signage, installation of new signage, removal of two ramps, sidewalk, installation of two new ramps and sidewalk, and the installation of a HAWK 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Transportation Sales Ta Base $110,000 $0 $0 $0 $0 $0 $110,000 Construction Transportation Sales Ta Base $262,667 $0 $0 $0 $0 $0 $262,667 $292,333 $0 $0 $0 $0 $0 $292,333 $665,000 $0 $0 $0 $0 $0 $665,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $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 Category Funding Source Design Construction Outside Sources Base Total Budget Operating Impacts Total Operating Impacts Total Total 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Base $175,000 $175,000 $200,000 $200,000 $200,000 $1,125,000 $2,075,000 $0 $175,000 $1,750 $176,750 $2,000 $202,000 $2,000 $202,000 $2,000 $202,000 $11,250 $1,136,250 $19,000 $2,094,000 Base Total Budget 354 City of Peoria FY 2022 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. Areas that fall into this category include dedicated, rural roads between 91st & 95th Aves from Happy Valley Rd to Jomax; 77th - 81st Aves from Pinnacle Peak to Peay alignment; 91st - 93rd Aves from Hatfield Rd to Happy Valley PW and between 67th & 71st Ave from Camino de Oro - Calle Lejos. Budget by Fiscal Year Carryover / Base FY 2022 FY 2023 FY 2024 Construction Highway User Fund Carryover $460,396 $0 Construction Highway User Fund Base $0 $0 $0 $460,396 $0 $0 Category Arts Funding Source Highway User Fund Base Total Budget FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $460,396 $0 $460,805 $0 $460,805 $921,610 $0 $0 $4,608 $465,413 $0 $0 $4,608 $465,413 $9,216 $1,391,222 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 2022 Construction Highway User Fund Carryover $291,809 $0 $0 $0 $0 $0 $291,809 Construction Highway User Fund Chargebacks Highway User Fund Base Base $100,000 $0 $100,000 $6,400 $100,000 $6,400 $100,000 $6,400 $100,000 $6,400 $500,000 $32,000 $1,000,000 $57,600 Category Arts Funding Source Highway User Fund Base Total Budget Operating Impacts Total Operating Impacts FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 $391,809 $107,400 $107,400 $107,400 $107,400 $537,000 $1,358,409 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $600 $600 $600 $600 $600 $3,000 $6,000 $600 $600 $600 $600 $600 $3,000 $6,000 355 City of Peoria FY 2022 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, right-of-way acquisition, utility coordination, utility relocation, construction and construction administration for providing an emergency access road starting from 75th Av (2,800 feet north of Jomax) and ending at approximately 3,000 feet to the north at 74th Ln. 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, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $0 $0 Land Acquisiti Transportation Sales Ta Design Transportation Sales Ta Base Base $0 $0 $0 $0 $0 $40,000 $80,000 $0 Design Water Expansion Total $80,000 $40,000 Base $0 $0 $75,000 $0 $6,000 $0 $81,000 Construction Transportation Sales Ta Base $0 $0 $0 $0 $1,000,000 $0 $1,000,000 Construction Water Expansion Base $0 $0 $0 $0 $600,000 $0 $600,000 Chargebacks Transportation Sales Ta Base $0 $0 $26,000 $7,600 $51,000 $0 $84,600 Arts Transportation Sales Ta Base $0 $0 $400 $0 $10,000 $0 $10,400 Arts Water Expansion $0 $0 $0 $0 $750 $142,150 $0 $87,600 $0 $1,667,000 $0 $0 $750 $1,896,750 Base Total Budget Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Non-Personnel $0 $0 $0 $0 $5,000 $25,000 $30,000 Non-Personnel $0 $0 $0 $0 $5,000 $25,000 $30,000 Total Operating Impacts $0 $0 $0 $0 $10,000 $50,000 $60,000 356 City of Peoria FY 2022 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 2,875 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 causing rust and deterioration at the base. Each year, several fall due to rust at the pole's base. In some cases, these incidents have caused property damage and they have the potential to cause personal injury as well. Each pole replacement costs approximately $5,650 so the total replacement cost for all would be more than $16,000,000. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $95 $0 $0 $0 $0 $0 $95 Carryover $374,708 $0 $0 $0 $0 $0 $374,708 Base Total Budget $1,000,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,500,000 $1,374,803 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,874,803 357 Total City of Peoria FY 2022 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 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. In FY20 the division added Facilities Parking Lots and Parks Trails and lots to the list of surveyed areas to facilitate consultation for those operations on asphalt and pavement management. The electronic survey results are transmitted to 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 budgetbased 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 Other Highway User Fund Carryover / Base FY 2022 Base Total Budget $0 $255,000 $0 $0 $255,000 $255,000 $765,000 $0 $255,000 $0 $0 $255,000 $255,000 $765,000 FY 2023 358 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Streets Thunderbird Rd & 83rd Av Ped & Shade Initiative Project Number: EN00645 Project Location: Thunderbird Rd & 83rd Av Council District: Palo Verde Live Peoria Goal: Superior Public Services Description: This project will enhance pedestrian shade and walkability by adding improvements to the Thunderbird Rd and 83rd Av area. The project will install a host of improvements that may include shade trees, landscaping, landscape irrigation, shade structures, benches, pedestrian and canopy lighting, trash receptacles and other amenities. The project may require minor grading, removal of existing sidewalk, and other miscellaneous removals and features. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Transportation Sales Ta Base $100,000 $100,000 $0 $0 $0 $0 $200,000 Construction Transportation Sales Ta Base $0 $550,000 $0 $0 $0 $0 $550,000 Chargebacks Arts Base Base $0 $0 $28,000 $6,500 $0 $0 $0 $0 $0 $0 $0 $0 $28,000 $6,500 $100,000 $684,500 $0 $0 $0 $0 $784,500 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Transportation Sales Ta Transportation Sales Ta Total Budget Operating Impacts Total Operating Impacts Thunderbird Rd & 91st Av Intersection Safety Mods Project Number: EN00743 Project Location: Thunderbird Rd & 91st Av Council District: Palo Verde Live Peoria Goal: Superior Public Services Description: This project provides for the coordination with adjacent property owners, public involvement, design, utility coordination, construction and construction administration for the modification of the medians, striping and signage at the intersection of Thunderbird Rd at 91st Av. The improvements will include: obliterating existing striping and removing signage, as necessary, removing median curb, median nose, and asphalt, constructing new pavement and median nose, and new 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 Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Study Non-Bond Capital Base $35,000 $0 $0 $0 $0 $0 Design Non-Bond Capital Base $52,661 $0 $0 $0 $0 $0 $52,661 $181,284 $0 $0 $0 $0 $0 $181,284 $268,945 $0 $0 $0 $0 $0 $268,945 Construction Outside Sources Base Total Budget 359 Total $35,000 City of Peoria FY 2022 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 Rd between 67th Av and 81st Av. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Transportation Sales Ta Base $0 $0 $0 $0 $140,000 $0 $140,000 Construction Transportation Sales Ta Base $0 $0 $0 $0 $0 $1,516,904 $1,516,904 Chargebacks Transportation Sales Ta Base $0 $0 $0 $0 $28,500 $47,000 $75,500 Arts Transportation Sales Ta Base Total Budget $0 $0 $0 $0 $1,400 $15,169 $16,569 $0 $0 $0 $0 $169,900 $1,579,073 $1,748,973 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $76,500 $76,500 $0 $0 $0 $0 $0 $76,500 $76,500 Operating Impacts Total Operating Impacts 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 Funding Source Construction DIF - Streets North Carryover / Base FY 2022 Carryover Total Budget $655,000 $0 $0 $0 $0 $0 $655,000 $655,000 $0 $0 $0 $0 $0 $655,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $8,400 $8,400 $8,400 $8,400 $42,000 $75,600 $0 $8,400 $8,400 $8,400 $8,400 $42,000 $75,600 Operating Impacts Total Operating Impacts FY 2023 360 FY 2024 FY 2025 FY 2026 FY 27-31 Total Total City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 Arts Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $120,000 $20,000 $120,000 $20,000 $0 $0 $0 $0 $0 $2,140,000 $2,140,000 Future GO Bonds Future GO Bonds Total Budget 361 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Traffic Control 107th Av & Rose Garden Ln Traffic Signal Project Number: EN00708 Project Location: 107th Av & Rose Garden Ln Council District: Willow Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way/easement acquisition, utility coordination, utility relocation, construction and construction administration for the traffic signal at 107th Av and Rose Garden Ln. The improvements will include: construction of the traffic signal equipment, micro-seal and restriping of the intersection, new ADA handicap ramps. 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 Other Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Transportation Sales Ta Base $50,000 $0 $0 $0 $0 $0 Land Acquisiti Transportation Sales Ta Base $0 $50,000 $0 $0 $0 $0 $50,000 Design Base $0 $157,736 $0 $0 $0 $0 $157,736 Construction Transportation Sales Ta Base $0 $0 $575,269 $0 $0 $0 $575,269 Construction Outside Sources Chargebacks Transportation Sales Ta Base Base $0 $0 $0 $20,000 $474,731 $40,000 $0 $0 $0 $0 $0 $0 $474,731 $60,000 Arts Outside Sources Transportation Sales Ta Base Total Budget Operating Impacts Total Operating Impacts $50,000 $0 $1,500 $12,000 $0 $0 $0 $13,500 $50,000 $229,236 $1,102,000 $0 $0 $0 $1,381,236 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $7,010 $7,010 $7,010 $7,010 $35,050 $63,090 $0 $7,010 $7,010 $7,010 $7,010 $35,050 $63,090 362 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Traffic Control 85th Av & Olive Av Traffic Signal Project Number: EN00657 Project Location: 85th Av & Olive Av Council District: Acacia 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, burying overhead facilities, materials testing, construction and construction administration for a new traffic signal at 85 Av and Olive Av and intersection modifications. The improvements will include: a new traffic signal, roadway paving, curb and gutter, new handicap ramps, roadway widening of 85th Av on the south leg of the intersection, restriping and signage, and micro seal 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. This project includes funding participation for the new traffic signal by the developer of the Villages at Pioneer Park new development. Budget by Fiscal Year Category Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover Base $100,000 $930,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Base Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 $1,280,000 $0 $0 $0 $0 $0 $1,280,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $11,000 $11,000 $11,000 $11,000 $55,000 $99,000 $0 $11,000 $11,000 $11,000 $11,000 $55,000 $99,000 Funding Source Land Acquisiti Transportation Sales Ta Construction Transportation Sales Ta Construction Outside Sources Operating Impacts Total Operating Impacts 363 Total $100,000 $930,000 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Traffic Control 89th Av & Cactus Rd Traffic Signal Project Number: EN00724 Project Location: 89th Av & Cactus Rd Council District: Pine, Palo Verde Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way/easement acquisition, utility coordination, utility relocation, construction and construction administration for the traffic signal at 89th Av and Cactus Rd. The improvements may include, but not limited to: construction of the traffic signal equipment, micro-seal and restriping of the intersection, new ADA handicap ramps. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Transportation Sales Ta Base $0 $0 $85,000 $0 $0 $0 $85,000 Construction Transportation Sales Ta 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 Ta Base $0 $0 $60,000 $0 $0 $0 $60,000 Arts Transportation Sales Ta Base Total Budget $0 $0 $0 $0 $8,870 $955,870 $0 $0 $0 $0 $0 $0 $8,870 $955,870 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $7,925 $7,925 $7,925 $39,625 $63,400 $0 $0 $7,925 $7,925 $7,925 $39,625 $63,400 Operating Impacts Total Operating Impacts Total Fiber Optics Installation Project Number: EN00716 Project Location: Lone Mtn; Viatancia - El Mirage & El Mirage; Vistancia - Lone M 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 2022 Construction Transportation Sales Ta Carryover Total Budget $366,000 $0 $0 $0 $0 $0 $366,000 $366,000 $0 $0 $0 $0 $0 $366,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $3,200 $3,200 $3,200 $3,200 $16,000 $28,800 $0 $3,200 $3,200 $3,200 $3,200 $16,000 $28,800 Category Funding Source Operating Impacts Total Operating Impacts FY 2023 364 FY 2024 FY 2025 FY 2026 FY 27-31 Total Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Traffic Control HV Pkwy; LPP to L303 Interconn Conduit and Fiber Project Number: EN00739 Project Location: HV Pkwy; LPP to L303 Council District: Mesquite Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, design, utility coordination, construction and construction administration for the installation of interconnect conduit and fiber optics for the City and Peoria Unified School District (PUSD) on Happy Valley Pkwy between Lake Pleasant Pkwy and Loop 303. This project includes removal of the existing fiber, installing 4-1.25" duct bank, a 144 FMSO for the City and a 44 FMSO for PUSD, potholing, restoration of landscape and irrigation system, installation of vaults, splicing fiber and testing before and after construction. 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 Transportation Sales Ta Construction Transportation Sales Ta Chargebacks Transportation Sales Ta Arts Carryover / Base FY 2022 FY 2023 FY 2024 Base $0 $0 Base Base $0 $0 $0 $0 Transportation Sales Ta Base Total Budget Operating Impacts Total Operating Impacts FY 2025 FY 2026 FY 27-31 Total $0 $100,000 $0 $0 $100,000 $0 $0 $1,500,000 $104,000 $0 $0 $0 $0 $1,500,000 $104,000 $0 $0 $0 $16,000 $0 $0 $16,000 $0 $0 $0 $1,720,000 $0 $0 $1,720,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $0 $0 $1,800 $9,000 $10,800 $0 $0 $0 $0 $1,800 $9,000 $10,800 Total Jomax Rd & LPP Intersection Safety Study Project Number: EN00723 Project Location: LPP & Jomax Rd Intersection 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 and Lake Pleasant Parkway Intersection 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 U-turns at Lake Pleasant Parkway and Jomax Road, improvements for intersection sight distance 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 Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Study Transportation Sales Ta Base Total Budget $154,000 $154,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 365 Total $154,000 $154,000 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Traffic Control Lake Pleasant Rd & Rose Garden Ln Traffic Signal 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, right-of-way/easement acquisition, utility coordination, utility relocation, construction and construction administration for the traffic signal at Lake Pleasant Rd and Rose Garden Ln. 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Transportation Sales Ta Base $0 $120,000 $0 $0 $0 $0 $120,000 Construction Transportation Sales Ta Base $0 $710,000 $0 $0 $0 $0 $710,000 Construction Outside Sources Chargebacks Transportation Sales Ta Base Base $187,500 $0 $0 $48,700 $0 $0 $0 $0 $0 $0 $0 $0 $187,500 $48,700 Arts Transportation Sales Ta Base Total Budget Operating Impacts Total Operating Impacts $0 $8,300 $0 $0 $0 $0 $8,300 $187,500 $887,000 $0 $0 $0 $0 $1,074,500 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $7,500 $7,500 $7,500 $7,500 $37,500 $67,500 $0 $7,500 $7,500 $7,500 $7,500 $37,500 $67,500 366 City of Peoria FY 2022 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, right-of-way/ 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 Rd). 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 Dr up 83rd Av and along the Lake Pleasant Pkwy alignment. This fiber line provides communication to the traffic signals and ITS infrastructure (including CCTVs), 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 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, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Study Transportation Sales Ta Base Design Transportation Sales Ta Base Construction Transportation Sales Ta Base Chargebacks Arts Transportation Sales Ta Base Transportation Sales Ta Base Total Budget Operating Impacts Total Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $65,000 $0 $0 $0 $0 $65,000 $0 $160,000 $0 $0 $0 $0 $160,000 $0 $1,300,000 $0 $0 $0 $0 $1,300,000 $0 $0 $117,000 $14,600 $0 $0 $0 $0 $0 $0 $0 $0 $117,000 $14,600 $0 $1,656,600 $0 $0 $0 $0 $1,656,600 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 367 Total Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Traffic Control 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). The project will provide funding for periodic equipment replacement in the TMC which is 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Construction Transportation Sales Ta Base $0 $0 $500,000 $0 $0 $500,000 $1,000,000 Chargebacks Transportation Sales Ta Base $0 $0 $30,000 $0 $0 $30,000 $60,000 Arts Transportation Sales Ta Base Total Budget $0 $0 $5,000 $0 $0 $5,000 $10,000 $0 $0 $535,000 $0 $0 $535,000 $1,070,000 Traffic Signal Interconnect Project (TSIP) Project Number: PW00133 Project Location: Citywide Council District: All Live Peoria Goal: Integrated Transportation Description: This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way /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, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Design Transportation Sales Ta Construction Transportation Sales Ta Chargebacks Transportation Sales Ta Arts Carryover / Base FY 2022 FY 2023 Base $25,000 Base Base $175,000 $0 Transportation Sales Ta Base Total Budget Operating Impacts Total Operating Impacts FY 2024 FY 2025 $0 $25,000 $0 $0 $0 $175,000 $5,000 $0 $0 FY 2026 FY 27-31 Total $25,000 $50,000 $125,000 $175,000 $5,000 $350,000 $10,000 $875,000 $20,000 $0 $0 $2,000 $0 $2,000 $4,000 $8,000 $200,000 $0 $207,000 $0 $207,000 $414,000 $1,028,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $7,000 $0 $7,000 $7,000 $98,000 $119,000 $0 $7,000 $0 $7,000 $7,000 $98,000 $119,000 368 City of Peoria FY 2022 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, CenturyLink, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2022 Construction Transportation Sales Ta Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Construction Transportation Sales Ta Base $550,000 $550,000 $550,000 $550,000 $550,000 $2,750,000 $5,500,000 Chargebacks Arts Base Base $0 $0 $44,500 $5,500 $44,500 $5,500 $44,500 $5,500 $44,500 $5,500 $222,500 $27,500 $400,500 $49,500 $750,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,150,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $7,000 $14,000 $21,000 $28,000 $35,000 $280,000 $385,000 $7,000 $14,000 $21,000 $28,000 $35,000 $280,000 $385,000 Category Funding Source Transportation Sales Ta Transportation Sales Ta Total Budget Operating Impacts Total Operating Impacts FY 2023 369 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Renovation and Replacement Project Number: PW00993 Project Location: Citywide Council District: All Live Peoria Goal: Integrated Transportation Description: This project provides for lifecycle maintenance and safe operation of the City's traffic signals and controls. Our traffic signal systems have changed dramatically in the past few years. They now include a significant array of technical assets including ITS, CCTV, flashing arrow and adaptive timing technology in addition to the hardware: signal cabinets, critical wiring, battery backups, and controllers. Signal system renovation and replacement is critical to the functionality of all of these transportation systems. Project also requires coordination with utility company (APS, Cox, CenturyLink, SRP. EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements in many cases. The optimal maintenance schedule for traffic signal cabinets, wiring and hardware is 10 years. At this time, 56 of our cabinets are more than 10 years old and 31 signals need cabinet and related hardware enhancements and renovation now. To maintain the City's signal infrastructure effectively and meet lifecycle replacement dates, 1/10 of our inventory should be renovated annually. The average cost for these renovations is $87,000 per signal, which will renovate 12 signals annually over the next ten years and reduce the backlog of aging and/or expired infrastructure, approximately $1,044,000 is necessary. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Equipment Total Highway User Fund Carryover $177,687 $0 $0 $0 $0 $0 $177,687 Construction Highway User Fund Carryover $19 $0 $0 $0 $0 $0 $19 Construction Highway User Fund Carryover $38 $0 $0 $0 $0 $0 $38 Base Total Budget $1,044,000 $1,221,744 $309,000 $309,000 $309,000 $309,000 $309,000 $309,000 $309,000 $309,000 $1,545,000 $1,545,000 $3,825,000 $4,002,744 Other Highway User Fund 370 City of Peoria FY 2022 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, nonpotable water resource opportunity. Wastewater infrastructure is funded primarily through operating revenues from ratepayers, 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 added to meet the needs of continuing development in the north and northwest portions of the City. Wastewater - $162,671,600 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY22 FY23 FY24 FY25 FY26 371 FY27 FY28 FY29 FY30 FY31 Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Wastewater Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total 2050 - Water Fund $2,584,227 $2,834,100 $8,967,800 $10,200,300 $100,300 $464,000 $25,150,727 2162 - Water Expansion $773,462 $0 $0 $0 $0 $0 $773,462 2164 - Water Expansion $1,528,885 $0 $0 $0 $0 $0 $1,528,885 2165 - Water Expansion $1,114,782 $0 $2,000,000 $0 $0 $0 $3,114,782 2166 - Water Expansion $1,387,964 $280,000 $0 $0 $0 $0 $1,667,964 2222 - W/S Rev Bonds (Wtr) $0 $0 $7,241,700 $0 $0 $16,160,001 $23,401,701 2273 - Future WIFA Revenue Bonds $0 $0 $1,322,500 $6,060,000 $16,160,000 $0 $23,542,500 2400 - Wastewater Fund $18,053,482 $10,161,224 $3,673,500 $4,778,000 $2,222,700 $14,456,300 $53,345,206 2453 - Prp W/S Rev Bonds 2003 (WW) $4,984,987 $0 $2,413,900 $0 $0 $7,979,001 $15,377,888 2506 - Wastewater Expansion $6,327,583 $0 $2,419,200 $0 $0 $0 $8,746,783 2507 - Wastewater Expansion $3,744,196 $870,359 $0 $0 $0 $117,558 $4,732,113 2509 - Wastewater Expansion $1,189,589 $0 $0 $0 $0 $0 $1,189,589 $100,000 $0 $0 $0 $0 $0 $100,000 $41,789,157 $14,145,683 $28,038,600 $21,038,300 $18,483,000 $39,176,860 $162,671,600 7000 - Highway User Fund Total - Wastewater 372 Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Wastewater Summary by Project Project Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 101st Ave & Northern Lift Station Pretreat (L103) $112,870 $0 $0 $0 $0 $0 $112,870 Agua Fria Lift Station - Wastewater Campus Land $200,000 $0 $4,200,000 $0 $0 $0 $4,400,000 Beardsley Equipment Upgrade & Replacement Program $168,669 $126,250 $126,250 $126,250 $126,250 $631,250 $1,304,919 $18,180,450 $10,002,387 $0 $0 $0 $0 $28,182,837 $0 $0 $0 $0 $0 $3,888,500 $3,888,500 $1,309,037 $353,500 $202,000 $202,000 $202,000 $1,010,000 $3,278,537 Butler IPS Equipment Upgrade & Replacement Program $829,647 $101,000 $101,000 $101,000 $101,000 $505,000 $1,738,647 Butler WRF Aeration System Upgrades $103,683 $0 $0 $0 $0 $0 $103,683 Butler WRF Recharge Wells $60,763 $0 $0 $0 $0 $0 $60,763 El Mirage Road Sewer Infrastructure Upsizing $200,000 $600,000 $0 $0 $0 $0 $800,000 Emergency Generator Equipment Upgrades $40,000 $0 $0 $0 $0 $0 $40,000 Jomax Equipment Upgrade & Replacement Program $157,187 $126,250 $126,250 $126,250 $126,250 $631,250 $1,293,437 Jomax WRF Expansion $2,825,885 $0 $11,110,000 $16,160,000 $16,160,000 $0 $46,255,885 Jomax WRF Operations Building $7,637,318 $0 $0 $0 $0 $0 $7,637,318 Lift Station Reconditioning Program $2,159,151 $404,000 $404,000 $404,000 $404,000 $2,020,000 $5,795,151 Local Wastewater Line Improvement Program $1,229,239 $202,000 $202,000 $202,000 $202,000 $1,010,000 $3,047,239 $0 $67,359 $0 $0 $0 $117,558 $184,917 Manhole Rehabilitation Program $1,050,000 $404,000 $404,000 $404,000 $404,000 $2,020,000 $4,686,000 Reclaimed Water System Upgrade Program $800,000 $50,500 $50,500 $50,500 $50,500 $252,500 $1,254,500 Reclaimed Water Transmission Main Project 2 $0 $0 $7,635,600 $0 $0 $0 $7,635,600 Reclaimed Water Transmission Main Project 3 $0 $0 $2,020,000 $0 $0 $20,250,502 $22,270,502 SROG Line Assessment & Repair $442,240 $501,437 $0 $0 $0 $0 $943,677 Trunk Sewer Line Inspection $916,424 $0 $750,000 $0 $0 $750,000 $2,416,424 Trunk Sewer Rehabilitation $100,000 $0 $0 $2,555,300 $0 $2,555,300 $5,210,600 $1,518,066 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,881,066 Beardsley WRF Expansion Beardsley WRF Recharge Basins Butler Equipment Upgrade & Replacement Program LPH Mystic Wastewater Oversizing Wastewater System R&M Expense Program 373 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Wastewater Summary by Project Project Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 West Agua Fria Wastewater Lines $1,748,528 $500,000 $0 $0 $0 $0 Total - Wastewater Total $2,248,528 $41,789,157 $14,145,683 $28,038,600 $21,038,300 $18,483,000 $39,176,860 $162,671,600 374 City of Peoria FY 2022 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 2022 Construction Prp W/S Rev Bonds 200 Carryover Total Budget $112,870 $0 $0 $0 $0 $0 $112,870 $112,870 $0 $0 $0 $0 $0 $112,870 Category Funding Source FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 Land Acquisiti Wastewater Expansion Land Acquisiti Wastewater Fund Land Acquisiti Water Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover Base $200,000 $0 $0 $0 $0 $2,419,200 $0 $0 $0 $0 $0 $0 $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 Base Base Total Budget 375 Total $200,000 $2,419,200 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Wastewater Beardsley Equipment Upgrade & Replacement Program 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 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Equipment Wastewater Fund Carryover $16,357 $0 $0 $0 $0 $0 Equipment Water Fund Carryover $26,062 $0 $0 $0 $0 $0 $26,062 Equipment Wastewater Fund Base $111,250 $111,250 $95,050 $95,050 $95,050 $475,250 $982,900 Equipment Water Fund Base Total Budget Total $16,357 $15,000 $15,000 $31,200 $31,200 $31,200 $156,000 $279,600 $168,669 $126,250 $126,250 $126,250 $126,250 $631,250 $1,304,919 376 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Wastewater 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 of 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 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Carryover $8,046 $0 $0 $0 $0 $0 $8,046 Construction Water Fund Carryover $1,912,758 $0 $0 $0 $0 $0 $1,912,758 Construction Prp W/S Rev Bonds 200 Carryover $97,689 $0 $0 $0 $0 $0 $97,689 Construction Wastewater Fund Carryover $716,351 $0 $0 $0 $0 $0 $716,351 Construction Wastewater Fund Carryover $2,059 $0 $0 $0 $0 $0 $2,059 Construction Water Expansion Construction Water Expansion Carryover Carryover $1,216,817 $400,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,216,817 $400,000 Construction Wastewater Expansion Carryover $3,923,376 $0 $0 $0 $0 $0 $3,923,376 Construction Water Fund Base $0 $2,722,772 $0 $0 $0 $0 $2,722,772 Construction Water Expansion Base $752,475 $0 $0 $0 $0 $0 $752,475 Construction Water Expansion Base $1,089,109 $0 $0 $0 $0 $0 $1,089,109 Construction Water Expansion Base $171,147 $277,228 $0 $0 $0 $0 $448,375 Construction Wastewater Expansion Construction Wastewater Fund Base Base $2,404,207 $5,486,416 $0 $6,903,353 $0 $0 $0 $0 $0 $0 $0 $0 $2,404,207 $12,389,769 Arts Water Expansion Base $0 $2,772 $0 $0 $0 $0 $2,772 Arts Wastewater Fund Base $0 $69,034 $0 $0 $0 $0 $69,034 Arts Water Fund $0 $27,228 $0 $0 $0 $0 $27,228 $18,180,450 $10,002,387 $0 $0 $0 $0 $28,182,837 FY 2024 FY 2025 FY 2026 Base Total Budget Operating Impacts FY 2022 $0 $0 $0 $2,400 $2,400 $12,000 $16,800 Total Operating Impacts $0 $0 $0 $2,400 $2,400 $12,000 $16,800 FY 2023 377 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Wastewater Beardsley WRF Recharge Basins Project Number: UT00515 Project Location: Beardsley WRF Council District: Willow Live Peoria Goal: Smart Growth Description: This project will design and construct additional recharge basins at the Beardsley Water Reclamation Facility (WRF). With the addition of new reclaimed water transmission mains, it will be necessary to provide additional storage space at the facility. The project also aims to turn these basins into a public amenity, allowing for walking paths in a riparian style habitat. The project was identified in a City Council presentation outlining plans to expand our reclaimed water infrastructure and provides significant flexibility to utilize this resource effectively throughout the City. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Design Prp W/S Rev Bonds 200 Design W/S Rev Bonds (Wtr) Base $0 $0 $0 $0 $0 $262,500 $262,500 Base $0 $0 $0 $0 $0 $87,500 $87,500 Construction Prp W/S Rev Bonds 200 Base $0 $0 $0 $0 $0 $2,625,000 $2,625,000 Construction W/S Rev Bonds (Wtr) Base $0 $0 $0 $0 $0 $875,000 $875,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $28,875 $9,625 $28,875 $9,625 $0 $0 $0 $0 $0 $3,888,500 $3,888,500 Arts Arts Prp W/S Rev Bonds 200 Base W/S Rev Bonds (Wtr) Base Total Budget Butler Equipment Upgrade & Replacement Program 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Equipment Wastewater Fund Carryover $372,990 $0 $0 $0 $0 $0 Equipment Water Fund Carryover $27,047 $0 $0 $0 $0 $0 $27,047 Equipment Equipment Wastewater Fund Water Fund Base Base Total Budget $849,000 $60,000 $316,000 $37,500 $164,500 $37,500 $164,500 $37,500 $164,500 $37,500 $860,000 $150,000 $2,518,500 $360,000 $1,309,037 $353,500 $202,000 $202,000 $202,000 $1,010,000 $3,278,537 378 Total $372,990 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Wastewater Butler IPS Equipment Upgrade & Replacement Program 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 Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Other Wastewater Fund Carryover $27,831 $0 $0 $0 $0 $0 Equipment Wastewater Fund Carryover $44,316 $0 $0 $0 $0 $0 $44,316 Equipment Wastewater Fund Base Total Budget $757,500 $101,000 $101,000 $101,000 $101,000 $505,000 $1,666,500 $829,647 $101,000 $101,000 $101,000 $101,000 $505,000 $1,738,647 Total $27,831 Butler WRF Aeration System Upgrades Project Number: UT00420 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, and utility coordination for the installation of new aeration system blowers at the Butler Water Reclamation Facility. The project will also make small modifications to the aeration system piping to make the system more efficient overall. The FY22 funding for this project will account for added scope, as well as recent material, equipment and construction cost increases. Budget by Fiscal Year Category Funding Source Construction Wastewater Fund Carryover / Base FY 2022 Carryover Total Budget $103,683 $0 $0 $0 $0 $0 $103,683 $103,683 $0 $0 $0 $0 $0 $103,683 FY 2023 379 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 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 Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Study Water Expansion Carryover $20,987 $0 $0 $0 $0 $0 Construction Water Expansion Carryover Total Budget $39,776 $0 $0 $0 $0 $0 $39,776 $60,763 $0 $0 $0 $0 $0 $60,763 Total $20,987 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 2022 Construction Prp W/S Rev Bonds 200 Carryover Construction Wastewater Expansion Base Construction Wastewater Fund Arts Wastewater Expansion Arts Wastewater Fund Category Funding Source FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $200,000 $0 $0 $0 $0 $0 $200,000 $0 $299,970 $0 $0 $0 $0 $299,970 Base $0 $294,030 $0 $0 $0 $0 $294,030 Base $0 $3,030 $0 $0 $0 $0 $3,030 $0 $2,970 $0 $0 $0 $0 $2,970 $200,000 $600,000 $0 $0 $0 $0 $800,000 Base Total Budget 380 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Wastewater 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover Total Budget $40,000 $40,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $40,000 $40,000 Jomax Equipment Upgrade & Replacement Program 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 Equipment Water Fund FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $2,777 $0 $0 $0 $0 $0 $2,777 Carryover $15,000 $0 $0 $0 $0 $0 $15,000 Construction Wastewater Fund Carryover $12,940 $0 $0 $0 $0 $0 $12,940 Construction Water Fund Equipment Wastewater Fund Carryover Base $220 $94,650 $0 $94,650 $0 $94,650 $0 $94,650 $0 $94,650 $0 $473,250 $220 $946,500 Base Total Budget $31,600 $31,600 $31,600 $31,600 $31,600 $158,000 $316,000 $157,187 $126,250 $126,250 $126,250 $126,250 $631,250 $1,293,437 Equipment Water Fund 381 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Wastewater 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 Category Carryover / Base Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Construction Wastewater Expansion Carryover $582,410 $0 $0 $0 $0 $0 $582,410 Construction Prp W/S Rev Bonds 200 Carryover $2,243,475 $0 $0 $0 $0 $0 $2,243,475 Construction Future WIFA Revenue B Base $0 $0 $1,309,406 $6,000,000 $16,000,000 $0 $23,309,406 Construction Water Expansion Base $0 $0 $1,980,198 $0 $0 $0 $1,980,198 Construction Water Fund Arts Future WIFA Revenue B Base Base $0 $0 $0 $0 $7,710,396 $13,094 $10,000,000 $60,000 $0 $160,000 $0 $0 $17,710,396 $233,094 Arts Water Expansion Base $0 $0 $19,802 $0 $0 $0 $19,802 Arts Water Fund $0 $0 $77,104 $100,000 $0 $0 $177,104 Base Total Budget Operating Impacts Total Operating Impacts $2,825,885 $0 $11,110,000 $16,160,000 $16,160,000 $0 $46,255,885 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $900 $900 $900 $13,500 $16,200 $0 $0 $900 $900 $900 $13,500 $16,200 382 Total City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Wastewater Expansion Carryover $419,589 $0 $0 $0 $0 $0 $419,589 Construction Wastewater Expansion Carryover $345,711 $0 $0 $0 $0 $0 $345,711 Construction Prp W/S Rev Bonds 200 Carryover $521,782 $0 $0 $0 $0 $0 $521,782 Construction Wastewater Fund Carryover $1,953,696 $0 $0 $0 $0 $0 $1,953,696 Construction Water Fund Construction Highway User Fund Carryover Base $496,540 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $496,540 $100,000 Construction Wastewater Expansion Base $2,108,750 $0 $0 $0 $0 $0 $2,108,750 Construction Wastewater Fund Base $576,468 $0 $0 $0 $0 $0 $576,468 $1,114,782 $0 $0 $0 $0 $0 $1,114,782 $7,637,318 $0 $0 $0 $0 $0 $7,637,318 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 Construction Water Expansion Base Total Budget Operating Impacts Total Operating Impacts Total Lift Station Reconditioning Program 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 wastewater lift stations. The funds will be used to address pretreatment, odor control, corrosion prevention, eye wash units, equipment upgrades and replacements. The City has fifteen (15) lift stations in the wastewater collection system. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Construction Prp W/S Rev Bonds 200 Carryover $274,156 $0 $0 $0 $0 $0 $274,156 Construction Wastewater Fund Carryover $1,484,995 $0 $0 $0 $0 $0 $1,484,995 Construction Wastewater Fund Arts Wastewater Fund Base Base $400,000 $0 $400,000 $4,000 $400,000 $4,000 $400,000 $4,000 $400,000 $4,000 $2,000,000 $20,000 $4,000,000 $36,000 $2,159,151 $404,000 $404,000 $404,000 $404,000 $2,020,000 $5,795,151 Total Budget 383 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Wastewater Local Wastewater Line Improvement Program 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 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 air relief valves and immediate need sewer repairs. Budget by Fiscal Year Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Prp W/S Rev Bonds 200 Carryover $500,503 $0 $0 $0 $0 $0 Construction Wastewater Fund Carryover $128,736 $0 $0 $0 $0 $0 $128,736 Construction Wastewater Fund Base $600,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,400,000 Category Arts Funding Source Wastewater Fund Base Total Budget Total $500,503 $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $1,229,239 $202,000 $202,000 $202,000 $202,000 $1,010,000 $3,047,239 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $66,685 $0 $0 $0 $116,382 $183,067 $0 $674 $0 $0 $0 $1,176 $1,850 $0 $67,359 $0 $0 $0 $117,558 $184,917 384 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Wastewater Manhole Rehabilitation Program Project Number: UT00307 Project Location: Citywide Council District: Various Live Peoria Goal: Superior Public Services Description: This program will assess and rehabilitate existing 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 2022 Construction Wastewater Fund Carryover $650,000 $0 $0 $0 $0 $0 $650,000 Construction Wastewater Fund Base $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 $4,000,000 Category Arts Wastewater Fund Base Total Budget FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $4,000 $4,000 $4,000 $4,000 $20,000 $36,000 $1,050,000 $404,000 $404,000 $404,000 $404,000 $2,020,000 $4,686,000 Reclaimed Water System Upgrade Program 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, facility upgrades and immediate need reclaimed waterline repairs. In addition, this program will be used to address various reclaimed water facility equipment and rehabilitation needs. Budget by Fiscal Year Category Funding Source Construction Wastewater Fund Arts Wastewater Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Base $800,000 $50,000 $50,000 $50,000 $50,000 $250,000 $1,250,000 $0 $500 $500 $500 $500 $2,500 $4,500 $800,000 $50,500 $50,500 $50,500 $50,500 $252,500 $1,254,500 Base Total Budget 385 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Wastewater Reclaimed Water Transmission Main - Project 2 Project Number: UT00512 Project Location: Lone Mountain Road Alignment - LPP to El Mirage Rd Council District: Mesquite Live Peoria Goal: Smart Growth Description: This project will design and construct approximately three (3) miles of new 24-inch reclaimed water transmission main that will connect the Jomax WRF reclaimed water system to the Beardsley WRF reclaimed water system. This project was identified in a City Council presentation outlining plans to expand our reclaimed water infrastructure and provides significant flexibility to utilize this resource in northern Peoria. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Design Prp W/S Rev Bonds 200 Design W/S Rev Bonds (Wtr) Base $0 $0 $140,000 $0 $0 $0 Base $0 $0 $420,000 $0 $0 $0 $420,000 Construction Prp W/S Rev Bonds 200 Base $0 $0 $1,750,000 $0 $0 $0 $1,750,000 Construction W/S Rev Bonds (Wtr) Base $0 $0 $5,250,000 $0 $0 $0 $5,250,000 Arts Prp W/S Rev Bonds 200 Base $0 $0 $18,900 $0 $0 $0 $18,900 Arts W/S Rev Bonds (Wtr) $0 $0 $0 $0 $56,700 $7,635,600 $0 $0 $0 $0 $0 $0 $56,700 $7,635,600 Operating Impacts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $0 $3,200 $3,200 $16,000 $22,400 Total Operating Impacts $0 $0 $0 $3,200 $3,200 $16,000 $22,400 Base Total Budget 386 Total $140,000 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Wastewater Reclaimed Water Transmission Main - Project 3 Project Number: UT00513 Project Location: Butler WRF to Beardsley WRF Council District: Citywide Live Peoria Goal: Smart Growth Description: This project will design and construct approximately eleven (11) miles of new 24-inch reclaimed water transmission main that will connect the Butler WRF reclaimed water system to the Beardsley WRF reclaimed water system. This project was identified in a City Council presentation outlining plans to expand our reclaimed water infrastructure and provides significant flexibility to utilize this resource effectively throughout the City. The project also allows the City to divert reclaimed water from the New River Agua Fria Underground Storage Project (NAUSP) located in Glendale, thereby keeping the water local. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2022 FY 2023 Design Prp W/S Rev Bonds 200 Design W/S Rev Bonds (Wtr) Base $0 Base $0 Construction Prp W/S Rev Bonds 200 Base Construction W/S Rev Bonds (Wtr) Base Arts Arts Prp W/S Rev Bonds 200 Base W/S Rev Bonds (Wtr) Base Total Budget Operating Impacts FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $500,000 $0 $0 $12,500 $512,500 $0 $1,500,000 $0 $0 $37,500 $1,537,500 $0 $0 $0 $0 $0 $5,000,000 $5,000,000 $0 $0 $0 $0 $0 $15,000,000 $15,000,000 $0 $0 $0 $0 $5,000 $15,000 $0 $0 $0 $0 $50,126 $150,376 $55,126 $165,376 $0 $0 $2,020,000 $0 $0 $20,250,502 $22,270,502 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Non-Personnel $0 $0 $0 $0 $0 $9,600 $9,600 Total Operating Impacts $0 $0 $0 $0 $0 $9,600 $9,600 Total 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 FY 2022 Construction Wastewater Fund Carryover Construction Wastewater Fund Base Category Arts Wastewater Fund Base Total Budget FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $221,104 $0 $0 $0 $0 $0 $221,104 $221,136 $496,472 $0 $0 $0 $0 $717,608 $0 $4,965 $0 $0 $0 $0 $4,965 $442,240 $501,437 $0 $0 $0 $0 $943,677 387 Total City of Peoria FY 2022 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 2022 FY 2023 Study Wastewater Fund Carryover $916,424 Study Wastewater Fund Base Total Budget $0 $916,424 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $0 $0 $916,424 $0 $750,000 $0 $0 $750,000 $1,500,000 $0 $750,000 $0 $0 $750,000 $2,416,424 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 2022 FY 2023 FY 2024 Carryover FY 2025 FY 2026 FY 27-31 Total $100,000 $0 $0 $0 $0 $0 Wastewater Fund Base $0 $0 $0 $230,000 $0 $230,000 $460,000 Construction Wastewater Fund Arts Wastewater Fund Base Base $0 $0 $0 $0 $0 $0 $2,300,000 $25,300 $0 $0 $2,300,000 $25,300 $4,600,000 $50,600 $100,000 $0 $0 $2,555,300 $0 $2,555,300 $5,210,600 Total Design Total Budget $100,000 Wastewater System R&M Expense Program 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Prp W/S Rev Bonds 200 Carryover $463,309 $0 $0 $0 $0 $0 Wastewater Fund Carryover $354,827 $0 $0 $0 $0 $0 $354,827 Base $699,930 $699,930 $699,930 $699,930 $699,930 $3,499,650 $6,999,300 Category Funding Source Other Other Construction Wastewater Fund Arts Wastewater Fund Base Total Budget $463,309 $0 $7,070 $7,070 $7,070 $7,070 $35,350 $63,630 $1,518,066 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,881,066 388 City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Wastewater Expansion Carryover $770,000 $0 $0 $0 $0 $0 $770,000 Construction Wastewater Expansion Carryover $707,325 $0 $0 $0 $0 $0 $707,325 Construction Prp W/S Rev Bonds 200 Carryover $271,203 $0 $0 $0 $0 $0 $271,203 Wastewater Expansion Base Total Budget $0 $500,000 $0 $0 $0 $0 $500,000 $1,748,528 $500,000 $0 $0 $0 $0 $2,248,528 Category Other Funding Source 389 Total City of Peoria FY 2022 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 - $217,314,835 $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY22 FY23 FY24 FY25 FY26 390 FY27 FY28 FY29 FY30 FY31 Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Water Summary by Funding Source Fund Number and Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 1210 - Half Cent Fund $116,700 $2,466,700 $0 $0 $0 $0 $2,583,400 2050 - Water Fund $23,548,818 $6,566,350 $5,115,000 $8,379,725 $8,093,575 $32,487,460 $84,190,928 2161 - Water Expansion $473,522 $0 $0 $0 $0 $0 $473,522 2162 - Water Expansion $406,110 $0 $0 $0 $0 $0 $406,110 2163 - Water Expansion $1,341,092 $64,353 $257,500 $500,000 $303,000 $58,398 $2,524,343 2164 - Water Expansion $2,735,929 $0 $0 $0 $0 $0 $2,735,929 2165 - Water Expansion $4,188,261 $115,483 $3,600,000 $3,090,500 $3,040,000 $5,098,500 $19,132,744 2166 - Water Expansion $1,811,947 $350,547 $2,323,000 $200,000 $1,943,500 $4,350,702 $10,979,696 2167 - Water Resource $0 $0 $1,850,000 $560,000 $530,000 $980,000 $3,920,000 2222 - W/S Rev Bonds (Wtr) $12,455,709 $0 $0 $0 $0 $0 $12,455,709 2271 - WIFA Revenue Bonds $21,703,891 $0 $0 $0 $0 $0 $21,703,891 $0 $0 $0 $0 $0 $31,691,378 $31,691,378 $1,560,042 $470,100 $300,000 $100,000 $1,723,425 $4,694,637 $8,848,204 2506 - Wastewater Expansion $29,603 $29,500 $0 $0 $0 $149,103 $208,206 2507 - Wastewater Expansion $5,000 $20,500 $0 $0 $0 $75,500 $101,000 2590 - Commercial Solid Waste $15,022 $0 $0 $0 $0 $227,000 $242,022 2600 - Residential Solid Waste $45,004 $0 $0 $0 $0 $473,000 $518,004 2700 - Stormwater Fund $5,000 $0 $0 $0 $0 $70,000 $75,000 4254 - Future GO Bonds $14,274,124 $0 $0 $0 $0 $0 $14,274,124 4810 - Outside Sources $250,625 $0 $0 $0 $0 $0 $250,625 $84,966,399 $10,083,533 $13,445,500 $12,830,225 $15,633,500 $80,355,678 $217,314,835 2273 - Future WIFA Revenue Bonds 2400 - Wastewater Fund Total - Water 391 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Water Summary by Project Project Name FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 67th Ave 16-in Waterline - Pinnacle Pk to Hatfield $150,000 $2,121,000 $0 $0 $0 $0 $2,271,000 75th Avenue and Grand PRV Upgrade (P101) $75,000 $0 $0 $0 $0 $0 $75,000 $0 $0 $0 $0 $459,500 $3,881,300 $4,340,800 Arrowhead Shores Site Rehabilitation $511,957 $0 $0 $0 $0 $0 $511,957 Asset Management Program $596,731 $0 $0 $0 $0 $0 $596,731 Bailey Well Site Improvements $350,000 $0 $0 $0 $0 $0 $350,000 CAP Pump Station Rehabilitation Quintero $3,659,950 $0 $0 $0 $0 $0 $3,659,950 Desert Harbor Well Rehabilitation $0 $0 $1,421,500 $0 $0 $0 $1,421,500 El Mirage Road Waterline Upsizing $0 $0 $1,700,000 $0 $0 $0 $1,700,000 $3,721,924 $808,000 $808,000 $808,000 $808,000 $4,040,000 $10,993,924 Fire Hydrant & Valve Replacement Program $350,000 $353,500 $353,500 $353,500 $353,500 $1,767,500 $3,531,500 Greenway Equipment Upgrade & Replacement Program $1,953,446 $606,000 $606,000 $151,500 $151,500 $757,500 $4,225,946 Greenway WTP 8 MGD Expansion $0 $0 $0 $0 $0 $31,691,378 $31,691,378 Integrated Water Utility Master Plan (IWUMP) $370,000 $240,000 $0 $0 $0 $610,000 $1,220,000 $5,365,655 $0 $0 $0 $0 $0 $5,365,655 $0 $0 $0 $0 $0 $2,001,500 $2,001,500 Local Waterline Improvement Program $428,775 $257,500 $257,500 $257,500 $257,500 $1,287,500 $2,746,275 LPH Mystic Water Oversizing $331,027 $95,483 $0 $0 $0 $0 $426,510 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 $437,194 $0 $661,500 $4,000,000 $2,565,000 $0 $7,663,694 Pyramid Peak Water Treatment Plant Upgrades $3,802,072 $0 $0 $0 $0 $0 $3,802,072 Pyramid Peak Water Treatment Plant Expansion $25,393,843 $0 $0 $0 $0 $0 $25,393,843 $424,050 $101,000 $101,000 $50,500 $50,500 $252,500 $979,550 Agua Fria Booster Station - Phase II Facility Reconditioning & Water Quality Program Jomax Booster Station Upgrades Jomax Waterline - Loop 303 to El Mirage Road Quintero Equipment Upgrade & Replacement Program 392 Total Capital Improvement Program City of Peoria FY 2022 Annual Program Budget Water Summary by Project Project Name Total FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $14,274,124 $0 $0 $0 $0 $0 $14,274,124 SCADA Equipment Replacement Program $939,057 $550,000 $550,000 $150,000 $150,000 $750,000 $3,089,057 Sports Complex Well Relocation $175,000 $3,742,050 $0 $0 $0 $0 $3,917,050 Sports Complex/W115 Well Connection $0 $50,000 $0 $0 $303,000 $2,530,000 $2,883,000 Sweetwater Well Site Rehabilitation $0 $0 $257,500 $2,552,725 $0 $0 $2,810,225 Technology and Security Master Plan $171,000 $0 $0 $0 $0 $0 $171,000 $2,300,000 $0 $0 $0 $0 $0 $2,300,000 Utility Billing System $150,000 $0 $0 $0 $0 $2,660,000 $2,810,000 Water & Wastewater Rate Study $50,355 $100,000 $0 $0 $100,000 $100,000 $350,355 $3,448,352 $0 $0 $0 $0 $7,575,000 $11,023,352 Water Meter Replacement Program $456,772 $0 $0 $0 $4,725,000 $9,880,000 $15,061,772 Water System R&M Expense Program $1,483,690 $606,000 $606,000 $606,000 $606,000 $3,030,000 $6,937,690 Water/Wastewater Hydraulic Model Update Program $317,480 $50,000 $50,000 $50,000 $50,000 $250,000 $767,480 $0 $100,000 $0 $0 $0 $100,000 $200,000 Weedville Well Site Rehabilitation $2,535,097 $0 $0 $0 $0 $0 $2,535,097 Wellhead Water Quality Mitigation $2,895,635 $0 $0 $0 $0 $0 $2,895,635 Wells - New Construction $1,324,354 $303,000 $2,323,000 $200,000 $1,484,000 $2,323,000 $7,957,354 West Agua Fria Water Lines $1,871,037 $0 $1,900,000 $0 $0 $0 $3,771,037 Westland Reservoir/Booster Station Phase II $0 $0 $0 $3,090,500 $3,040,000 $0 $6,130,500 White Mountain Apache Tribe Water Rights Purchase $0 $0 $1,850,000 $560,000 $530,000 $980,000 $3,920,000 $1,725,000 $0 $0 $0 $0 $0 $1,725,000 $0 $0 $0 $0 $0 $3,888,500 $3,888,500 Reclaimed Water Master Plan Implementation Terramar Booster Pump Station Rehabilitation Water Line Assessment and Replacement Water/Wastewater/Expansion Fee Update Zone 1/2 PRV Upgrades (91st and Cactus) Zone 2/3 Booster Station Total - Water $84,966,399 $10,083,533 $13,445,500 $12,830,225 $15,633,500 $80,355,678 $217,314,835 393 City of Peoria FY 2022 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: Willow 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 Carryover / Base FY 2022 Construction Water Fund Carryover Construction Water Fund Base Category Arts Funding Source Water Fund Base Total Budget Operating Impacts Total Operating Impacts FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $150,000 $0 $0 $0 $0 $0 $150,000 $0 $2,100,000 $0 $0 $0 $0 $2,100,000 $0 $21,000 $0 $0 $0 $0 $21,000 $150,000 $2,121,000 $0 $0 $0 $0 $2,271,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $0 $0 $5,600 $5,600 $28,000 $39,200 $0 $0 $0 $5,600 $5,600 $28,000 $39,200 Total 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 2022 Carryover Total Budget $75,000 $0 $0 $0 $0 $0 $75,000 $75,000 $0 $0 $0 $0 $0 $75,000 FY 2023 394 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water 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 Water Expansion Design Water Expansion FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Base $0 $0 $0 $0 $450,000 $19,055 $469,055 Base $0 $0 $0 $0 $0 $18,945 $18,945 Construction Water Expansion Base $0 $0 $0 $0 $0 $1,905,532 $1,905,532 Construction Water Expansion Base $0 $0 $0 $0 $0 $1,894,468 $1,894,468 Chargebacks Water Expansion Base $0 $0 $0 $0 $5,000 $2,507 $7,507 Chargebacks Water Expansion Base $0 $0 $0 $0 $0 $2,493 $2,493 Arts Arts Water Expansion Water Expansion $0 $0 $0 $0 $0 $0 $0 $0 $4,500 $0 $19,206 $19,094 $23,706 $19,094 $0 $0 $0 $0 $459,500 $3,881,300 $4,340,800 Base 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 Category Funding Source Construction Water Fund Carryover / Base FY 2022 Carryover Total Budget $511,957 $0 $0 $0 $0 $0 $511,957 $511,957 $0 $0 $0 $0 $0 $511,957 FY 2023 395 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Study Wastewater Fund Carryover $228,066 $0 $0 $0 $0 $0 $228,066 Study Water Fund Carryover $268,665 $0 $0 $0 $0 $0 $268,665 Study Wastewater Fund Base $50,000 $0 $0 $0 $0 $0 $50,000 Study Water Fund $50,000 $0 $0 $0 $0 $0 $50,000 $596,731 $0 $0 $0 $0 $0 $596,731 Base Total Budget Total 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 Construction Water Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover Total Budget $350,000 $350,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 396 Total $350,000 $350,000 City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $3,259,950 $0 $0 $0 $0 $0 $3,259,950 Carryover Total Budget $400,000 $3,659,950 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $400,000 $3,659,950 Total 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Construction Water Fund Base $0 $0 $1,400,000 $0 $0 $0 Chargebacks Water Fund Base $0 $0 $7,500 $0 $0 $0 $7,500 Arts Water Fund $0 $0 $0 $0 $14,000 $1,421,500 $0 $0 $0 $0 $0 $0 $14,000 $1,421,500 Base Total Budget 397 $1,400,000 City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $1,683,000 $0 $0 $0 $0 $0 $17,000 $0 $0 $0 $17,000 $0 $0 $1,700,000 $0 $0 $0 $1,700,000 $1,683,000 Facility Reconditioning & Water Quality Program 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 2022 Construction Water Fund Carryover $2,421,924 $0 $0 $0 $0 $0 $2,421,924 Construction Water Fund Base $1,300,000 $800,000 $800,000 $800,000 $800,000 $4,000,000 $8,500,000 $0 $8,000 $8,000 $8,000 $8,000 $40,000 $72,000 $3,721,924 $808,000 $808,000 $808,000 $808,000 Category Arts Funding Source Water Fund Base Total Budget FY 2023 398 FY 2024 FY 2025 FY 2026 FY 27-31 Total $4,040,000 $10,993,924 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water Fire Hydrant & Valve Replacement Program 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 and valves in areas of the City where infrastructure is aging or additional infrastructure (hydrants and valves) are needed. 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. Budget by Fiscal Year Category Funding Source Construction Water Fund Arts Water Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Base $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 $3,500,000 $0 $3,500 $3,500 $3,500 $3,500 $17,500 $31,500 $350,000 $353,500 $353,500 $353,500 $353,500 $1,767,500 $3,531,500 Base Total Budget Greenway Equipment Upgrade & Replacement Program 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 Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Water Fund Carryover $741,394 $0 $0 $0 $0 $0 $741,394 Construction Water Fund Construction Water Fund Carryover Base Total Budget $52 $1,212,000 $0 $606,000 $0 $606,000 $0 $151,500 $0 $151,500 $0 $757,500 $52 $3,484,500 $1,953,446 $606,000 $606,000 $151,500 $151,500 $757,500 $4,225,946 Category Funding Source Equipment 399 Total City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 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 Study Wastewater Fund Base Study Water Expansion Base Study Water Expansion Base Study Water Fund Base Total Budget FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 $24,603 $0 $0 $0 $0 $24,603 $49,206 $166,497 $120,100 $0 $0 $0 $286,597 $573,194 $33,855 $22,547 $0 $0 $0 $56,402 $112,804 $14,045 $9,353 $0 $0 $0 $23,398 $46,796 $131,000 $88,000 $0 $0 $0 $219,000 $438,000 $370,000 $240,000 $0 $0 $0 $610,000 $1,220,000 400 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Carryover $3,520 $0 $0 $0 $0 $0 $3,520 Construction Outside Sources Carryover $250,625 $0 $0 $0 $0 $0 $250,625 Construction Water Expansion Carryover $195,851 $0 $0 $0 $0 $0 $195,851 Construction Water Expansion Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Construction Water Expansion Carryover $87,501 $0 $0 $0 $0 $0 $87,501 Construction Water Fund Construction Water Expansion Carryover Base $343,009 $1,485,149 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $343,009 $1,485,149 Base Total Budget $2,000,000 $0 $0 $0 $0 $0 $2,000,000 $5,365,655 $0 $0 $0 $0 $0 $5,365,655 Construction Water Fund 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 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 $0 $0 $0 $0 $0 $19,500 $2,001,500 $19,500 $2,001,500 Base Total Budget 401 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water Local Waterline Improvement Program 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 2022 Construction Water Fund Carryover $178,775 $0 $0 $0 $0 $0 $178,775 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 $428,775 $257,500 $257,500 $257,500 $257,500 $1,287,500 $2,746,275 Category Funding Source Base Total Budget FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total 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 Construction Water Expansion Construction Water Expansion Construction Water Expansion Base Category Arts Water Expansion FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $69,930 $0 $0 $0 $0 $0 $69,930 Carryover $261,097 $0 $0 $0 $0 $0 $261,097 $0 $94,528 $0 $0 $0 $0 $94,528 $0 $955 $0 $0 $0 $0 $955 $331,027 $95,483 $0 $0 $0 $0 $426,510 Base Total Budget 402 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water 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 Construction Water Fund Carryover / Base FY 2022 Carryover Total Budget $427,822 $0 $0 $0 $0 $0 $427,822 $427,822 $0 $0 $0 $0 $0 $427,822 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Water Fund Carryover $1,500,000 $0 $0 $0 $0 $0 Construction 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 403 Total $1,500,000 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water 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 2022 FY 2023 Construction Water Fund Carryover $437,194 $0 $0 Construction Water Fund Chargebacks Water Fund Base Base $0 $0 $0 $0 $650,000 $5,000 Category Arts Funding Source Water Fund Base Total Budget FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $437,194 $3,960,396 $0 $2,539,604 $0 $0 $0 $7,150,000 $5,000 $0 $0 $6,500 $39,604 $25,396 $0 $71,500 $437,194 $0 $661,500 $4,000,000 $2,565,000 $0 $7,663,694 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 2022 Carryover Total Budget $3,802,072 $0 $0 $0 $0 $0 $3,802,072 $3,802,072 $0 $0 $0 $0 $0 $3,802,072 FY 2023 404 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total WIFA Revenue Bonds Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Construction WIFA Revenue Bonds Carryover $1,678,891 $0 $0 $0 $0 $0 $1,678,891 Construction WIFA Revenue Bonds Carryover $20,000,000 $0 $0 $0 $0 $0 $20,000,000 Construction Water Expansion Carryover $1,512,311 $0 $0 $0 $0 $0 $1,512,311 Construction Water Expansion Carryover $1,669,125 $0 $0 $0 $0 $0 $1,669,125 Carryover $153,000 Carryover $355,516 Total Budget $25,393,843 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $153,000 $355,516 $0 $0 $0 $0 $0 $25,393,843 Construction Water Expansion Construction Water Fund Quintero Equipment Upgrade & Replacement Program 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Water Fund Carryover $199,153 $0 $0 $0 $0 $0 $199,153 Water Fund Carryover $110,627 $0 $0 $0 $0 $0 $110,627 Construction Water Fund Carryover $13,270 $0 $0 $0 $0 $0 $13,270 Base Total Budget $101,000 $424,050 $101,000 $101,000 $101,000 $101,000 $50,500 $50,500 $50,500 $50,500 $252,500 $252,500 $656,500 $979,550 Category Funding Source Other Equipment Equipment Water Fund 405 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water 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 Category Funding Source Carryover / Base Study FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Future GO Bonds Carryover $277,000 $0 $0 $0 $0 $0 $277,000 Construction Future GO Bonds Carryover $4,328,792 $0 $0 $0 $0 $0 $4,328,792 Construction Future GO Bonds Carryover $685,164 $0 $0 $0 $0 $0 $685,164 Construction Future GO Bonds Base Total Budget $8,983,168 $0 $0 $0 $0 $0 $8,983,168 $14,274,124 $0 $0 $0 $0 $0 $14,274,124 SCADA Equipment Replacement Program 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Equipment Wastewater Fund Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Equipment Water Fund Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Construction Wastewater Fund Carryover $191 $0 $0 $0 $0 $0 $191 Construction Water Fund Carryover $47,800 $0 $0 $0 $0 $0 $47,800 Construction Water Fund Equipment Wastewater Fund Carryover Base $41,066 $225,000 $0 $275,000 $0 $275,000 $0 $75,000 $0 $75,000 $0 $375,000 $41,066 $1,300,000 Base Total Budget $225,000 $275,000 $275,000 $75,000 $75,000 $375,000 $1,300,000 $939,057 $550,000 $550,000 $150,000 $150,000 $750,000 $3,089,057 Equipment Water Fund 406 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water Sports Complex Well Relocation Project Number: UT00391 Project Location: Peoria Sports Complex Council District: Ironwood Live Peoria Goal: Superior Public Services Description: This project will abandon the existing Sports Complex Well (W114) and drill a new well next to the Sports Complex Reservoir (R103) facility. Included in this project are the costs for well abandonment, design of a new well, drilling of a test and final well, design for equipping of the new well, and actual equipping construction. Budget by Fiscal Year Category Funding Source Design Water Fund Design Half Cent Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Base $58,300 $0 $0 $0 $0 $0 $58,300 Base $116,700 $0 $0 $0 $0 $0 $116,700 Construction Water Fund Base $0 $1,233,300 $0 $0 $0 $0 $1,233,300 Construction Half Cent Fund Base $0 $2,466,700 $0 $0 $0 $0 $2,466,700 Chargebacks Water Fund Base $0 $5,000 $0 $0 $0 $0 $5,000 Arts Water Fund $0 $37,050 $0 $0 $0 $0 $37,050 $175,000 $3,742,050 $0 $0 $0 $0 $3,917,050 Base Total Budget Total 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 Study Water Expansion Design Water Expansion FY 2022 FY 2023 FY 2024 FY 2025 Base $0 $50,000 $0 Base $0 $0 $0 Construction Water Fund Chargebacks Water Fund Base Base $0 $0 $0 $0 Arts Water Expansion Base $0 Arts Water Fund $0 $0 Base Total Budget FY 2026 FY 27-31 $0 $0 $0 $50,000 $0 $300,000 $0 $300,000 $0 $0 $0 $0 $0 $0 $2,500,000 $5,000 $2,500,000 $5,000 $0 $0 $0 $3,000 $0 $3,000 $0 $0 $0 $0 $25,000 $25,000 $50,000 $0 $0 $303,000 $2,530,000 $2,883,000 407 Total City of Peoria FY 2022 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 Design FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Water Expansion Base $0 $0 $250,000 $0 $0 $0 Construction Water Expansion Base $0 $0 $0 $494,080 $0 $0 $494,080 Construction Water Fund Base $0 $0 $0 $2,028,420 $0 $0 $2,028,420 Chargebacks Water Expansion Base $0 $0 $5,000 $979 $0 $0 $5,979 Chargebacks Water Fund Base $0 $0 $0 $4,021 $0 $0 $4,021 Arts Arts Water Expansion Water Fund $0 $0 $0 $0 $2,500 $0 $4,941 $20,284 $0 $0 $0 $0 $7,441 $20,284 $0 $0 $257,500 $2,552,725 $0 $0 $2,810,225 Base Base Total Budget $250,000 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 Study Water Expansion Carryover / Base FY 2022 Carryover Total Budget $171,000 $0 $0 $0 $0 $0 $171,000 $171,000 $0 $0 $0 $0 $0 $171,000 FY 2023 408 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Carryover $2,000,000 $0 $0 $0 $0 $0 Carryover Total Budget $300,000 $0 $0 $0 $0 $0 $300,000 $2,300,000 $0 $0 $0 $0 $0 $2,300,000 Funding Source Construction W/S Rev Bonds (Wtr) Construction Water Fund Total $2,000,000 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 will eventually need to be replaced to handle new accounts as the number of customers increases. In FY 2022, the funding will be used for a system upgrade and study. Budget by Fiscal Year Category Funding Source Carryover / Base Other Stormwater Fund Other Other Residential Solid Waste Commercial Solid Waste Other Other FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Base $5,000 $0 $0 $0 $0 $70,000 $75,000 Base Base $27,000 $13,000 $0 $0 $0 $0 $0 $0 $0 $0 $473,000 $227,000 $500,000 $240,000 Wastewater Expansion Base $5,000 $0 $0 $0 $0 $55,000 $60,000 Wastewater Expansion Base $5,000 $0 $0 $0 $0 $95,000 $100,000 Other Wastewater Fund Base $32,000 $0 $0 $0 $0 $568,000 $600,000 Other Water Expansion Base $58,000 $0 $0 $0 $0 $1,142,000 $1,200,000 Other Water Expansion Base Total Budget FY 27-31 Total $5,000 $0 $0 $0 $0 $30,000 $35,000 $150,000 $0 $0 $0 $0 $2,660,000 $2,810,000 409 City of Peoria FY 2022 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Residential Solid Waste Carryover $18,004 $0 $0 $0 $0 $0 $18,004 Commercial Solid Waste Carryover $2,022 $0 $0 $0 $0 $0 $2,022 Study Wastewater Fund Carryover $7,352 $0 $0 $0 $0 $0 $7,352 Study Water Fund Carryover $22,977 $0 $0 $0 $0 $0 $22,977 Study Study Wastewater Fund Water Fund Base Base Total Budget $0 $0 $50,000 $50,000 $0 $0 $0 $0 $50,000 $50,000 $50,000 $50,000 $150,000 $150,000 $50,355 $100,000 $0 $0 $100,000 $100,000 $350,355 Category Funding Source Study Study Total 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 Study Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Water Fund Carryover $151,400 $0 $0 $0 $0 $0 $151,400 Construction Water Fund Carryover $2,546,952 $0 $0 $0 $0 $0 $2,546,952 Construction Water Fund Base $750,000 $0 $0 $0 $0 $7,500,000 $8,250,000 $0 $0 $0 $0 $0 $75,000 $75,000 $3,448,352 $0 $0 $0 $0 Arts Water Fund Base Total Budget 410 $7,575,000 $11,023,352 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Carryover $1,590 $0 $0 $0 $0 $0 $1,590 Construction Wastewater Fund Carryover $371,591 $0 $0 $0 $0 $0 $371,591 Construction Water Fund Carryover $83,591 $0 $0 $0 $0 $0 $83,591 $0 $0 $0 $0 $1,573,425 $3,290,040 $4,863,465 $9,741,535 Equipment Wastewater Fund Equipment Water Fund Base Base Total Budget $0 $0 $0 $0 $3,151,575 $6,589,960 $456,772 $0 $0 $0 $4,725,000 $9,880,000 $15,061,772 Water System R&M Expense Program 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 Carryover / Base FY 2022 Construction Water Fund Carryover $883,750 $0 $0 $0 $0 $0 $883,750 Construction Water Fund Base $599,940 $599,940 $599,940 $599,940 $599,940 $2,999,700 $5,999,400 Category Arts Funding Source Water Fund Base Total Budget FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $6,060 $6,060 $6,060 $6,060 $30,300 $54,540 $1,483,690 $606,000 $606,000 $606,000 $606,000 $3,030,000 $6,937,690 411 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water Water/Wastewater Hydraulic Model Update Program 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Study Wastewater Fund Carryover $204,345 $0 $0 $0 $0 $0 Study Water Fund Carryover $63,135 $0 $0 $0 $0 $0 $63,135 Study Wastewater Fund Base $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 Study Water Fund Base Total Budget Total $204,345 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 $317,480 $50,000 $50,000 $50,000 $50,000 $250,000 $767,480 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 fours 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Study Wastewater Expansion Study Wastewater Expansion Base $0 $20,500 $0 $0 $0 $20,500 $41,000 Base $0 $29,500 $0 $0 $0 $29,500 Study $59,000 Water Expansion Base $0 $25,000 $0 $0 $0 $25,000 $50,000 Study Water Expansion Base $0 $20,000 $0 $0 $0 $20,000 $40,000 Study Water Expansion $0 $5,000 $0 $0 $0 $5,000 $10,000 $0 $100,000 $0 $0 $0 $100,000 $200,000 Base Total Budget 412 City of Peoria FY 2022 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 Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction W/S Rev Bonds (Wtr) Carryover $1,041,661 $0 $0 $0 $0 $0 $1,041,661 Construction Water Expansion Carryover $1,322,047 $0 $0 $0 $0 $0 $1,322,047 Carryover Total Budget $171,389 $2,535,097 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $171,389 $2,535,097 Category Funding Source Construction Water Fund Total 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 water quality treatment at various well sites in the water system. The City currently has several wells that are unusable for drinking water purposes. This project will evaluate and construct solutions to bring these wells back into regulatory compliance. Examples could include structural well rehabiliation or arsenic treatment systems. Budget by Fiscal Year Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction W/S Rev Bonds (Wtr) Carryover $2,277,026 $0 $0 $0 $0 $0 $2,277,026 Construction Water Expansion Carryover $318,609 $0 $0 $0 $0 $0 $318,609 Construction Water Expansion Carryover Total Budget $300,000 $0 $0 $0 $0 $0 $300,000 $2,895,635 $0 $0 $0 $0 $0 $2,895,635 Category Funding Source 413 Total City of Peoria FY 2022 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 Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Study Water Expansion Land Acquisiti Water Expansion Carryover Carryover $3,831 $70,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,831 $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 $0 $200,000 $0 $0 $200,000 Category Study Total Water Expansion Base $0 Land Acquisiti Water Expansion Base $0 $0 $0 $0 $70,000 $0 $70,000 Design Base $0 $300,000 $0 $0 $0 $0 $300,000 $0 $0 $0 $3,000 $2,300,000 $23,000 $0 $0 $1,400,000 $14,000 $2,300,000 $23,000 $6,000,000 $63,000 $1,324,354 $303,000 $2,323,000 $200,000 $1,484,000 $2,323,000 $7,957,354 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total $0 $0 $0 $33,100 $33,100 $231,700 $297,900 $0 $0 $0 $33,100 $33,100 $231,700 $297,900 Water Expansion Construction Water Expansion Arts Water Expansion Base Base Total Budget Operating Impacts Total Operating Impacts 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Construction Water Expansion Carryover $975,987 $0 $0 $0 $0 $0 Construction Water Fund Carryover $895,050 $0 $0 $0 $0 $0 $895,050 $0 $0 $1,881,188 $0 $0 $0 $1,881,188 Category Construction Water Expansion Arts Water Expansion Base Base Total Budget Total $975,987 $0 $0 $18,812 $0 $0 $0 $18,812 $1,871,037 $0 $1,900,000 $0 $0 $0 $3,771,037 414 City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water 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 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Water Expansion Base $0 $0 $0 $600,000 $0 $0 $600,000 Construction Water Expansion Base $0 $0 $0 $2,450,000 $3,000,000 $0 $5,450,000 Chargebacks Water Expansion Base $0 $0 $0 $10,000 $10,000 $0 $20,000 Arts Water Expansion $0 $0 $0 $30,500 $30,000 $0 $60,500 $0 $0 $0 $3,090,500 $3,040,000 $0 $6,130,500 Base Total Budget 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 2022 Base Total Budget $0 $0 $1,850,000 $560,000 $530,000 $980,000 $3,920,000 $0 $0 $1,850,000 $560,000 $530,000 $980,000 $3,920,000 FY 2023 415 FY 2024 FY 2025 FY 2026 FY 27-31 Total City of Peoria FY 2022 Annual Program Budget Capital Improvement Program Water 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 Category Funding Source Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 Total Construction Water Fund Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Construction Water Fund Base Total Budget $1,700,000 $0 $0 $0 $0 $0 $1,700,000 $1,725,000 $0 $0 $0 $0 $0 $1,725,000 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 27-31 $0 $5,400 $5,400 $5,400 $5,400 $27,000 $48,600 $0 $5,400 $5,400 $5,400 $5,400 $27,000 $48,600 Operating Impacts Total Operating Impacts Total Zone 2/3 Booster Station Project Number: UT00516 Project Location: 91st Av and Greenway Rd Council District: Ironwood Live Peoria Goal: Superior Public Services Description: This project will provide for design and construction of a new 1.5 million gallons per day (MGD) booster pump station facility that will move water from Pressure Zone 2 to Pressure Zone 3. In addition, a new dedicated Pressure Zone 3 waterline will be constructed down 91st Avenue. Constructing this site will allow for greater flexibility in using more of our SRP surface water and providing area redundancy. Budget by Fiscal Year Category Funding Source Design Water Fund Construction Water Fund Arts Water Fund Carryover / Base FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Base $0 $0 $0 $0 $0 $350,000 $350,000 Base $0 $0 $0 $0 $0 $3,500,000 $3,500,000 Base Total Budget FY 27-31 Total $0 $0 $0 $0 $0 $38,500 $38,500 $0 $0 $0 $0 $0 $3,888,500 $3,888,500 416 Schedules 417 Schedules 418 City of Peoria FY 2022 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. 419 Schedule 1 - All Funds Summary FUND NAME 1 General Fund 2 Half Cent Sales Tax Fund 3 Other Reserve Funds ESTIMATED BALANCE 7/1/21 PROJECTED REVENUES TRANSFERS IN TOTAL SOURCES $89,473,960 $41,678,759 $4,230,261 $163,408,621 $25,039,191 $90,000 $9,538,869 $3,400,000 $262,421,450 $66,717,950 $7,720,261 Total General & Other $135,382,980 $188,537,812 $12,938,869 $336,859,661 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 $11,543,740 $10,347 $442 $20,554,017 $38,431,399 $2,935,095 $17 $569,452 $2,730,396 $379,794 $15,482,454 $1,051,837 $92,089 $15,288,579 $11,068,619 $726,422 $735,000 $17,801 $540,868 $6,753,989 $653,106 $2,046,837 $1,685,260 - $29,073,031 $1,062,184 $92,531 $35,842,596 $49,500,018 $726,422 $5,355,355 $17,818 $1,110,320 $9,484,385 $1,032,900 $77,154,699 $52,410,764 $3,732,097 $133,297,560 $38,617,507 $11,382,671 $17,699,804 ($15,342,484) $25,335,319 $9,503,357 $11,478,759 ($1,553,441) $6,846,312 $1,883,555 $1,361,753 $30,365 ($1,683,927) $790,703 $52,362,291 $1,770,650 $6,149,573 $51,857,201 $25,725,825 $286,051 $2,981,141 $6,589,530 $13,365,671 $2,581,548 $1,853,386 $3,264,000 $350,071 $26,000 $350,000 $4,000,000 - $90,979,798 $13,179,321 $23,849,377 $36,514,717 $51,061,144 $9,789,408 $14,459,900 $5,036,089 $20,211,983 $4,465,103 $3,565,139 $30,365 $5,580,073 $1,140,774 $106,350,253 $169,136,938 $4,376,000 $279,863,191 $74,276 $10,141,016 $24,351,004 $569,276 $2,589,840 $700,490 $278,909 $6,152,236 $3,116,620 $27,590,692 $6,805,957 $10,969,243 $750,003 - $625,721 $980,988 $2,167,697 - $6,226,512 $13,883,357 $51,941,696 $7,375,233 $14,540,071 $3,618,190 $278,909 $38,704,811 $55,384,751 $3,774,406 $97,863,968 $10,902 - $150 - $15,300 - $26,352 - $15,300 Total Special Revenue Funds 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 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 $10,902 $150 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 ($8,123,205) $63,154 $9,539,411 $1,031,686 $64,562,803 $1,925,000 $5,308,918 - $56,439,598 $63,154 $11,464,411 $6,340,604 Total Capital Projects Funds $2,511,046 $71,796,721 - $74,307,767 $18,350,072 $5,105,788 - $20,800,976 $65,000 - $7,576,756 - $39,151,048 $12,747,544 - 48 General Obligation Bonds 49 Other Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total $26,352 $23,455,860 $20,865,976 $7,576,756 $51,898,592 $383,570,551 $558,133,112 $32,413,428 $974,117,091 420 Schedule 1 - All Funds Summary TOTAL USES ESTIMATED BALANCE 6/30/22 $5,261,208 $16,221,211 - $229,628,423 $40,678,947 $6,408,487 $32,793,027 $26,039,003 $1,311,774 $255,233,438 $21,482,419 $276,715,857 $60,143,804 $23,770,175 $20,734,507 $15,831,372 $726,422 $5,111,458 $17,801 $606,394 $7,440,414 $648,200 $118,994 $1,046,837 $91,989 $6,706,196 $1,460 $224,497 - $23,889,169 $1,046,837 $91,989 $27,440,703 $15,831,372 $726,422 $5,112,918 $17,801 $606,394 $7,664,911 $648,200 $5,183,862 $15,347 $542 $8,401,893 $33,668,646 $242,437 $17 $503,926 $1,819,474 $384,700 $8,100,000 $74,886,743 $8,189,973 $83,076,716 $50,220,844 $2,500,000 $1,500,000 $650,000 $200,000 $50,000 $100,000 $68,455,421 $1,641,116 $16,117,148 $36,438,154 $37,826,016 $60,000 $11,418,587 $5,036,089 $15,146,458 $2,539,958 $1,101,000 $5,558,808 $328,000 $266,000 $100,000 $698,900 $323,900 $350,000 - $68,721,421 $1,741,116 $16,816,048 $36,438,154 $38,149,916 $60,000 $11,418,587 $5,036,089 $15,496,458 $2,539,958 $1,101,000 $5,558,808 $328,000 $22,258,377 $11,438,205 $7,033,329 $76,563 $12,911,228 $9,729,408 $3,041,313 $4,715,525 $1,925,145 $2,464,139 $30,365 $21,265 $812,774 $5,000,000 $201,666,755 $1,738,800 $203,405,555 $76,457,636 $100,000 $1,500,000 $50,000 $50,000 $50,000 - $6,226,512 $3,280,428 $29,351,443 $6,867,515 $12,320,175 $1,533,936 $92,131 $1,002,236 - $6,226,512 $3,280,428 $29,351,443 $6,867,515 $13,322,411 $1,533,936 $92,131 $10,602,929 $22,590,253 $507,718 $1,217,660 $2,084,254 $186,778 $1,750,000 $59,672,140 $1,002,236 $60,674,376 $37,189,592 $15,300 - $11,052 - OPERATIONS CAPITAL PROJECTS LONG-TERM TOTAL TRANSFERS DEBT CONTINGENCY EXPENDITURE OUT $175,112,426 $2,839,873 - $9,254,789 $1,617,863 $6,158,487 - $40,000,000 $20,000,000 $250,000 $224,367,215 $24,457,736 $6,408,487 $177,952,299 $17,031,139 - $60,250,000 $11,420,137 $172,268 $3,000,000 $726,422 $5,111,458 $17,801 $606,394 $3,695,673 $648,200 $10,850,038 $17,962,239 $11,831,372 $744,741 - - $1,500,000 $2,600,000 $1,000,000 $3,000,000 - $25,398,353 $41,388,390 - $30,398,179 $1,636,116 $201,334 $12,442,513 $60,000 $14,415,586 $2,515,969 $901,000 $5,508,808 $228,000 $26,541,082 $5,000 $15,915,814 $36,438,154 $19,828,737 $11,418,587 $5,036,089 $80,872 $23,989 - $9,016,160 $4,054,766 - $68,307,505 $115,288,324 $13,070,926 $6,226,512 $3,180,428 $27,851,443 $6,817,515 $12,270,175 $630,697 $92,131 $853,239 - - $57,068,901 $853,239 - $15,300 - $15,300 - - - $15,300 - - - - - $15,300 - $15,300 $11,052 - $56,439,598 $4,545,336 $6,340,604 - $1,000,000 - $56,439,598 $5,545,336 $6,340,604 - $56,439,598 $5,545,336 $6,340,604 $63,154 $5,919,075 - - $67,325,538 - $1,000,000 $68,325,538 - $68,325,538 $5,982,229 - $24,619,487 $7,535,599 - $3,000,000 - $27,619,487 $7,580,599 - - $27,619,487 $7,580,599 - $11,531,561 $5,166,945 - $45,000 - $32,155,086 $3,000,000 $35,200,086 - $35,200,086 $16,698,506 $328,787,358 $241,886,630 $45,226,012 $79,100,000 $695,000,000 $32,413,428 $727,413,428 $246,703,663 $45,000 - 421 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 FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget $30,202 $5,677,199 $22,952 $63,413 $0 $8,134,757 $1,146,912 $1,803,668 $313 $906,571 $1,950,737 $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 $0 $8,329,641 $1,176,964 $1,787,140 $0 $1,056,065 $2,025,912 $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 $25,582 $6,373,160 $22,048 $28,129 $4,621 $8,283,755 $1,198,698 $1,817,258 $0 $1,027,551 $2,209,092 $29,239,415 $693,602 $2,516,083 $0 $402,954 $56,807 $411,493 $1,296,543 $4,418,893 $5,969 $53,831 $3,131,342 $1,639,805 $5,109 $64,861,739 $15,000 $6,200,000 $23,000 $20,000 $7,148 $8,000,000 $1,210,000 $1,850,000 $0 $950,000 $2,225,000 $31,171,012 $325,000 $2,700,000 $0 $320,000 $2,000 $165,000 $1,400,000 $4,811,933 $0 $30,000 $3,500,000 $1,700,000 $0 $66,625,093 $30,000 $6,000,000 $23,000 $30,000 $0 $8,262,508 $1,237,225 $1,891,625 $0 $971,375 $2,298,010 $31,794,432 $700,000 $2,526,000 $0 $400,084 $75,000 $250,000 $1,431,500 $5,165,020 $0 $30,000 $3,536,097 $1,700,000 $0 $68,351,876 State Shared Sales Tax $15,894,140 Urban Revenue Sharing $20,334,388 Peoria Distr Share-Pool $284,189 Intergovtl Participation $0 Grant Revenue $14,000 Grant Revenue-Comm Svc $8,026 Grant Revenue - Federal $39,855 Auto Lieu Tax $6,799,997 Subtotal - Intergovernmental Revenue $43,374,594 $17,018,021 $20,366,698 $114,821 $0 $5,000 $8,138 $0 $7,262,809 $44,775,487 $17,079,368 $22,275,583 $195,025 $0 $0 $9,534 $60,223 $7,313,007 $46,932,741 $18,654,149 $25,052,808 $120,205 $3,001 $179,771 $401,315 $0 $7,500,000 $51,911,249 $19,408,000 $22,547,699 $242,813 $0 $0 $0 $0 $7,712,000 $49,910,512 $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 $47,036 $347,151 $28,708 $62,946 $1,170,892 $333,433 $290,925 $611,320 $292,595 $15,350 $57,280 $164,660 $35,000 $350,000 $35,389 $35,320 $906,136 $163,782 $206,134 $309,519 $175,062 $7,676 $47,627 $113,609 $60,000 $325,000 $36,091 $36,859 $906,136 $186,051 $220,794 $349,649 $192,239 $8,051 $49,027 $117,634 Account Description General Fund Taxes Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Property Tax Govt Prop Lease Excise Tax Rev SRP In-lieu Tax Utility Franchise Cablevision Franchise Small Cell Annual Fees Subtotal - Taxes 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 $87,266 $521,388 $39,421 $60,273 $1,170,508 $214,953 $150,676 $420,551 $174,663 $7,050 $69,280 $134,360 422 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 CFD 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 Library non-fine revenues Rec Revenue-Outdoor Rec Revenue-AM/PM Program Rec Revenue-Tot Time Prog Rec Revenue-Summer Rec Prg 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 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 $0 $1,130 $0 $307,897 $373,220 $160,739 $24,751 $398,566 $6,348 $331,428 $1,265 $0 $3,608 $2,372,812 $470,481 $125,281 $840,061 $881 $18,215 $126,429 $269,266 $329,758 $81,031 $68,106 $201,470 $71,834 $702,645 $42 423 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 $0 $100 $440 $50 $300,241 $314,457 $177,487 $5,359 $469,115 $4,712 $302,642 $1,240 $0 $1,700 $2,530,763 $505,144 $93,187 $864,453 $1,771 $20,340 $121,649 $214,617 $300,935 $76,682 $84,355 $206,021 $46,904 $699,241 $28 FY 2020 Actual ($3,600) $13,520 $13,225 $46,490 $49,490 $45,080 $23,491 $4,300 $21,600 $30,861 $5,080 $98,610 $494,766 $208,750 $78,369 $25,540 $2,600 $3,663,552 $0 $1,440 $25,000 $8,775 $8,865 $30,000 $100 $700 $0 $126,123 $284,744 $208,192 $0 $425,294 $3,242 $147,416 $185 ($155) $765 $2,271,822 $350,346 $31,752 $490,764 $477 $12,862 $81,149 $152,562 $166,118 $63,514 $62,682 $138,883 $12,977 $499,446 $9 FY 2021 Estimate FY 2022 Budget $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 $4,000,000 $1,858 $19,996 $9,650 $8,267 $8,087 $0 $0 $0 $0 $75,000 $275,000 $160,000 $0 $425,000 $7,000 $267,331 $56 $0 $625 $1,100,000 $186,404 $43,410 $479,859 $0 $3,500 $22,500 $226,945 $132,300 $5,000 $5,000 $20,000 $15,000 $80,000 $0 $0 $16,629 $19,513 $54,113 $54,853 $77,814 $28,157 $5,605 $31,919 $50,567 $6,442 $60,500 $288,820 $124,353 $75,000 $30,000 $500 $4,859,259 $1,858 $20,031 $12,246 $8,481 $8,304 $0 $0 $0 $0 $75,000 $275,000 $180,000 $0 $375,000 $7,000 $435,660 $0 $0 $5,877 $2,496,452 $569,926 $188,937 $1,061,141 $0 $21,622 $108,300 $272,015 $511,397 $66,029 $57,566 $285,000 $77,016 $927,754 $0 Schedule 2 - All Funds Revenue Fund Category Account Description Rio Vista Program Revenues Library Copy/Print Fees - Main Library Copy/Print Fees - Branch Prfrmg Arts Ctr-Beverage sales Recycling Program Revenue Fees for General Services Fees for Gen Svcs-Fire Fees for General Svcs-Police Filing-Election Argument Fee Lien Filing Fees In Kind Revenues Ticket Sales-Other Allocated Interdept Svc Chrgs CIP Engineering Charges CIP Finance Charges Subtotal - Charges for Service FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget $13,865 $14,826 $8,031 $1,735 $7,488 $8,538 $229,647 $47,347 $0 $1,385 $4,800 $4,069 $15,165,568 $1,627,017 $120,000 $31,668,835 $5,236 $13,898 $8,968 $2,421 $7,471 $7,504 $229,587 $50,051 $0 $1,471 $2,800 $13,183 $15,788,868 $1,604,320 $58,154 $32,629,160 $40,346 $10,193 $4,536 $0 $7,857 $7,706 $2,185 $52,905 $0 $771 $1,600 $4,574 $15,553,913 $1,650,000 $60,000 $31,246,651 $10,000 $2,000 $1,200 $0 $5,000 $5,610 $4,125 $45,000 $400 $277 $0 $0 $16,231,480 $2,500,000 $60,000 $29,704,883 $110,447 $11,000 $6,500 $0 $5,000 $5,875 $0 $45,000 $0 $0 $0 $0 $16,622,348 $2,699,602 $120,000 $35,944,959 $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 $0 $424 $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 $0 $537 $0 $104,667 $30,166 $16,260 $43,495 $50,597 $81,570 $152,619 $7,494,298 $430,194 $2,756,494 $218,510 $15 $907,817 $57,601 $85,765 $79,126 $344,996 $23,961 $20,604 $0 $0 $4,000 $445,848 $258,588 $12,267 $65,509 $99,540 ($9,449) $663 $0 $69,768 $33,318 $14,203 $32,272 $35,202 $104,764 $87,269 $6,178,844 $551,279 $2,228,543 $200,000 $0 $1,000,000 $50,000 $90,000 $85,000 $263,012 $30,000 $35,000 $500 $0 $4,000 $460,000 $180,000 $30,000 $40,000 $70,000 $0 $500 $70 $60,000 $15,000 $10,000 $6,000 $6,000 $110,000 $75,000 $5,599,904 $552,912 $2,228,543 $200,000 $0 $900,000 $50,000 $90,000 $70,000 $298,833 $47,944 $43,149 $500 $0 $0 $689,000 $331,000 $1,500 $40,000 $117,000 $0 $500 $0 $60,000 $15,000 $15,000 $42,000 $47,000 $75,000 $120,000 $6,034,881 $39,757 $55,786 $42,599 $0 $39,735 $50,369 $42,419 $0 $41,942 $25,825 $29,047 $0 $40,000 $15,000 $11,800 $20,000 $40,000 $65,000 $44,000 $30,000 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 Court Enhancement Fee Enhanced School Zone Fines Red Light Process Svc Fee 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 424 Schedule 2 - All Funds Revenue Fund Category Account Description Rio Vista Field Permits/Rental Pioneer Park Field Permits/Rental 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 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget $152,795 $193,450 $0 $0 $25,062 $32,211 $0 $139,502 $18,131 $39,333 $17,595 $172,776 $53,363 $20,587 $1,002,948 $137,600 $196,316 $7,429 $0 $26,694 $26,122 $0 $164,454 $18,832 $27,573 $0 $177,095 $53,773 $19,750 $988,161 $76,692 $108,064 $7,919 $0 $20,702 $20,682 $0 $119,389 $18,096 $14,557 $0 $181,523 $53,568 $11,096 $729,100 $110,000 $135,000 $6,000 $20,000 $11,300 $12,300 $4,000 $20,000 $9,817 $5,000 $0 $175,000 $50,000 $3,391 $648,608 $130,000 $190,000 $5,000 $135,000 $25,000 $25,000 $20,000 $272,346 $15,999 $25,000 $0 $175,000 $50,000 $0 $1,247,345 $836,872 $1,302,115 $1,475,918 $1,200,000 $1,210,000 $265,439 $42,849 $682,800 $123 $4,815 $0 $18,814 $54 $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 $2,729 $5,170 $102,164 $938,018 $174,653 $15,798 $6,549 $36 $450 $112 $4,186 $0 $0 $0 $2,588 $0 $1,896 $3,076 $36,933 $246,277 $150,000 $47,000 $100,000 $0 $2,500 $0 $250 $0 $0 $0 $308 $0 $5,000 $5,000 $527,608 $837,666 $150,000 $426,048 $100,000 $0 $2,500 $0 $500 $0 $0 $0 $0 $0 $5,000 $5,000 $20,000 $709,048 Total - General Fund $144,635,555 $149,412,599 $151,671,270 $156,527,403 $163,408,621 $19,161 $2,530,326 $8,318 $20,362 $0 $2,082,760 $588,608 $893,760 $0 $78,244 $1,013,203 $13,275,825 $12,793 $3,187,152 $11,026 $14,067 $2,311 $2,071,228 $599,457 $908,789 $0 $114,186 $1,104,730 $14,597,833 $7,500 $3,100,000 $11,500 $10,000 $3,574 $2,000,000 $605,000 $925,000 $0 $105,555 $1,112,500 $15,585,505 $15,000 $1,550,000 $11,500 $15,000 $0 $2,065,627 $618,612 $945,812 $0 $105,555 $1,149,005 $15,897,216 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 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-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Retail $16,823 $3,153,612 $9,707 $36,167 $0 $2,254,841 $637,032 $1,005,065 $156 $116,987 $1,055,720 $14,499,020 425 Schedule 2 - All Funds Revenue Fund Category FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget $222,548 $1,229,511 $0 $193,866 $52,237 $367,687 $624,659 $23,201,076 $173,425 $1,258,042 $0 $201,513 $28,015 $180,054 $648,388 $25,113,008 $112,500 $1,250,000 $0 $205,000 $17,500 $125,000 $700,000 $25,876,134 $175,000 $1,263,000 $0 $207,114 $37,500 $125,000 $715,750 $24,896,691 $107,863 $256,640 $333,345 $150,000 $142,500 Reimb Revenue-General Auction Proceeds Other Revenue Subtotal - Miscellaneous Income $20,119 $102 $3,500 $23,722 $10,000 $0 $0 $10,000 $10,000 $0 $0 $10,000 $441,635 $0 $0 $441,635 $0 $0 $0 $0 Total - Half-Cent Sales Tax Fund $25,560,325 $23,467,716 $25,456,353 $26,467,770 $25,039,191 $10,095 $1,892,394 $5,825 $21,703 $0 $1,352,135 $382,265 $603,109 $94 $140,305 $633,506 $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 $0 $1,248,816 $353,215 $536,331 $0 $123,979 $608,012 $8,161,988 $133,442 $737,706 $0 $116,337 $0 $220,582 $374,848 $14,162,491 $7,677 $1,912,431 $6,616 $8,441 $1,387 $1,242,041 $359,712 $545,334 $0 $136,955 $662,778 $8,957,704 $103,998 $754,825 $0 $120,922 $0 $108,128 $389,072 $15,318,022 $4,500 $1,860,000 $6,900 $6,000 $2,145 $1,200,000 $363,000 $555,000 $0 $126,667 $667,500 $9,351,304 $67,500 $750,000 $0 $123,000 $10,500 $75,000 $420,000 $15,589,016 $9,000 $930,000 $6,900 $9,000 $0 $1,239,376 $371,168 $567,488 $0 $129,517 $689,403 $9,538,330 $105,000 $757,800 $0 $124,269 $22,500 $75,000 $429,450 $15,004,201 $336,231 $521,801 $454,888 $250,000 $284,378 $136,456 $176,184 $57,169 $0 $0 $15,963,648 $14,860,477 $15,830,079 $15,839,016 $15,288,579 Account Description FY 2018 Actual Sales Tax-Amusements $199,644 Sales Tax-Utilities $1,460,974 Sales Tax-Cable T.V. $22 Sales Tax-Telecommunication $256,267 Sales Tax-Penalties/Interest $36,742 Sales Tax Recoveries $120,247 Use Tax $569,715 Subtotal - Taxes $25,428,740 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-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-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 426 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget Information Technology Fund Charges for Service Interdepartmental Svc Chg $9,418,275 $9,389,018 $9,398,000 $9,985,719 $10,954,243 $20,532 $44,044 $58,402 $42,000 $15,000 Reimb Revenue-General Contributions - General Subtotal - Miscellaneous Income $14,567 $0 $14,567 $10,124 $2,058,640 $2,068,764 $20,427 $0 $20,427 $0 $0 $0 $0 $0 $0 Total - Information Technology Fund $9,453,375 $11,501,826 $9,476,829 $10,027,719 $10,969,243 $64,486 $95,121 $90,897 $80,000 $80,000 $64,486 $95,121 $90,897 $80,000 $80,000 $753,831 $750,010 $766,049 $760,863 $750,003 $19,694 $43,351 $44,140 $25,000 $0 $20,480 $11,262 $15,320 $8,155 $0 $794,005 $804,623 $825,509 $794,018 $750,003 $0 $6,307,548 $6,307,548 $0 $6,105,740 $6,105,740 $0 $6,855,940 $6,855,940 $2,403 $6,857,384 $6,859,787 $0 $6,797,957 $6,797,957 $4,312 $4,518 $6,924 $9,200 $8,000 Reimb Revenue-General Auction Proceeds Subtotal - Miscellaneous Income $0 $1,505 $1,505 $0 $0 $0 $246 $4,129 $4,375 $128 $0 $128 $0 $0 $0 Total - Facilities Fund $6,313,365 $6,110,259 $6,867,239 $6,869,115 $6,805,957 Interest Income Interest Income Miscellaneous Income Economic Development Reserve Fund Interest Income Interest Income 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 427 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget Fleet Maintenance Fund Charges for Service Interdepartmental Svc Chg $5,269,581 $5,330,648 $5,390,357 $6,000,000 $6,152,236 $4,295 $6,406 $3,353 $4,300 $0 $338 $75 $460 $22,023 $0 $5,274,214 $5,337,130 $5,394,170 $6,026,323 $6,152,236 $2,238,831 $2,293,918 $2,552,103 $2,698,448 $2,936,620 $104,984 $185,752 $225,564 $140,000 $145,000 Contributions - General Auction Proceeds Subtotal - Miscellaneous Income $0 $79,203 $79,203 $584,841 $35,989 $620,830 $0 $13,881 $13,881 $0 $42,661 $42,661 $0 $35,000 $35,000 Total - Fleet Reserve Fund $2,423,018 $3,100,500 $2,791,547 $2,881,109 $3,116,620 $16,511,044 $121,276 $16,632,320 $16,600,691 $213,862 $16,814,553 $17,559,797 $213,469 $17,773,266 $19,081,804 $244,000 $19,325,804 $20,481,976 $244,000 $20,725,976 $304,749 $350,061 $337,994 $140,000 $140,000 $0 $207,472 $136,388 $67,318 $0 $28,975,000 $0 $0 $0 $0 $45,912,069 $17,372,085 $18,247,648 $19,533,122 $20,865,976 $108,385 $49,183 $480,253 $150,000 $57,711 $0 $0 $0 $0 $2,395,000 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 Proceeds of Refunding Bonds Total - Debt Service Fund Bond Fund Interest Income Interest Income Miscellaneous Income Reimb Revenue-General 428 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget Miscellaneous Income Reimb Revenue-General $25,238 $0 $0 $0 $0 Subtotal - Bond Proceeds $0 $0 $6,523,217 $6,523,217 $30,420,000 $3,146,339 $0 $33,566,339 $0 $0 $3,000,000 $3,000,000 $0 $0 $15,894,635 $15,894,635 $85,756,823 $0 $34,800,000 $120,556,823 Total - Bond Fund $6,656,839 $33,615,522 $3,480,253 $16,044,635 $123,009,534 $1,418 $21,125 $932,579 $612,287 $541,100 $105,837 ($150) $2,214,196 $1,412 $21,853 $1,038,045 $596,475 $515,988 $89,449 $0 $2,263,222 $1,071 $22,380 $967,322 $649,788 $529,368 $97,722 $0 $2,267,650 $800 $24,000 $1,154,232 $689,000 $458,000 $95,372 $0 $2,421,404 $1,600 $22,000 $1,265,760 $658,188 $500,000 $104,000 $0 $2,551,548 $23,553 $31,905 $32,247 $30,000 $30,000 $4,364 $0 $271 $0 $0 $2,242,113 $2,295,126 $2,300,168 $2,451,404 $2,581,548 $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 $20,527 $10,036 $25,225 $164,088 $7,832,425 $3,352,792 $63,180 $112,000 $11,580,273 $0 $0 $20,667 $0 $12,159,895 $0 $0 $128,351 $12,308,913 $27,000 $0 $33,000 $0 $13,049,284 $0 $0 $127,778 $13,237,062 $92,306 $119,921 $121,647 $94,000 $128,609 $106 $50 $0 $0 $0 $10,205,726 $10,844,587 $11,701,920 $12,402,913 $13,365,671 Bond Proceeds Bond Proceeds Bond Proceeds Loan Proceeds Commercial Sanitation Fund Charges for Service Utility Late Fee Charges Field Trip Svc Fee-Utilities 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 Total - Residential Sanitation Fund 429 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget Sanitation Equipment Reserve Fund Charges for Service Interdepartmental Svc Chg $1,205,847 $1,318,776 $1,647,892 $1,684,345 $1,826,386 $26,178 $35,618 $43,536 $17,000 $17,000 $15,510 $25,980 $0 $10,000 $10,000 $1,247,535 $1,380,373 $1,691,428 $1,711,345 $1,853,386 $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 $14,184 $0 $16,000 $334,546 $78,176 $34,257 $10,000 $16,106 $0 $200,059 $2,250 $35,000 $119,485 $860,063 $0 $0 $0 $120,000 $34,000 $10,000 $2,000 $7,000 $0 $55,000 $0 $50,000 $105,791 $383,791 $15,000 $0 $0 $745,000 $170,000 $50,000 $10,000 $35,000 $0 $275,000 $5,000 $50,000 $114,571 $1,469,571 $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 $44,927 $88,937 $45,789 $290,491 $99,337 $168,065 $70,714 $123,504 $443,615 $46,290 $114,183 $0 $1,535,851 $60,000 $10,000 $54,946 $225,000 $105,000 $105,000 $25,000 $52,000 $100,000 $10,000 $0 $0 $746,946 $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 $27,813 $40,255 $31,223 $24,000 $25,500 $51,357 $0 $0 $51,357 $5,189 $3,887 $1,150 $10,226 $0 $2,296 $288,060 $290,356 $0 $0 $0 $0 $0 $0 $0 $0 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 Other Revenue Subtotal - Miscellaneous Income 430 Schedule 2 - All Funds Revenue Fund Category Account Description Total - Sports Complex Fund FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget $3,153,489 $3,569,431 $2,717,493 $1,154,737 $3,614,071 $4,383,747 $0 $4,383,747 $3,689,379 $0 $3,689,379 $3,774,814 ($64,722) $3,710,092 $3,750,000 $0 $3,750,000 $3,789,000 $0 $3,789,000 $10,705,087 $11,489,891 $11,455,659 $11,077,622 $11,409,951 $0 $29,060 $219,132 $295,000 $6,930 $550,122 $0 $36,109 $168,231 $0 $540 $204,880 $715 $15,060 $182,882 $100,000 $0 $298,657 $0 $15,000 $25,000 $100,000 $0 $140,000 $0 $10,000 $25,000 $100,000 $0 $135,000 $250,570 $348,197 $309,070 $350,000 $148,503 Reimb Revenue-General Reimbursement-Jury Duty Other Revenue Subtotal - Miscellaneous Income $0 $312 $0 $312 $209,020 $0 $0 $209,020 $0 $0 $2,256 $2,256 $0 $0 $0 $0 $0 $0 $0 $0 Total - Streets Fund $15,889,838 $15,941,367 $15,775,734 $15,317,622 $15,482,454 $0 $465,308 $132,335 $597,643 $380,268 $445,245 $108,489 $934,002 $0 $468,709 $158,995 $627,704 $260,000 $617,316 $705,235 $1,582,551 $0 $425,000 $0 $425,000 $26,208 $4,100 $30,307 $32,987 $13,083 $46,070 $22,429 $34,863 $57,292 $25,000 $20,000 $45,000 $25,000 $20,000 $45,000 $24,213 $60,740 $53,687 $40,000 $40,000 Reimb Revenue-General Contributions - General Auction Proceeds Subtotal - Miscellaneous Income $0 $500 $0 $500 $240,600 $0 $0 $240,600 $247,100 $0 $0 $247,100 $241,110 $0 $7,875 $248,985 $225,000 $0 $0 $225,000 Total - Transit Fund $652,663 $1,281,412 $985,783 $1,916,536 $735,000 Streets Fund Taxes Sales Tax-Utilities Sales Tax Recoveries Subtotal - Taxes Intergovernmental Revenue Highway User Revenue Charges for Service Recycling Program Revenue 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 431 Schedule 2 - All Funds Revenue Fund Category FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget $63,070 $19,483,528 $879,273 $113,161 $707,252 $21,246,284 $67,320 $22,007,174 $983,627 $120,626 $759,875 $23,938,622 $34,421 $22,088,381 $1,000,707 $118,238 $543,729 $23,785,477 $0 $22,542,186 $975,161 $161,507 $696,869 $24,375,723 $45,000 $24,004,998 $1,031,108 $145,051 $576,869 $25,803,026 $239,776 $444,745 $492,571 $351,000 $188,850 $12,187 $0 $7,571 $19,758 $16,719 $0 $1,259 $17,978 $14,427 $3,111,790 $3,814 $3,130,030 $20,000 $0 $0 $20,000 $20,000 $0 $0 $20,000 $0 $0 $0 $330,225 $0 $21,505,817 $24,401,345 $27,408,079 $25,076,948 $26,011,876 Non-Potable Water Fees $260,121 Reclaimed Water Fees $797,182 Water Fees $42,604,014 Utility Late Fee Charges $99,856 New Service Fee-Water $547,870 Water Meter Charges $370,437 Disconnect/Reconnect Fees $207,039 Damaged Property Fees $28,092 Utility Delinquent Letter Fee $50,813 Utilities Tampering Fees $7,040 Field Trip Svc Fee-Utilities $14,050 Quintero WTP Fees $256,800 Recycling Program Revenue $0 Fees for General Services $0 Lien Filing Fees $0 Interdepartmental Svc Chg $103,057 Allocated Interdept Svc Chrgs $12,235 Subtotal - Charges for Service $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 $206,256 $727,955 $43,241,624 $48,181 $530,910 $422,872 $139,320 $6,734 $32,863 $3,670 $11,110 $256,800 $2,196 $21,426 $1,515 $127,289 $47,340 $45,828,061 $226,687 $716,861 $48,000,000 $0 $572,584 $663,390 $203,810 $5,624 $0 $200 $1,600 $256,800 $0 $25,000 $1,500 $150,280 $0 $50,824,336 $236,894 $749,931 $47,533,095 $62,162 $572,584 $663,390 $203,810 $5,624 $48,131 $5,479 $16,068 $256,800 $0 $25,000 $1,500 $155,260 $42,457 $50,578,185 $484,124 $745,633 $715,909 $289,000 $278,366 $2,001,470 $0 $0 $13,129 $2,014,599 $1,629,693 $339,096 $0 $8,353 $1,977,142 $1,603,609 $0 $3,936,692 $0 $5,540,301 $1,588,340 $0 $0 $10,000 $1,598,340 $1,800,000 $0 $0 $10,000 $1,810,000 Account Description Wastewater Fund Charges for Service Utility Late Fee Charges Wastewater Fees EPA Mandate Fee Interdepartmental Svc Chg Allocated Interdept Svc Chrgs Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Donations of Capital Assets Auction Proceeds Subtotal - Miscellaneous Income Bond Proceeds Proceeds of Refunding Bonds Total - Wastewater Fund Water Fund Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Contributions - General Donations of Capital Assets Auction Proceeds Subtotal - Miscellaneous Income 432 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget Bond Proceeds Proceeds of Refunding Bonds $0 $0 $0 $39,775 $0 Total - Water Fund $47,857,329 $45,203,965 $52,084,272 $52,751,451 $52,666,551 Neighborhood Park Dev Fees Law Enforcement Dev Fees Fire & Emergency Dev Fees Streets Dev Fee Water Expansion Fees Water Resource Project Fee Wastewater Expansion Fees Subtotal - Charges for Service $1,324,583 $852,915 $678,750 $6,571,238 $3,539,789 $1,133,298 $1,361,338 $15,461,911 $1,180,696 $944,456 $781,697 $7,764,138 $3,879,987 $1,225,586 $1,424,243 $17,200,804 $1,362,779 $775,673 $802,126 $7,497,321 $4,113,375 $988,022 $1,810,416 $17,349,712 $1,373,762 $795,605 $1,500,000 $6,188,274 $5,315,009 $806,212 $3,190,195 $19,169,057 $1,282,637 $1,210,955 $1,823,168 $6,802,323 $4,823,728 $684,010 $2,911,021 $19,537,842 $863,427 $1,545,446 $1,169,721 $663,273 $661,491 $0 $0 $0 $85 $0 $16,325,338 $18,746,250 $18,519,433 $19,832,415 $20,199,333 Interest Income $14,078 $0 $0 $0 $0 Total - Improvement District Fund $14,078 $0 $0 $0 $0 $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 $200 $307,465 $0 $17,010 $2,598,437 $0 $0 $0 $2,346,694 $5,269,806 $2,991,200 $233,336 $390,000 $20,000 $2,483,804 $185,000 $15,908,438 $685,000 $2,681,594 $25,578,372 $3,150,000 $250,000 $390,000 $15,000 $2,498,886 $200,000 $17,250,000 $685,000 $2,756,806 $27,195,692 $306,664 $443,916 $483,825 $305,000 $370,000 $400 $0 $457,421 $105,892 $0 $1,127,225 $270,177 $36,604 $0 $0 $274,481 $73,869 $1,000,000 $0 $75,000 $745,000 $0 $0 $0 $25,000 Impact Fees Fund Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Total - Impact Fees Fund Improvement District Fund Interest 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. Reimbursement-Claims 433 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget Auction Proceeds Subtotal - Miscellaneous Income $0 $563,712 $0 $1,434,006 $3,742 $352,093 $0 $1,820,000 $0 $25,000 Total - Insurance Reserve Fund $21,989,807 $24,713,851 $6,105,724 $27,703,372 $27,590,692 $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 $546,413 $0 $17,265,475 $0 $47,861 $93,794 $17,953,543 $0 $784,807 $0 $1,824,872 $0 $11,355 $228,150 $2,849,184 $3,000,000 $750,156 $0 $4,195,495 $0 $0 $222,801 $8,168,452 $0 $327 $2,367 $0 $0 $3,372 $7,856 $21,186 $7,659 $8,600 Reimb Revenue-General Reimb Rev-Empl Overpymt Subtotal - Miscellaneous Income $212,000 $0 $212,000 $212,000 $0 $212,000 $212,000 $370 $212,370 $0 $0 $0 $0 $0 $0 Total - Grant Fund $2,692,052 $2,748,136 $18,189,467 $2,856,843 $8,177,052 Subtotal - Taxes $804,195 $115,963 $920,158 $788,299 $104,942 $893,241 $1,058,226 $94,708 $1,152,934 $1,062,613 $89,544 $1,152,157 $1,046,837 $91,989 $1,138,826 $0 $383 $0 $0 $0 $7,115 $7,499 $159,961 $463 $0 $0 $128,530 $9,988 $298,942 $0 $0 $0 $5,000 $91,974 $9,881 $106,855 $0 $0 $5,700,000 $25,578 $0 $5,000 $5,730,578 $0 $0 $1,830,000 $2,500 $0 $5,000 $1,837,500 $704 $852,894 $425,560 $1,279,158 $755 $960,275 $490,205 $1,451,235 $514 $1,185,724 $804,248 $1,990,486 $0 $1,456,290 $350,000 $1,806,290 $1,100 $1,456,290 $350,000 $1,807,390 ($101) $17,548 $69,894 $87,341 $0 $18,433 $130,631 $149,064 $0 $16,561 $116,529 $133,090 $0 $10,000 $84,388 $94,388 $0 $10,000 $109,634 $119,634 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 Grant 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 434 Schedule 2 - All Funds Revenue Fund Category FY 2018 Actual Account Description FY 2019 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Budget Interest Income Interest Income $327,790 $488,743 $534,277 $192,055 $147,250 Misc Police Revenues Reimb Revenue-General Reimbursement for O/T Contributions - General Donations of Capital Assets Other Revenue Subtotal - Miscellaneous Income $2,000 $3,216,344 $0 $2,887 $0 $3,588 $3,224,819 $0 $701,361 $50 $2,650,831 $0 $1,447 $3,353,689 $0 $8,109,197 $0 $6,765 $1,364,668 $0 $9,480,630 $0 $2,628,321 $0 $0 $0 $0 $2,628,321 $0 $5,308,918 $0 $10,000 $0 $0 $5,318,918 Total - Other Fund $5,846,765 $6,634,914 $13,398,272 $11,603,789 $10,369,518 $412,673,449 $423,438,614 $411,009,566 $435,869,605 Miscellaneous Income Total - All Funds Revenue 435 $558,133,112 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget Sub-total: $2,216,505 $245,838 $882,493 $3,344,837 $2,176,917 $228,217 $909,688 $3,314,821 $2,268,174 $247,478 $972,403 $3,488,055 $2,383,370 $250,200 $1,019,017 $3,652,587 $2,600,370 $250,200 $1,014,109 $3,864,679 $2,543,749 $261,520 $1,043,435 $3,848,704 Sub-total: $913,512 $913,512 $1,017,958 $1,017,958 $1,000,658 $1,000,658 $1,256,978 $1,256,978 $1,030,000 $1,030,000 $1,452,463 $1,452,463 $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 $2,735,045 $818,189 $952,545 $1,181,516 $610,111 $1,130,120 $7,427,525 $3,026,639 $926,275 $1,124,624 $1,580,122 $660,536 $1,225,493 $8,543,689 $2,928,768 $835,302 $1,114,224 $1,564,634 $652,844 $1,128,741 $8,224,513 $3,194,204 $892,578 $1,130,214 $1,713,905 $773,345 $1,345,823 $9,050,069 $507,995 $1,239,407 $1,747,402 $448,268 $967,973 $1,416,241 $278 $1,496,450 $1,496,728 $0 $1,696,660 $1,696,660 $0 $1,546,885 $1,546,885 $0 $1,860,453 $1,860,453 Sub-total: $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 $340,979 $1,530,567 $1,151,533 $897,434 $789,883 $492,527 $5,202,924 $361,252 $1,718,446 $1,355,847 $952,792 $834,613 $557,773 $5,780,723 $357,872 $1,688,596 $1,300,847 $945,342 $834,613 $544,773 $5,672,043 $368,018 $1,838,071 $1,314,870 $1,213,119 $944,064 $565,369 $6,243,511 Sub-total: $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 $2,187,170 $646,068 $1,561,571 $679,562 $5,074,371 $2,361,678 $774,435 $1,733,627 $963,264 $5,833,004 $2,336,678 $701,485 $1,733,627 $909,717 $5,681,507 $2,466,207 $829,180 $1,791,809 $968,946 $6,056,142 $1,063,236 $1,116,982 $998,106 $800,570 $480,028 $197,768 $25,062,286 $1,781,717 Sub-total: $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 $971,077 $939,974 $1,175,010 $1,170,249 $254,156 $224,811 $23,733,335 $1,598,125 $30,066,735 $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 $1,482,599 $1,168,835 $1,008,978 $1,080,674 $519,342 $251,037 $28,116,304 $5,279,000 $38,906,769 $1,558,589 $1,203,347 $915,906 $1,572,449 $449,878 $265,574 $30,150,420 $5,866,805 $41,982,968 $2,311,285 $396,414 $2,707,699 $3,390,850 $0 $3,390,850 $3,332,568 $0 $3,332,568 $3,780,383 $0 $3,780,383 $3,748,972 $0 $3,748,972 $3,949,729 $0 $3,949,729 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: 436 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget $2,533,686 $458,681 $211,818 $0 $3,204,185 $2,548,038 $471,294 $54,730 $644,169 $3,718,231 $2,708,338 $466,017 $0 $749,487 $3,923,842 $2,989,909 $531,735 $0 $487,276 $4,008,920 $2,807,057 $519,002 $0 $381,082 $3,707,141 $3,150,599 $544,206 $0 $497,510 $4,192,315 Sub-total: $669,181 $669,181 $750,803 $750,803 $739,233 $739,233 $785,695 $785,695 $741,846 $741,846 $886,388 $886,388 Sub-total: $1,928,747 $1,928,747 $2,086,606 $2,086,606 $2,160,042 $2,160,042 $2,275,532 $2,275,532 $2,275,532 $2,275,532 $2,501,241 $2,501,241 Arts Commission $59,354 Peoria Center for Performing Arts $491,159 Code Compliance $1,827,910 Community Assistance $957,953 Community Engagement $0 NHS Administration $1,540,741 Am/Pm Program $1,712,877 Little Learners Program $402,875 Summer Recreation Program $353,397 Summer Camp Program $728,575 Active Adult Program $184,020 Adaptive Recreation Program $181,336 Special Events Program $1,163,811 Teen Program $234,571 Community Center $976,183 Sub-total: $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 $132,892 $538,545 $1,111,237 $983,645 $23 $776,485 $1,745,309 $358,875 $123,592 $556,855 $182,102 $184,134 $1,184,151 $128,382 $997,440 $9,003,666 $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 $178,563 $560,123 $1,037,801 $1,118,681 $321,250 $649,351 $1,829,003 $400,701 $381,853 $851,736 $163,892 $157,849 $791,459 $216,134 $1,078,064 $9,736,460 $183,413 $584,089 $1,153,974 $1,316,310 $381,103 $662,575 $2,066,175 $453,776 $423,483 $922,275 $215,170 $193,114 $1,794,917 $267,714 $1,015,192 $11,633,280 Sub-total: $1,033,647 $2,275,332 $3,308,979 $881,371 $2,381,918 $3,263,289 $861,322 $1,525,532 $2,386,854 $1,228,284 $5,516,083 $6,744,367 $6,460,869 $2,813,111 $9,273,980 $978,735 $9,254,789 $10,233,524 Sub-total: $1,021,827 $341,781 $1,363,608 $1,026,578 $505,171 $1,531,749 $1,178,886 $583,682 $1,762,569 $1,220,323 $461,839 $1,682,162 $1,183,323 $479,569 $1,662,892 $1,341,629 $477,622 $1,819,251 $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 $1,505,539 $995,078 $3,090 $89,888 $11,413 $560,225 $178,546 $787,120 $1,480,602 $1,014,283 $383,071 $2,657,638 $1,738,729 $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 $1,570,998 $1,414,013 $21,608 $110,978 $15,480 $448,374 $390,631 $1,024,392 $1,511,262 $1,281,958 $1,044,791 $2,781,464 $1,752,432 $1,730,278 $1,466,733 $21,490 $147,689 $18,049 $753,811 $306,960 $1,037,264 $1,617,183 $1,295,529 $1,430,410 $2,991,980 $1,903,342 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 $1,203,471 $32,720 $220,401 $39,926 $666,743 $375,694 $855,810 $1,490,199 $1,011,167 $0 $2,628,994 $1,705,340 437 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget $1,561,673 $1,467,829 $370,329 $1,664,962 $271,015 $6,938 $16,629,501 $1,945,451 $1,611,215 $484,415 $1,904,774 $388,026 $3,437 $17,742,538 $2,101,551 $1,822,597 $775,235 $1,935,503 $446,762 $0 $21,216,364 $2,035,101 $1,818,537 $755,740 $1,938,348 $451,111 $0 $20,367,218 $2,093,800 $1,918,900 $802,826 $1,982,292 $681,502 $0 $22,200,038 $509,682 $981,382 $1,491,063 $486,671 $905,856 $1,392,527 $501,938 $1,086,660 $1,588,598 $487,904 $1,330,603 $1,818,507 $484,585 $1,358,469 $1,843,054 $459,730 $1,393,762 $1,853,492 $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 Sub-total: $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 $2,335,593 $4,530,317 $11,968,967 $7,504,312 $5,221,205 $4,326,411 $1,588,393 $2,871,991 $363,403 $40,710,592 $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 $2,739,031 $6,201,148 $15,255,652 $9,965,209 $7,122,929 $5,016,417 $1,444,071 $3,500,597 $604,507 $51,849,561 $3,368,882 $6,432,263 $15,826,596 $10,639,137 $6,969,188 $5,076,081 $1,424,775 $3,521,661 $648,719 $53,907,302 $638,793 $638,793 $685,218 $685,218 $716,147 $716,147 $811,788 $811,788 $696,345 $696,345 Parks, Recreation and Community Facilities Parks North $1,683,448 Parks South $1,740,489 Park Rangers $0 Contracted Landscape Maintenance $1,492,938 Trails Maintenance $277,896 101 Pylon Signs $11,590 Sub-total: $15,436,826 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: $620,966 $620,966 General Fund Total: $141,003,738 $150,705,958 $137,792,715 $171,380,642 $170,944,840 $184,367,215 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax Half Cent Sales Tax Fund Total: $3,675,946 $7,155,895 $3,556,428 $5,554,276 $4,820,000 $4,457,736 $3,675,946 $7,155,895 $3,556,428 $5,554,276 $4,820,000 $4,457,736 $360,180 $851,459 $420,900 $453,311 $140,584 $1,133,122 $4,003,900 $2,569,660 $1,139,642 $2,758,447 $3,533,894 $2,624,593 $1,211,639 $874,211 $1,273,706 $6,573,560 $3,898,089 $6,158,487 $3,468 $0 $2,500 $17,400 $17,400 $17,801 $3,468 $0 $2,500 $17,400 $17,400 $17,801 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 438 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget $0 $0 $68,430 $0 $0 $0 $461,104 $506,313 $549,403 $620,506 $608,087 $648,200 $0 $21,855 $8,054 $0 $16,225 $0 $461,104 $528,168 $625,887 $620,506 $624,312 $648,200 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 8-1-201 Fire & Emerg Svc Dev Fire & Emergency Svc Dev Post 8-1General Govt Dev Parks Zone 1 - Post 8-1-2014 Parks Zone 2 - Post 8-1-2014 Parks Zone 3 - Post 8-1-2014 $0 $663,438 $2,089,071 $48,783 $0 $610 $39,335 $2,014 $179,255 $668,965 $0 $1,221 $1,659,009 $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 $9,000 $1,103,607 $0 $801 $428,560 $5,906 $17,486 $33,348 $5,255,410 $2,929,268 $0 $631,104 $0 $198,803 $0 $956,067 $56 $840 $19,572 $0 $0 $32,238 $0 $0 $0 $604,823 $2,895,852 $0 $2,229,109 $12,277,260 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,001,986 $0 $0 $1,313,001 $0 $0 $47,115 $4,462,507 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $19,806 $1,175,027 $0 $0 $0 $0 $0 $3,524,592 $8,489,174 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $62,825 $1,749,773 $0 $0 $1,005,008 $0 Development Fee Funds Total: $6,275,545 $7,304,176 $13,557,380 $18,821,356 $5,704,455 $14,831,372 $180,469 $15,446 $333,663 $526,948 $44,739 $726,422 $180,469 $15,446 $333,663 $526,948 $44,739 $726,422 $2,975 $9,072 $3,000 $1,583 $0 $0 $3,000 $0 $0 $0 $0 $0 $0 $0 $230,698 $0 $0 $208,190 $31,811 $11,405 $239,828 $0 $0 $98,986 $0 $14,889 $80,014 $0 $0 $68,301 Neighborhood & Human Services Adult Day Prg Grant Parks, Recreation and Community Facilities Library Svc & Technology Grant Community Service Grants Total: Development Fee Funds Non-Departmental Home and Housing Grants Neighborhood & Human Services Home Grant Home and Housing Grants Total: Other Grants Human Resources Employee Event Fund Employee Wellness Prg Municipal Court Jud Coll Enh Fund-Local Ftg Trust Fund (Court) Municipal Court Enhancement Fd 439 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget $1,309,193 $485,254 $108,268 $629,147 $729,700 $1,610 $1,296,530 $398,223 $0 $539,612 $1,493,551 $0 $390,561 $1,026,634 $0 $1,120,758 $3,251,355 $0 $75,221 $88,883 $82,996 $0 $0 $0 $33,767 $8,681 $0 $0 $0 $0 $2,254,448 $1,670,794 $2,060,793 $2,135,149 $1,512,098 $4,440,414 $0 $0 $6,821,125 $0 $0 $0 $19,225 $73,926 $0 $61,900 $66,290 $0 $83,679 $33,225 $61,515 $0 $0 $0 $25,419 $70,792 $0 $0 $0 $0 Az Auto Theft Grant St Anti-Racketeering-Pd Federal Forfeiture COPS Universal Hiring Grant GITEM Grant School Resource Officer IGA Postal Inspection System Grant Victims Of Crime Act Grant Justice Assistance Grant FBI MOU Governor of Highway Safety Grants ( Bulletproof Vest Partnership Arizona Criminal Justice System Gran Federal DEA IGA Miscellaneous PD Grants Homeland Security CFDA# CARES Act Citizen Donations-Pd Police Explorer Trust Fd $1,140 $547,268 $79,992 $47,749 $108,541 $212,000 $1,126 $63,840 $62,823 $0 $158,392 $0 $0 $0 $0 $100,714 $0 $2,642 $2,813 $160 $114,385 $237,466 $32,138 $100,412 $0 $406 $68,822 $19,857 $0 $230,745 $13,862 $0 $12,471 $0 $49,849 $0 $15,171 $3,685 $0 $245,193 $13,328 $30,167 $85,146 $212,000 $2,150 $7,587 $60,730 $84 $208,034 $16,678 $0 $18,316 $30,000 $77,476 $9,011,905 $5,296 $9,406 $0 $178,097 $82,475 $0 $101,889 $0 $5,993 $299,566 $17,286 $0 $34,967 $16,753 $0 $21,033 $0 $10,300 $0 $1,500 $10,000 $0 $184,735 $15,512 $0 $101,889 $0 $3,489 $93,080 $272,967 $0 $172,791 $16,588 $29,552 $21,033 $36,000 $69,715 $0 $25,578 $850 $0 $192,912 $56,214 $0 $102,050 $0 $6,002 $96,277 $17,306 $0 $35,014 $16,753 $15,000 $21,066 $25,000 $10,300 $0 $2,500 $10,000 Public Safety Grants Total: $1,482,192 $1,027,618 $17,033,039 $779,859 $1,139,990 $606,394 $1,291,422 $1,325,047 $1,342,032 $1,445,732 $1,440,240 $1,487,711 Municipal Court Neighborhood & Human Services Percent For The Arts Comm Dev Block Grant Neighborhood Stabilization Grant III Parks, Recreation and Community Facilities Prop 302 Grant Program Water Services BOR Water SMART R14AP00071 Other Grants Total: Public Safety Grants Fire-Medical Tohono O'Odham Grant Homeland Security Grant Community Paramedicine IGA Police Streets Development and Engineering Traffic Engineering 440 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget $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 $995,521 $1,092,172 $2,997,901 $3,077,596 $899,334 $11,720,754 $997,062 $1,280,609 $3,143,633 $3,335,831 $951,829 $8,795,535 $1,016,872 $1,281,774 $3,077,549 $3,330,903 $965,078 $6,014,024 $1,166,854 $1,249,721 $3,102,521 $3,450,218 $963,112 $10,850,038 Streets Total: $18,749,037 $20,182,241 $22,125,310 $19,950,231 $17,126,440 $22,270,175 $2,253,140 $5,024,179 $4,512,962 $5,275,433 $4,087,999 $5,111,458 $2,253,140 $5,024,179 $4,512,962 $5,275,433 $4,087,999 $5,111,458 Transportation Sales Tax Transportation Sales Tax $0 $7,325,058 $0 $9,544,950 $0 $11,861,123 $100,000 $18,947,497 $0 $11,989,829 $0 $18,134,507 Transportation Sales Tax Fund Total: $7,325,058 $9,544,950 $11,861,123 $19,047,497 $11,989,829 $18,134,507 $1,639,608 $560,056 $1,693,107 $574,565 $1,686,444 $573,437 $1,866,824 $610,958 $1,904,617 $616,810 $1,931,536 $608,422 $2,199,664 $2,267,672 $2,259,881 $2,477,782 $2,521,427 $2,539,958 $818,569 $7,207,454 $2,324,437 $432,916 $624,214 $7,247,677 $2,441,610 $481,134 $631,454 $6,917,628 $2,921,621 $531,513 $808,419 $8,385,498 $3,002,125 $605,563 $880,865 $8,536,458 $3,028,660 $609,190 $784,494 $8,993,681 $3,982,037 $736,246 Residential Solid Waste Total: $10,783,376 $10,794,635 $11,002,216 $12,801,605 $13,055,173 $14,496,458 $819,069 $1,831,054 $3,214,543 $0 $105,694 $0 $819,069 $1,831,054 $3,214,543 $0 $105,694 $0 $1,522,964 $1,663,986 $1,042,728 $2,522,000 $2,553,400 $901,000 Public Works Streets Admin Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Streets Oper Capital Projects Transit Public Works Transit Division Transit Total: Transportation Sales Tax Fund Non-Departmental Enterprise Funds Commercial Solid Waste Public Works Commercial Front Load Commercial Roll-Off Commercial Solid Waste Total: Residential Solid Waste Public Works Solid Waste Admin Residential Collection Residential Recycling Solid Waste Environmental Solid Waste Expansion Public Works Solid Waste Expansion Solid Waste Expansion Total: Solid Waste Reserves Public Works Solid Waste Eqt Reserve 441 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget Public Works Water Services Ww Expansion (Unz) Solid Waste Reserves Total: $7,580 $0 $0 $0 $0 $0 $1,530,544 $1,663,986 $1,042,728 $2,522,000 $2,553,400 $901,000 Sports Complex Equipment Reserves Parks, Recreation and Community Facilities Sports Complex Capital Reserve Sports Complex Improvement Reserv Sports Complex GA Surcharge Complex Eqt Reserve $703 $13,943 $73,652 $88,330 $0 $288,618 $155,077 $223,254 $0 $0 $3,329 $0 $0 $100,000 $151,500 $217,000 $0 $100,000 $248,170 $203,000 $0 $0 $0 $228,000 Sports Complex Equipment Reserves Total: $176,627 $666,948 $3,329 $468,500 $551,170 $228,000 Sports Complex Operations/Maintenance Parks, Recreation and Community Facilities Complex Operations/Maint Spring Training $4,419,797 $597,618 $4,541,665 $541,948 $4,422,134 $320,373 $4,719,655 $730,742 $4,873,190 $164,000 $4,778,066 $730,742 Sports Complex Operations/Maintenance Total: $5,017,416 $5,083,613 $4,742,507 $5,450,397 $5,037,190 $5,508,808 $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 $1,597,302 $2,221,159 $977,083 $1,295,120 $5,363,942 $6,933,536 $6,090,612 $2,119,373 $2,208,324 $1,028,626 $1,449,214 $5,727,460 $8,738,477 $7,385,823 $1,873,466 $2,245,762 $1,040,016 $1,471,489 $5,824,928 $2,815,299 $6,883,921 $1,781,182 $2,277,785 $1,060,152 $1,478,328 $5,845,066 $19,828,737 $4,054,766 Wastewater Total: $21,487,895 $20,358,296 $24,478,755 $28,657,297 $22,154,881 $36,326,016 $0 $0 $0 $6,589,530 $1,553,441 $5,036,089 $0 $0 $0 $6,589,530 $1,553,441 $5,036,089 Wastewater Impact Fees - East of Ag Wastewater Impact Fees - West of Ag Wastewater Impact Fees - Post 1-1-20 $70,992 $15,392 $527,476 $202,815 $37,545 $381,366 $217,590 $96,005 $1 $4,111,409 $1,950,289 $1,215,727 $116,988 $286,948 $26,138 $6,420,462 $3,796,640 $1,201,485 Wastewater Expansion Total: $613,860 $621,726 $313,596 $7,277,425 $430,074 $11,418,587 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 442 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget Water Services Ww Eqt Reserve $41,362 $63,438 $212,445 $499,241 $379,241 $60,000 $41,362 $63,438 $212,445 $499,241 $379,241 $60,000 $1,366,551 $1,843,489 $2,810,682 $429,169 $0 $4,746,840 $2,355,649 $353,620 $0 $0 $1,051,775 $7,484,324 $1,278,806 $6,680,462 $6,022,614 $1,431,672 $2,184,955 $3,084,166 $441,644 $0 $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 $1,256,147 $1,022,574 $2,873,750 $403,917 $0 $4,515,182 $2,994,054 $457,773 $406,890 $2,016,403 $502,823 $8,495,877 $1,288,245 $9,889,063 $6,300,168 $2,338,905 $0 $3,213,325 $437,610 $0 $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 $2,380,943 $0 $3,231,104 $443,517 $0 $4,622,805 $3,237,255 $473,086 $630,528 $2,442,366 $454,724 $9,117,833 $1,344,258 $7,740,972 $8,833,640 $1,880,986 $0 $3,235,571 $447,498 $1,459,714 $4,605,719 $3,121,130 $469,203 $630,582 $1,585,247 $442,174 $11,188,048 $1,332,307 $26,541,082 $9,016,160 Water Total: $36,423,981 $39,772,617 $42,422,866 $62,300,739 $44,953,031 $65,955,421 $0 $1,134,793 $2,973,863 $1,854,881 $553,383 $1,841,410 $0 $1,430,948 $545,555 $0 $6,218 $7,550 $0 $12,064,553 $1,519,445 $14,662,201 $51,000,616 $0 $1,986,137 $17,453,889 $161,296 $12,676,064 $21,920,680 $0 $1,976,503 $1,148,560 $16,557,861 $67,517,698 $20,154,705 $36,438,154 $0 $0 $4,838 $0 $12,655 $0 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 $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 $3,289 $187,554 $1,008,063 $3,057,696 $0 $0 $235,821 $866,597 $632,527 $1,684,465 $6,134,888 $1,669,125 $3,180,548 $197,757 $393,575 $804,578 $54,846 $2,984,597 $0 $339,506 $197,757 $478,258 $1,191,160 $1,354,313 $4,314,775 $5,345,734 $3,231,574 $201,334 Water Expansion Total: $1,193,617 $7,378,425 $4,497,260 $14,365,907 $4,787,514 $16,117,148 Wastewater Replacement & Reserves Total: Water Water Services Water Services-Water/Ww Admin Water Services-Operations Admin Greenway Potbl Wtr Trt Plant Quintero Treatment Plant Operational Technology 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 Bonds Total: Water Expansion Water Services 443 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget $847,374 $934,041 $1,113,825 $1,291,388 $1,301,887 $1,388,116 Water Services-Operations Admin Wtr Eqt Reserve $0 $32,759 $0 $66,763 $0 $233,325 $130,000 $263,500 $0 $383,500 $0 $253,000 Water Replacement & Reserves Total: $880,133 $1,000,804 $1,347,149 $1,684,888 $1,685,387 $1,641,116 $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 $367,268 $1,850,571 $862,812 $872,440 $661,284 $1,785,047 $439,939 $2,144,432 $925,957 $994,722 $714,942 $1,623,793 $345,365 $2,144,432 $925,957 $992,761 $714,942 $1,623,793 $369,516 $2,202,830 $957,615 $927,379 $648,436 $1,711,739 $5,874,653 $5,870,028 $6,399,423 $6,843,785 $6,747,250 $6,817,515 $5,051,152 $5,124,278 $5,427,169 $6,068,837 $6,077,115 $6,226,512 $5,051,152 $5,124,278 $5,427,169 $6,068,837 $6,077,115 $6,226,512 $1,099,635 $231,282 $2,035,091 $126,495 $1,893,827 $104,019 $2,469,708 $719,500 $3,487,963 $1,369,500 $2,594,338 $586,090 $1,330,916 $2,161,586 $1,997,846 $3,189,208 $4,857,463 $3,180,428 $8,065,230 $829,989 $7,758,647 $971,197 $8,891,044 $883,559 $10,230,574 $947,807 $10,141,698 $944,807 $11,244,637 $1,025,538 $8,895,219 $8,729,844 $9,774,604 $11,178,381 $11,086,505 $12,270,175 IT Projects $186,066 $512,775 $336,758 $103,000 $263,920 $92,131 Information Technology Projects Total: $186,066 $512,775 $336,758 $103,000 $263,920 $92,131 Water Replacement & Reserves Public Works Drainage Systems Operations Water Services 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 444 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget Res For System Comp Eqt Res For Personal Comp Eqt $462,657 $337,189 $701,905 $384,508 $1,444,379 $450,140 $1,426,000 $446,173 $1,617,373 $990,435 $933,239 $550,697 Information Technology Reserve Total: $799,846 $1,086,413 $1,894,519 $1,872,173 $2,607,808 $1,483,936 $1,911,045 $201,724 $2,521,202 $162,204 $2,056,881 $231,390 $2,379,246 $226,682 $2,379,246 $226,682 $2,547,431 $240,205 Workers Compensation Self-Insuranc $1,790,942 Employee Benefits - Health $16,996,098 Employee Benefits - Dental/Vision $1,135,251 $2,957,803 $17,183,819 $1,139,339 $2,108,883 $14,849,376 $1,105,901 $2,630,000 $19,699,681 $1,275,000 $2,142,918 $19,920,457 $835,000 $2,807,000 $20,966,807 $1,290,000 Insurance Reserve Total: $22,035,061 $23,964,368 $20,352,430 $26,210,609 $25,504,303 $27,851,443 $20,400 $17,425 $15,300 $21,000 $15,300 $15,300 $20,400 $17,425 $15,300 $21,000 $15,300 $15,300 $2,630 $3,936,589 $1,637 $7,465,956 $621,500 $10,267,431 $138,297 $6,548,253 $589,917 $1,945,419 Information Technology Reserve Information Technology Insurance Reserve City Attorney Claims & Insurance 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 $233,145 $2,344,919 Parks, Recreation and Community Facilities AZSTA-Sports Complex Improveme $0 $0 $0 $0 $0 $2,010,000 Capital Projects - Streets/Economic Development Total: $2,578,064 $3,939,219 $7,467,593 $10,888,931 $6,686,550 $4,545,336 $4,267,723 $4,024,400 $0 $0 $365,690 $1,966,266 $3,372,842 $109,598 $0 $0 $23,310,591 $1,602,025 $0 $0 $8,625,857 $21,532,563 $0 $0 $4,247,149 $7,806,529 $0 $0 $1,452,931 $54,986,667 $8,292,123 $5,814,396 $24,912,616 $30,158,420 $12,053,678 $56,439,598 General Obligation Bonds Non-Departmental GO Bonds 2015 (1) GO Bonds 2015 (2) GO Bonds 2019 Future GO Bonds General Obligation Bonds Total: 445 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2018 Actual FY 2019 Actual $3,467,644 $1,360,145 $3,467,644 FY 2020 Actual FY 2021 Budget FY 2021 Estimate FY 2022 Budget $180,694 $0 $0 $0 $1,360,145 $180,694 $0 $0 $0 $2,061,114 $532,796 $8,198,271 $3,487,688 $1,199,758 $6,340,604 $2,061,114 $532,796 $8,198,271 $3,487,688 $1,199,758 $6,340,604 $16,608,719 $15,921,713 $18,737,432 $18,345,932 $17,426,842 $24,619,487 General Obligation Bonds Total: $16,608,719 $15,921,713 $18,737,432 $18,345,932 $17,426,842 $24,619,487 $2,220,825 $0 $0 $0 $0 $0 $2,220,825 $0 $0 $0 $0 $0 $4,403,542 $156,549 $0 $3,165,676 $3,864,332 $449,549 $3,189,251 $3,968,203 $201,067 $3,179,376 $3,975,283 $431,511 $3,175,769 $3,974,783 $466,511 $3,172,226 $3,975,430 $432,943 $4,560,091 $7,479,557 $7,358,521 $7,586,170 $7,617,063 $7,580,599 MDA Bonds Non-Departmental Energy Efficiency Project Loan MDA Bonds Total: Outside Source Fund Non-Departmental Capital Prj-Outside Sources Outside Source Fund Total: Debt Service Funds General Obligation Bonds Non-Departmental Go Bonds Debt Service Improvement Districts Non-Departmental Parks West I.D. #0601 Debt Svc Improvement Districts Total: Other Bonds Non-Departmental Mda Debt Service Non-GO Bond Debt Solar Lease 2017 Other Bonds Total: City Total: $352,001,724 $379,199,949 $439,883,818 $589,250,000 $443,976,073 $615,900,000 446 Schedule 4 - Transfers Transfers From Fund Transfers To General Fund Sports Complex Streets / Municipal Transit Funds Asset Reserve Information Tech. Funds CIP / Debt Funds Fleet Reserves $1,206,077 $225,200 $414,631 General - - - Percent for the Arts - - - - - - - - - - - - - - $698,900 - - - - $203,900 Half Cent Sales Tax $8,586,880 Water $240,000 Water Resource Fees - Post 8-1-2014 Wastewater $4,000,000 $120,000 $3,400,000 $931,008 Other Total Transferred $15,300 $5,261,208 $224,497 - - $224,497 $2,703,323 - - $16,221,211 - $266,000 - - $698,900 - - $323,900 - $26,000 Residential Solid Waste - - - - - - $350,000 - $350,000 Storm Water Drainage System - - - - - - $100,000 - $100,000 Information Technology - - - - $1,002,236 - - $1,002,236 Highway User - - - - $7,904 - - $118,994 - - $6,706,196 - - - $1,460 Transportation Sales Tax $500,000 - Public Transit - - Street Light Districts - - Maintenance Imprvmnt Districts $91,989 $9,538,869 $2,685,260 - - $1,046,837 $4,000,000 - $3,732,097 $3,400,000 447 - $111,090 $3,520,936 $1,460 - - - - - $1,046,837 - - - - - $91,989 $3,148,685 $7,576,756 $1,001,721 $15,300 $32,413,428 City of Peoria Schedule 5 - Tax Levy and Tax Rate Information DESCRIPTION BUDGET FY 2018 BUDGET FY 2019 BUDGET FY 2020 PROJECTED FY 2021 PROJECTED FY 2022 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $695,000,000 $238,237,194 $456,762,806 $1,016,693,827 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $1,781,041,363 $6,475,867 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 $1,340,187,710 $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 $1,781,041,363 $20,481,976 $5,165,020 $25,646,996 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 $2,419,039 $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 $4,906,769 $258,251 $19,457,877 $1,024,099 $24,364,646 $1,282,350 $25,646,996 $0.1900 $1.2500 $1.4400 $0.2900 $1.1500 $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 07/01/21 Principal Payments FY22 Proposed Debt FY22 Estimated Debt outstanding FY22 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/21 Principal Payments FY22 Proposed Debt FY22 Estimated Debt outstanding FY22 Remaining limitation available Truth in Taxation Calculation $1,781,041,363 $356,208,273 $125,246,729 ($14,675,028) $53,626,772 Previous year's primary levy Current net assessed valuation(AV) $4,811,933 $1,739,462,560 $164,198,473 $192,009,800 $1,781,041,363 $106,862,482 $0 $0 10,878,320 $10,878,320 $95,984,162 448 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 $0.2766 $1,739,462,560 $4,811,933 $0.2900 $0.2766 $41,578,803 $115,007 $233,088 Schedule 6 - Personnel Summary By Department Department Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 City Attorney 26.00 26.00 26.00 0.00 26.00 1.00 27.00 City Clerk 7.00 7.00 6.00 0.00 6.00 0.00 6.00 Development and Engineering 67.25 67.00 67.00 0.00 67.00 0.00 67.00 Economic Development Services 7.00 7.00 7.00 0.00 7.00 0.00 7.00 Finance and Budget 41.00 40.00 40.00 0.00 40.00 0.00 40.00 Finance Utilities 38.00 38.00 38.00 0.00 38.00 0.00 38.00 Fire-Medical 212.00 220.00 220.00 0.00 220.00 1.00 221.00 Human Resources 20.50 21.50 21.50 0.00 21.50 0.00 21.50 Information Technology 42.00 43.00 44.00 1.00 45.00 0.00 45.00 Leadership and Management 18.00 19.00 19.00 0.00 19.00 0.00 19.00 Municipal Court 20.90 20.90 20.90 0.00 20.90 0.55 21.45 Neighborhood & Human Services 52.63 44.25 44.25 0.00 44.25 1.00 45.25 Office of Communications 9.00 10.00 10.00 0.00 10.00 0.00 10.00 Parks, Recreation and Community Faciliti 112.57 130.05 129.75 0.00 129.75 3.00 132.75 Planning and Community Development 12.00 13.00 13.00 0.00 13.00 0.00 13.00 Police 303.00 304.00 304.00 1.00 305.00 3.00 308.00 Public Works 165.50 169.25 169.25 -1.00 168.25 3.00 171.25 Water Services 95.00 98.00 98.00 0.00 98.00 0.00 98.00 1,249.35 1,277.95 1,277.65 1.00 1,278.65 12.55 1,291.20 City Totals: Footnote: This schedule includes all Full-time positions and only Part-time positions that receive benefits. 449 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 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 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 1.00 0.00 0.00 3.00 1.00 1.00 1.00 1.00 2.00 4.00 2.00 1.00 15.00 15.00 15.00 0.00 15.00 1.00 16.00 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 1.00 27.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 7.00 7.00 6.00 0.00 6.00 0.00 6.00 7.00 7.00 6.00 0.00 6.00 0.00 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: 450 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 9.00 1.00 3.00 1.00 0.50 0.50 3.00 2.00 2.00 1.00 1.00 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 8.00 2.00 3.00 1.00 0.50 0.50 3.00 2.00 2.00 1.00 1.00 0.00 -1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 3.00 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 7.00 3.00 3.00 1.00 0.50 0.50 3.00 2.00 2.00 1.00 1.00 0.00 24.50 24.00 24.00 0.00 24.00 0.00 24.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 3.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 4.00 5.00 5.00 0.00 5.00 0.00 5.00 1.00 0.50 2.00 0.50 1.00 1.00 1.00 0.00 0.50 1.00 0.50 2.00 0.50 1.00 0.50 1.00 1.00 1.00 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 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 2.00 0.50 1.00 0.50 1.00 1.00 1.00 1.00 0.00 0.00 0.00 9.00 8.00 8.00 0.00 8.00 0.00 8.00 1.00 1.00 3.75 1.00 2.00 0.00 0.00 1.00 1.00 1.00 4.00 1.00 2.00 1.00 1.00 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 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 1.00 1.00 4.00 1.00 2.00 1.00 1.00 0.00 9.75 11.00 11.00 0.00 11.00 0.00 11.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 5.00 4.00 4.00 0.00 4.00 0.00 4.00 1.00 6.00 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 9.00 9.00 9.00 0.00 9.00 0.00 9.00 Development and Engineering General Fund 1000 - 0650 Building Safety Building Inspector I Full Full Building Inspector II Full Building Inspector III Building Official & Inspection Superviso Full Full Deputy Engineering Director Full Development Services Supervisor Full Development Technician I Plans Examiner I Full Plans Examiner II Full Full Plans Review Supervisor Residential Field Inspection Supervisor Full Full Management Assistant 1000 - 0750 Engineering Admin Business Services Manager Development & Engineering Director Management Assistant Engineering Technician II Real Estate Coordinator 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 Civil Engineer Engineering Supervisor Management Assistant Full Full Full Full Full Full Full Full Part 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 Management Assistant Full Full Full Full Full Full Full Full 1000 - 0813 Design and Construction Architect Architectural Services Manager CIP Project Manager I Management Assistant Full Full Full Full 1000 - 0820 Eng Inspection Svc Engineering Inspection Supervisor Engineering Inspector Lead Engineering Inspector Full Full Full 451 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 2.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 -1.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 67.25 67.00 67.00 0.00 67.00 0.00 67.00 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 3.00 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 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 4.00 7.00 7.00 0.00 7.00 0.00 7.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 3.00 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 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 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 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 3.00 0.00 0.00 15.00 13.00 13.00 0.00 13.00 0.00 13.00 1.00 3.00 1.00 2.00 1.00 3.00 1.00 2.00 1.00 3.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 2.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 Streets Fund 7000 - 7043 Traffic Engineering Assistant City Traffic Engineer Full Full City Traffic Engineer Intelligent Transportation System Engin Full ITS Technician Full Full Traffic Engineer Transportation Planning Engineer Full Full Engineering Technician II Development and Engineering Totals: Economic Development Services General Fund 1000 - 0351 Economic Development Administration Economic Development Assistant Full Economic Development Operations Sp Full Economic Development Services Direct Full 1000 - 0352 Economic Development Business Attraction Program Manager Full Business Development Coordinator Full Chief Business Attraction Officer Full Economic Development Agreement Co Full Full Economic Development Assistant Economic Development Operations Sp Full Economic Development Services Direct Full Business Attraction Coordinator 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 Finance Coordinator Finance Manager Full Full Full Full Full Full Full Full Full Full Full 1000 - 0420 Tax Audit & Collections Customer Services Rep II Revenue Collection Specialist Sales Tax & Licensing Supervisor Sales Tax Auditor Full Full Full Full 452 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 1.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 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 1.00 1.00 1.00 1.00 2.00 5.00 6.00 6.00 0.00 6.00 0.00 6.00 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 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 7.00 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 41.00 40.00 40.00 0.00 40.00 0.00 40.00 17.00 3.00 2.00 12.00 2.00 1.00 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 22.00 15.00 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 5.00 1.00 1.00 5.00 1.00 1.00 0.00 0.00 0.00 5.00 1.00 1.00 0.00 0.00 0.00 5.00 1.00 1.00 0.00 7.00 7.00 0.00 7.00 0.00 7.00 38.00 38.00 38.00 0.00 38.00 0.00 38.00 1000 - 0430 Management & Budget Budget Coordinator Budget Manager Deputy Finance Director Management & Budget Assistant Sr Budget Analyst 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: 453 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 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 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 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 8.00 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 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 0.00 3.00 1.00 4.00 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 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 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 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 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 1.00 0.00 28.00 1.00 1.00 1.00 1.00 0.00 35.00 2.00 1.00 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 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 35.00 2.00 1.00 0.00 32.00 40.00 40.00 0.00 40.00 0.00 40.00 212.00 220.00 220.00 0.00 220.00 1.00 221.00 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 Administrative Assistant II - Classified Deputy Fire Chief Emergency Management Coordinator Full Full Full Full 1000 - 1240 Fire Training Fire Captain Full 1000 - 1250 Emergency Management Emergency Management Coordinator 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: 454 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 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 1.00 1.00 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 2.00 0.00 0.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 2.00 0.50 3.00 1.00 1.00 1.00 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 -1.00 0.00 0.00 1.00 1.00 1.00 2.00 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 1.00 1.00 1.00 2.00 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 20.50 21.50 21.50 0.00 21.50 0.00 21.50 20.50 21.50 21.50 0.00 21.50 0.00 21.50 6.00 2.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 0.00 1.00 1.00 4.00 2.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 6.00 2.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 0.00 1.00 1.00 4.00 2.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 5.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 0.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 2.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 -1.00 5.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 3.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 40.00 41.00 42.00 1.00 43.00 0.00 43.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 -1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Human Resources General Fund 1000 - 0070 Human Resources Deputy Human Resources Director Executive Assistant HR Safety & Training Coordinator HR Systems Administrator Human Resources Analyst Human Resources Assistant Human Resources Consultant Human Resources Director Human Resources Manager Human Resources Safety Specialist Human Resources Specialist Human Resources Supervisor Human Resources Technician Safety Administrator Business Systems Analyst Dept Training & Compliance Spc Sr Human Resources Analyst Full Full Full Full Full Full Full Full Full Part Full Full Full Full Full Full 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 Data Architect 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 IT Technician Lead Systems Engineer Management Analyst Network Administrator Network Engineer Network Supervisor Programmer Radio Systems Engineer Sr Application Systems Analyst Systems Engineer Database Administrator Sr Management Analyst 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 Full Full 3300 - 3760 Radio System Operations Application Systems Analyst RF Communications Operator Lead Radio Systems Engineer Radio Systems Engineer Full Full Full Full 455 Schedule 7 – Authorized Personnel* Fund/Dept Division Information Technology Totals: Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 42.00 43.00 44.00 1.00 45.00 0.00 45.00 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 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 14.00 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 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 18.00 19.00 19.00 0.00 19.00 0.00 19.00 0.00 1.00 2.00 8.00 4.00 1.00 4.00 0.00 0.00 1.00 2.00 8.00 4.00 1.00 4.00 0.00 0.00 1.00 2.00 8.00 4.00 1.00 4.00 0.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 8.00 4.00 1.00 4.00 0.45 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.45 1.00 1.00 2.00 8.00 4.00 1.00 4.00 0.00 20.00 20.00 20.45 0.00 20.45 0.55 21.00 0.90 0.90 0.45 0.00 0.45 0.00 0.45 0.90 0.90 0.45 0.00 0.45 0.00 0.45 20.90 20.90 20.90 0.00 20.90 0.55 21.45 0.00 0.45 0.50 0.00 0.45 0.50 0.33 0.33 0.50 0.00 0.00 0.00 0.33 0.33 0.50 0.00 0.00 0.00 0.33 0.33 0.50 0.95 0.95 1.16 0.00 1.16 0.00 1.16 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 - 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 Associate Judge Court Administrator Court Supervisor Judicial Assistant Lead Judicial Assistant Municipal Judge Municipal Security Guard Judge Pro Tem Full 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: Neighborhood & Human Services General Fund 1000 - 0042 Arts Commission Arts & Events Superintendent Arts & Theater Manager Arts Coordinator Full Full Part 456 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 0.00 0.55 0.00 0.55 0.34 0.34 0.00 0.00 0.34 0.34 0.00 0.00 0.34 0.34 0.55 0.55 0.68 0.00 0.68 0.00 0.68 1.00 6.00 0.00 0.00 1.00 0.00 1.00 1.00 6.00 0.00 0.00 1.00 1.00 1.00 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 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 1.00 6.00 1.00 1.00 0.00 0.00 0.00 9.00 10.00 9.00 0.00 9.00 0.00 9.00 0.63 0.00 0.80 0.75 1.00 1.00 1.00 0.53 0.75 0.00 0.80 0.75 1.00 1.00 0.50 0.00 0.75 0.00 0.80 0.75 1.00 1.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 0.00 0.80 0.75 1.00 1.00 0.50 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 1.00 0.80 0.75 1.00 1.00 0.50 0.00 5.71 4.80 4.80 0.00 4.80 1.00 5.80 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 2.00 0.00 2.00 0.00 2.00 1.00 0.00 1.00 1.75 0.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 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 12.50 4.00 3.00 0.00 3.00 0.00 3.00 2.60 0.00 0.60 0.60 2.30 0.00 0.30 0.40 1.70 0.39 0.50 0.60 0.00 0.00 0.00 0.00 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 3.00 3.19 0.00 3.19 0.00 3.19 0.00 1.00 1.00 0.00 0.00 0.10 0.00 1.00 1.00 0.05 0.30 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 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 2.35 2.23 0.00 2.23 0.00 2.23 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 Lead Code Compliance Officer Neighborhood Imp. Specialist Police Services Manager Full Full Full Full Full Full Full 1000 - 0570 Community Assistance Administrative Assistant II - Classified Part Community Assistance Coordinator Full Full Community Assistance Manager Housing & Development Grants Coordi Full Human Services Coordinator I Full Human Services Coordinator II Full Full Neighborhood Programs Coordinator Full Neighborhood Imp. Specialist 1000 - 0590 Community Engagement Neighborhood Imp. Specialist Recreation Coordinator Full Full 1000 - 1400 NHS Administration Deputy Director of Neighborhood & Hu Full Full Management Assistant Neighborhood & Human Services Direc Full Administrative Assistant II - Classified Full Administrative Assistant II - Classified Part Full Business Services Manager Full Business Systems Supervisor Full Customer Service Rep I - Classified Customer Services Rep I - Classified Full Full Customer Services Rep II Full Lead Customer Services Rep Full Management Analyst Full Recreation Manager 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 457 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 0.30 0.00 0.00 0.00 0.45 0.00 0.05 0.05 0.40 0.02 0.05 0.05 0.00 0.00 0.00 0.00 0.40 0.02 0.05 0.05 0.00 0.00 0.00 0.00 0.40 0.02 0.05 0.05 0.30 0.55 0.52 0.00 0.52 0.00 0.52 0.50 0.00 0.00 0.20 0.90 0.00 0.30 0.15 0.90 0.06 0.25 0.25 0.00 0.00 0.00 0.00 0.90 0.06 0.25 0.25 0.00 0.00 0.00 0.00 0.90 0.06 0.25 0.25 0.70 1.35 1.46 0.00 1.46 0.00 1.46 0.00 0.85 0.00 0.20 0.00 0.85 0.00 0.20 0.10 0.75 0.04 0.20 0.00 0.00 0.00 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 1.09 0.00 1.09 0.00 1.09 0.00 0.00 0.30 0.40 0.00 0.00 0.30 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 0.00 0.00 0.00 0.00 0.40 0.04 0.30 0.00 0.70 0.70 0.74 0.00 0.74 0.00 0.74 0.00 0.00 1.00 0.40 1.00 0.00 0.00 1.00 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 0.00 0.00 0.00 0.00 0.00 0.33 0.33 1.00 0.00 0.00 2.40 2.00 1.66 0.00 1.66 0.00 1.66 0.50 0.00 0.00 0.20 0.35 0.00 0.30 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 0.00 0.00 0.00 0.00 0.20 0.04 0.15 0.00 0.70 0.75 0.39 0.00 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 0.35 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 0.00 0.00 0.00 0.00 0.00 1.00 0.35 1.05 0.33 0.40 3.00 3.00 3.13 0.00 3.13 0.00 3.13 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 0.20 0.25 0.00 0.47 0.20 0.25 0.50 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 0.00 0.00 0.00 0.00 0.20 0.25 0.50 0.00 0.92 0.95 0.95 0.00 0.95 0.00 0.95 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 Percent for the Arts Fund 1111 - 0120 Percent For The Arts Arts Coordinator Full Community Development Block Grant Fund 7110 - 7160 Comm Dev Block Grant Community Assistance Manager Full Housing & Development Grants Coordi Full Full Neighborhood Programs Coordinator Full Neighborhood Imp. Specialist 458 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 0.00 1.15 4.00 2.00 0.10 0.00 1.15 4.00 2.00 0.10 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 0.00 0.00 0.00 0.00 0.00 0.15 1.00 4.00 2.00 0.10 7.25 7.25 7.25 0.00 7.25 0.00 7.25 52.63 44.25 44.25 0.00 44.25 1.00 45.25 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 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 6.00 7.00 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 10.00 0.00 10.00 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 Full Full Full Full Full Full Full Full 1000 - 0041 Peoria Channel 11 Digital Media Specialist Full Office of Communications Totals: 9.00 10.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 0.75 1.75 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 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 1.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 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 1.00 2.00 1.00 0.00 3.00 12.50 12.50 0.00 12.50 1.00 13.50 1.00 1.00 1.00 0.00 0.34 0.00 1.00 1.00 2.00 0.00 0.20 0.40 1.00 1.00 2.00 0.00 0.20 0.40 0.00 0.00 0.00 0.21 0.00 0.00 1.00 1.00 2.00 0.21 0.20 0.40 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.21 0.20 0.40 3.34 4.60 4.60 0.21 4.81 0.00 4.81 0.00 0.00 0.42 0.45 0.02 0.00 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 0.00 0.00 0.00 0.00 0.02 0.40 0.00 0.00 0.87 0.42 0.42 0.00 0.42 0.00 0.42 Parks, Recreation and Community Facil General Fund 1000 - 1390 PRCF Administration Administrative Assistant II - Classified Part Administrative Assistant II - Classified Full 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 Executive Assistant Full Full Facilities Operations Tech Full Lead Customer Services Rep Full Management Analyst Parks, Recreation and Community Facil Full Parks, Recreation and Community Faci Full 1000 - 1410 Swimming Pools Aquatics Maintenance Coordinator Aquatics Maintenance Worker I Recreation Coordinator Recreation Manager Recreation Superintendent Recreation Supervisor Full Full Full Full Full Full 1000 - 1470 Special Interest Classes - Youth Library & Cultural Svcs Manager Recreation Coordinator Recreation Coordinator Recreation Supervisor Full Full Part Full 459 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 0.00 0.00 0.10 0.10 0.02 0.00 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 0.00 0.00 0.00 0.00 0.02 0.10 0.00 0.00 0.20 0.17 0.12 0.00 0.12 0.00 0.12 1.70 0.00 0.33 0.00 0.75 1.00 0.00 0.30 1.00 0.00 1.70 0.00 0.30 1.00 0.00 0.00 0.05 0.00 0.00 0.00 1.70 0.05 0.30 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.70 0.05 0.30 1.00 0.00 2.78 2.30 3.00 0.05 3.05 0.00 3.05 0.00 0.00 0.33 1.30 0.25 0.11 0.00 0.13 1.00 0.00 0.11 0.00 0.13 1.00 0.00 0.00 0.03 0.00 -1.00 0.00 0.11 0.03 0.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.11 0.03 0.13 0.00 0.00 1.88 1.24 1.24 -0.97 0.27 0.00 0.27 0.50 0.25 0.50 1.00 0.00 0.00 0.00 1.50 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 0.50 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 0.50 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 0.50 0.12 0.25 1.00 1.00 0.33 0.13 1.00 0.00 0.00 0.00 0.00 11.00 4.00 4.33 0.00 4.33 0.00 4.33 3.00 2.00 0.00 0.00 1.00 1.00 0.45 0.50 1.05 3.00 2.00 1.00 0.00 1.00 0.50 0.60 0.00 1.50 3.00 2.00 0.30 0.00 1.00 0.50 0.60 0.00 1.50 0.00 0.00 0.00 0.25 1.00 0.00 0.00 0.00 -1.50 3.00 2.00 0.30 0.25 2.00 0.50 0.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 0.30 0.25 2.00 0.50 0.60 0.00 0.00 9.00 9.60 8.90 -0.25 8.65 0.00 8.65 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 0.50 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 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 3.50 3.99 4.32 0.00 4.32 0.00 4.32 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 Manager Recreation Superintendent Recreation Supervisor Recreation Programmer Full Full Full Full Full 1000 - 1481 Sports Programs - Adult Neighborhood & Comm Parks Manager Full Recreation Manager Full Full Recreation Superintendent Recreation Coordinator Full Full Recreation Programmer 1000 - 1531 Rio Vista Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Parks & Sports Equip. Mechanic Full Full Parks & Sports Fac Crew Leader Full Parks & Sports Fac Worker III Full Parks Superintendent Full Recreation Superintendent Sports Facilities Maint Coordinator Full Full Park Ranger Full Park Ranger Supervisor Full Parks & Sports Fac Worker I Recreation Coordinator Full 1000 - 1532 Rio Vista Rec Center Custodian Customer Services Rep I - Classified Recreation Coordinator Recreation Manager Recreation Programmer Recreation Superintendent Recreation Supervisor Recreation Coordinator Recreation Programmer Full Full Full Full Full Full Full Part Part 1000 - 1533 Pioneer Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Full Parks & Sports Equip. Mechanic Parks & Sports Fac Crew Leader Full Full Parks Superintendent Full Recreation Superintendent Full Sports Facilities Maint Coordinator Recreation Coordinator Full 460 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.11 1.00 0.00 1.00 1.00 0.13 2.00 1.00 0.11 1.00 0.00 1.00 0.34 0.13 2.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 -2.00 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 0.00 0.00 1.00 0.11 1.00 2.00 1.00 0.34 0.13 0.00 0.00 6.24 5.58 0.00 5.58 0.00 5.58 4.00 1.00 1.00 0.00 0.00 2.00 1.00 3.00 0.00 0.00 2.25 1.50 1.50 4.00 1.00 0.48 0.00 0.00 2.00 1.00 3.00 0.50 0.00 2.25 1.50 1.50 4.00 1.00 0.48 0.00 0.00 1.00 1.00 3.00 0.50 0.25 2.25 1.50 1.50 2.00 0.00 0.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 -2.25 -1.50 -1.50 6.00 1.00 0.48 2.00 2.00 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 0.00 0.00 0.00 0.00 0.00 6.00 1.00 0.48 2.00 2.00 1.00 1.00 3.00 0.50 0.25 0.00 0.00 0.00 17.25 17.23 16.48 0.75 17.23 0.00 17.23 2.00 1.00 0.00 0.00 3.00 1.00 1.00 2.00 0.00 0.00 1.50 1.00 2.00 1.00 0.48 0.00 3.00 1.00 1.00 2.00 0.50 0.00 1.50 0.00 2.00 1.00 0.48 0.00 3.00 1.00 1.00 2.00 0.50 0.25 1.50 0.00 2.00 0.00 0.00 1.00 -0.75 0.00 0.00 0.00 0.00 0.00 -1.50 0.00 4.00 1.00 0.48 1.00 2.25 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 4.00 1.00 0.48 1.00 2.25 1.00 1.00 2.00 0.50 0.25 0.00 0.00 12.50 12.48 12.73 0.75 13.48 0.00 13.48 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 0.50 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 0.00 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 12.85 12.07 11.72 0.00 11.72 0.00 11.72 1000 - 1534 Paloma Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Parks & Sports Equip. Mechanic Full Full Parks & Sports Fac Worker III Parks Maintenance Coordinator Full Full Parks Superintendent Recreation Superintendent Full Full Parks & Sports Fac Worker I 1000 - 1540 Main Library 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 Librarian Library Assistant I Library Assistant II Full Full Full Full Full Full Full Full Full Full Part Part Part 1000 - 1550 Branch Library Librarian Librarian II Library & Cultural Svcs Manager Library Assistant I Library Assistant I Library Assistant III Library Services Coordinator Library Specialist Library Systems Administrator Recreation Coordinator Librarian Library Systems Supervisor Full Full Full Full Part Full Full Full Full Full Part Full 1000 - 1560 Parks North Administrative Assistant II - Classified Part Graffiti Abatement Technician Full Full Irrigation Technician Neighborhood & Comm Parks Manager Full Full Parks & Sports Fac Worker I Full Parks & Sports Fac Worker II Parks & Sports Fac Worker III Full Parks Maintenance Coordinator Full Full Parks Superintendent Full Recreation Superintendent Full Parks Supervisor Recreation Coordinator Full 461 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 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 0.50 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 0.00 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 11.90 11.12 11.72 0.00 11.72 0.00 11.72 0.00 0.00 0.00 0.00 0.11 7.00 1.00 0.13 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 8.24 8.24 0.00 8.24 0.00 8.24 1.00 0.00 0.00 1.00 0.11 0.50 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 1.00 1.61 1.61 0.00 1.61 0.00 1.61 0.00 1.00 2.00 0.00 0.00 0.00 0.11 1.00 2.00 0.00 0.50 0.13 0.11 1.00 2.00 0.00 0.50 0.13 0.00 0.00 0.00 0.00 0.00 0.00 0.11 1.00 2.00 0.00 0.50 0.13 0.00 1.00 0.00 1.00 0.00 0.00 0.11 2.00 2.00 1.00 0.50 0.13 3.00 3.74 3.74 0.00 3.74 2.00 5.74 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 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 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 -0.54 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 0.46 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 1.00 1.00 1.00 1.00 1.00 1.00 0.50 3.00 1.00 0.46 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 18.50 18.50 18.50 -0.54 17.96 0.00 17.96 112.57 130.05 129.75 0.00 129.75 3.00 132.75 1000 - 1570 Parks South Administrative Assistant II - Classified Part Graffiti Abatement Technician Full Full Irrigation Technician Neighborhood & Comm Parks Manager Full Full Parks & Sports Fac Worker I Full Parks & Sports Fac Worker II Parks & Sports Fac Worker III Full Parks Maintenance Coordinator Full Full Parks Superintendent Full Recreation Superintendent Full Parks Supervisor Recreation Coordinator Full 1000 - 1590 Park Rangers Neighborhood & Comm Parks Manager Full Park Ranger Full Full Park Ranger Supervisor Full Recreation Superintendent 1000 - 1600 Contracted Landscape Maintenance Landscape Coordinator Full Neighborhood & Comm Parks Manager Full Full Parks Superintendent 1000 - 1610 Trails Maintenance Neighborhood & Comm Parks Manager Full Full Parks & Sports Fac Worker I Parks & Sports Fac Worker III Full Parks Maintenance Coordinator Full Full Parks Superintendent Full Recreation Superintendent Sports Complex Fund 2000 - 2000 Complex Operations/Maint Administrative Assistant I - Classified Full Administrative Assistant II - Classified Full Community Facility Maintenance Super Full Deputy Director of Parks, Recreation a Full Facilities Technician II Full Full Irrigation Technician Full Parks & Sports Equip. Mechanic Full Parks & Sports Fac Worker II Full Parks & Sports Fac Worker III Full Recreation Manager Sales & Sponsorship Coordinator Full Sports Complex Operations Coordinato Full Full Sports Complex Superintendent Sports Complex Ticket Ops Coordinator Full Sports Facilities Maint Coordinator Full Full Sports Facilities Superintendent Full Building Automation Technician Full Parks & Sports Fac Crew Leader Full Sports Facilities Maint Coor ks, Recreation and Community Facilities Totals: 462 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 -1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 3.00 1.00 1.00 1.00 3.00 0.00 1.00 3.00 1.00 1.00 1.00 3.00 0.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 3.00 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 3.00 1.00 1.00 1.00 2.00 9.00 10.00 10.00 0.00 10.00 0.00 10.00 12.00 13.00 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 0.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 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 0.00 0.00 0.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 3.00 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 12.00 11.00 11.00 2.00 13.00 1.00 14.00 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 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 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 1.00 1.00 23.00 4.00 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 1.00 2.00 3.00 1.00 1.00 23.00 4.00 2.00 1.00 1.00 0.00 0.00 39.00 37.00 37.00 2.00 39.00 0.00 39.00 Planning and Community Development General Fund 1000 - 0600 Community Dev Administration Administrative Assistant II - Classified Full Executive Assistant Full Full Planning & Comm Dev Director Development Administration Coordinato Full 1000 - 0610 Planning Associate Planner Development Plan Reviewer Planner Planning Manager Planning Specialist Principal Planner Sr Planner Full 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 Public Information Specialist Police Sergeant Full 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 463 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 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 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 -1.00 -1.00 0.00 0.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 3.00 59.00 7.00 14.00 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 7.00 14.00 2.00 1.00 0.00 92.00 97.00 97.00 -2.00 95.00 0.00 95.00 1.00 1.00 1.00 3.00 49.00 6.00 1.00 1.00 1.00 3.00 46.00 5.00 1.00 1.00 1.00 3.00 46.00 5.00 0.00 0.00 0.00 0.00 -2.00 1.00 1.00 1.00 1.00 3.00 44.00 6.00 0.00 0.00 0.00 0.00 2.00 0.00 1.00 1.00 1.00 3.00 46.00 6.00 61.00 57.00 57.00 -1.00 56.00 2.00 58.00 1.00 1.00 28.00 6.00 1.00 1.00 1.00 30.00 7.00 1.00 1.00 1.00 30.00 7.00 1.00 0.00 0.00 0.00 -1.00 0.00 1.00 1.00 30.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 30.00 6.00 1.00 37.00 40.00 40.00 -1.00 39.00 0.00 39.00 0.00 3.00 1.00 8.00 1.00 0.00 3.00 1.00 8.00 1.00 0.00 3.00 1.00 8.00 1.00 1.00 0.00 0.00 -1.00 0.00 1.00 3.00 1.00 7.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 7.00 1.00 13.00 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 1.00 0.00 -1.00 1.00 1.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 0.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 27.00 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 35.00 35.00 35.00 0.00 35.00 0.00 35.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 -1.00 0.00 0.00 -1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 1000 - 1020 Patrol Services - South Administrative Assistant II - Classified Full Animal Control Officer Full Full Crime Analyst Lead Animal Control Officer Full Full Lead Police Services Officer Police Commander Full Police Lieutenant Full Police Officer Full Full Police Sergeant Police Services Officer Full Full Police Services Supervisor Public Education Specialist Full Crime Prevention Education Coordinato Full 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 Lead Police Support Assistant Police Property Evidence Tech Police Records Supervisor Police Support Assistant Property & Evidence Supervisor Full Full Full Full Full 1000 - 1040 Staff Services Administrative Assistant II - Classified Police Lieutenant Police Officer Police Recruitment Supervisor Police Sergeant Full Full Full Full Full 1000 - 1050 Pd Communications Communications Specialist Communications Supervisor Police Communications Manager Police Services Specialist Full Full Full Full 1000 - 1060 Strategic Planning Administrative Assistant II - Classified Business Systems Analyst Management Analyst Management Assistant Police Admin Services Manager Police Equipment Coordinator HR Systems Administrator Full Full Full Full Full Full Full 464 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 2.00 0.00 0.00 0.00 2.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 2.00 303.00 304.00 304.00 1.00 305.00 3.00 308.00 1.00 0.00 1.00 1.00 1.00 0.00 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 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 4.00 1.00 0.10 0.50 4.00 1.00 0.10 0.00 4.00 1.00 0.10 0.00 0.00 0.00 0.00 0.00 4.00 1.00 0.10 0.00 0.00 0.00 0.00 0.00 4.00 1.00 0.10 0.00 5.60 5.10 5.10 0.00 5.10 0.00 5.10 2.00 0.10 0.25 2.00 0.10 0.00 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 2.10 2.10 0.00 2.10 0.00 2.10 2.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 4.00 4.00 4.00 -1.00 3.00 0.00 3.00 23.00 3.00 1.80 1.00 1.50 27.00 3.00 1.80 1.00 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 1.00 0.00 0.00 0.00 0.00 28.00 3.00 1.80 1.00 0.00 30.30 32.80 32.80 0.00 32.80 1.00 33.80 11.00 1.00 0.00 1.00 11.00 1.00 1.00 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 0.00 0.00 0.00 0.00 11.00 1.00 1.00 0.00 13.00 13.00 13.00 0.00 13.00 0.00 13.00 1.00 2.00 1.00 3.00 1.00 3.00 0.00 1.00 1.00 4.00 0.00 0.00 1.00 4.00 3.00 4.00 4.00 1.00 5.00 0.00 5.00 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 Management Analyst Public Works Director Executive Assistant Full Full Full Full Commercial Solid Waste Fund 2590 - 2720 Commercial Front Load Equipment Operator Lead Equipment Operator Solid Waste Supervisor Equipment Operator Full Full Full Part 2590 - 2730 Commercial Roll-Off Equipment Operator Solid Waste Supervisor Equipment Operator Full Full Part Residential Solid Waste Fund 2600 - 2750 Solid Waste Admin Administrative Assistant II - Classified Management Assistant Solid Waste Manager Solid Waste Inspector 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 465 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 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 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 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 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 14.00 14.00 14.00 0.00 14.00 0.00 14.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 -1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 3.00 3.00 3.00 -1.00 2.00 0.00 2.00 5.00 1.00 1.00 3.00 1.00 5.00 1.00 1.00 3.00 1.00 5.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 5.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 5.00 1.00 1.00 3.00 1.00 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 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 0.00 1.00 -1.00 1.00 3.00 0.00 0.00 0.00 0.00 1.00 3.00 0.00 4.00 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 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 Facilities Fund 3250 - 3650 Facilities Admin Administrative Assistant II - Classified Facilities Manager Business Systems Analyst Full Full Full 3250 - 3660 Daytime Facility Services Custodian Custodian Facilities Maintenance Supervisor Facilities Technician I Lead Custodian Full Part Full Full Full 3250 - 3661 Nighttime Facilities Services Custodian Custodian Facilities Maintenance Supervisor Facilities Operations Tech Facilities Technician I Facilities Technician II Lead Custodian Part Full Full Full Full Full Full 3250 - 3690 Facilities Operating Projects Construction Superintendent Public Works Project Coordinator City Security Systems Coordinator 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 466 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 1.00 1.00 0.80 0.00 3.00 1.00 1.00 0.80 1.00 2.00 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 1.00 0.00 1.00 3.00 1.00 3.00 1.00 1.00 0.00 0.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 -1.00 0.00 0.00 1.00 4.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 4.00 1.00 0.00 0.00 0.00 6.00 6.00 6.00 0.00 6.00 1.00 7.00 4.00 3.00 1.00 1.00 2.00 5.00 4.00 2.00 1.00 1.00 3.00 5.00 4.00 2.00 1.00 1.00 3.00 5.00 0.00 0.00 0.00 0.00 1.00 -1.00 4.00 2.00 1.00 1.00 4.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 2.00 1.00 1.00 4.00 4.00 16.00 16.00 16.00 0.00 16.00 0.00 16.00 3.00 1.00 4.00 1.00 4.00 1.00 0.00 0.00 4.00 1.00 0.00 0.00 4.00 1.00 4.00 5.00 5.00 0.00 5.00 0.00 5.00 0.00 2.00 1.00 3.00 1.50 1.00 1.00 0.00 2.00 1.00 3.00 1.50 1.00 1.00 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 0.00 0.00 2.00 1.00 3.00 1.50 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 3.00 1.50 1.00 1.00 9.50 9.50 9.50 0.00 9.50 1.00 10.50 165.50 169.25 169.25 -1.00 168.25 3.00 171.25 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 -1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 6.00 4.00 5.00 -2.00 3.00 0.00 3.00 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 Transportation Technician I Traffic Signal Technician Assistant Traffic Signal Technician I Traffic Signal Technician III Full Full Full Full Full Full 7000 - 7030 Street Maintenance Equipment Operator Lead Equipment Operator Lead Public Works Inspector Pavement Maintenance Coordtr Public Works Inspector Street Maintenance Worker Full Full Full Full Full Full 7000 - 7040 Sweeper Operations Equipment Operator Lead Equipment Operator Full Full Transit Fund 7150 - 7200 Transit Division Administrative Assistant II - Classified Transit Dispatcher Transit Manager Transit Operator I Transit Operator I Transit Operator II Transit Supervisor Full Full Full Full Part Full Full Public Works Totals: Water Services Water Utility Fund 2050 - 2050 Utilities-Water/Ww Admin Deputy Director of Utilities Sr Management Analyst Water Services Director Administrative Assistant II - Classified Business Systems Analyst Economic Efficiency & Sustainability M Planning & Operations Mgr. Full Full Full Full Full Full Full 467 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 5.60 1.00 0.00 1.00 2.00 5.60 1.00 0.00 1.00 2.00 5.60 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 5.60 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 5.60 1.00 9.60 9.60 9.60 1.00 10.60 0.00 10.60 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 0.00 0.00 0.00 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 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 8.00 8.00 0.00 8.00 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 -1.00 1.00 1.00 0.20 1.00 1.00 5.00 0.00 0.00 0.00 0.00 0.00 1.00 0.20 1.00 1.00 5.00 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 4.00 5.00 1.00 1.00 1.00 0.55 1.00 4.00 6.00 0.00 0.00 0.00 0.00 0.00 1.00 -1.00 0.00 1.00 1.00 0.55 1.00 5.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.55 1.00 5.00 5.00 0.00 12.55 13.55 13.55 0.00 13.55 0.00 13.55 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 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 2.00 2.00 0.00 2.00 0.00 2.00 2050 - 2055 Utilities Operations Admin Administrative Assistant II - Classified Full Full Civil Engineer Lead SCADA Instrumentation Control S Full Full Management Assistant Full SCADA Instrument Control Spclst Full SCADA Supervisor Utilities Operations Manager Full 2050 - 2060 Greenway Potbl Wtr Trt Plant Administrative Assistant II - Classified Lead Utility Plant Operator Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Full Full Full Full Full 2050 - 2061 Quintero Treatment Plant Utility Plant Operator II Full 2050 - 2065 Operational Technology Business Systems Analyst Full Lead SCADA Instrumentation Control S Full Full SCADA Instrument Control Spclst SCADA Supervisor Full Full Utility Mechanic II 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 468 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 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 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 -4.00 -1.00 -1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 12.00 12.00 -7.00 5.00 0.00 5.00 1.00 0.00 0.50 1.00 1.00 1.00 1.00 1.00 0.50 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 1.00 1.00 0.50 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 4.50 2.50 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 1.00 0.25 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 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 6.25 6.25 0.00 6.25 0.00 6.25 1.00 0.00 2.00 1.00 1.00 1.00 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 5.00 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 3.00 0.00 0.25 1.00 1.00 3.00 1.00 0.25 1.00 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 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 1.00 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 4.00 4.00 4.00 0.00 4.00 0.00 4.00 2050 - 2115 Planning and Engineering Civil Engineer Full Full Management Analyst Management Assistant Full Full Planning & Operations Manager Full Water Policy Administrator Lead SCADA Instrumentation Control S Full SCADA Instrument Control Spclst Full Full SCADA Supervisor Full Utility Mechanic II 2050 - 2120 Environmental Administration Administrative Assistant II - Classified Business Systems Analyst Environmental Resources Manager Environmental Conservation Ast Management Analyst Water Policy Administrator Full Full Full Full Full Full 2050 - 2135 Drinking Water Environmental Cross Connection Inspector Full Full Cross Connection Specialist Environmental Chemist Full Full Environmental Compliance Inspector Environmental Compliance Supervisor Full Full Environmental Resources Manager Full Business Systems Analyst Environmental Quality Compliance Coo Full 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 Full Environmental Resources Manager Lead Environmental Compliance Inspec Full Environmental Quality Compliance Coo Full 2400 - 2495 Jomax Water Reclamation Facility Lead Utility Plant Operator Utility Plant Operator I Utility Plant Operator II Full Full Full 469 Schedule 7 – Authorized Personnel* Fund/Dept Budget FY 2019 Budget FY 2020 Budget FY 2021 Base Change Revised FY 2021 Change in Position Budget FY 2022 1.00 0.00 2.00 5.00 1.00 1.00 1.00 0.00 2.00 5.00 1.00 1.00 1.00 1.00 2.00 5.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 -1.00 1.00 1.00 2.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 6.00 1.00 0.00 10.00 10.00 11.00 0.00 11.00 0.00 11.00 Water Services Totals: 95.00 98.00 98.00 0.00 98.00 0.00 98.00 City Totals: 1,249.35 1,277.95 1,277.65 1.00 1,278.65 12.55 1,291.20 Full Part 1,226.50 22.85 1,257.75 20.20 1,257.45 20.20 10.00 -9.00 1,267.45 11.20 12.55 0.00 1,280.00 11.20 Division 2400 - 2496 Butler Water Reclamation Facility Lead Utility Plant Operator Utilities Operations Manager Utility Mechanic II Utility Plant Operator II Utility Treatment Supervisor Utility Plant Operator I 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. 470 Schedule 8 - Debt Service ORIGINAL ISSUE OUTSTANDING 6/30/2021 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 $6,155,000 $9,725,000 $3,025,000 $24,835,000 $49,280,000 $27,165,000 $5,061,729 $3,500,000 $700,000 $1,485,000 $1,310,000 $6,515,000 $935,000 $230,028 $285,876 $310,112 $66,475 $814,782 $1,964,994 $1,027,025 $79,246 $0 $0 $0 $0 $0 $0 $0 $221 $349 $109 $892 $1,771 $976 $182 $3,786,097 $1,010,461 $1,551,584 $2,125,674 $8,481,765 $1,963,001 $309,456 $191,033,130 $125,246,729 $14,675,028 $4,548,510 $0 $4,500 $19,228,038 $64,505,092 $64,505,092 $2,166,194 $2,580,204 $645,051 $0 $5,391,449 $255,538,222 $189,751,821 $16,841,222 $7,128,714 $645,051 $4,500 $24,619,487 MUNICIPAL DEVELOPMENT AUTHORITY Existing Debt: MDA Series 2011 GRIC Water Rights MDA Series 2012 $7,920,000 $35,510,000 $3,690,000 $24,170,000 $560,000 $1,640,000 $138,900 $826,326 $0 $0 $3,500 $3,500 $702,400 $2,469,826 Sub-Total Existing MDA Debt $43,430,000 $27,860,000 $2,200,000 $965,226 $0 $7,000 $3,172,226 $0 $0 $0 $0 $0 $0 $0 $43,430,000 $27,860,000 $2,200,000 $965,226 $0 $7,000 $3,172,226 $3,220,000 $25,755,000 $5,199,304 $2,145,000 $16,545,000 $4,848,332 $410,000 $3,195,000 $189,051 $38,994 $325,936 $197,892 $0 $0 $0 $2,750 $2,750 $1,000 $451,744 $3,523,686 $387,943 Total Direct Purchase Debt $34,174,304 $23,538,332 $3,794,051 $562,822 $0 $6,500 $4,363,373 WATER & SEWER REVENUE BONDS Existing Debt: WIFA 2002 - Greenway Wtr Trmt WIFA 2009 - Beardsley WRF PH3 WIFA 2015 - New River Utilities 2012 Water & Sewer Revenue Bonds Refunding 2020 Water & Sewer Revenue Bonds Refunding WIFA 2017 - Pyramid Peak Water $1,964,789 $4,371,597 $12,389,991 $23,280,000 $35,190,000 $49,013,733 $271,464 $2,234,792 $9,485,207 $800,000 $35,190,000 $40,905,548 $133,110 $234,433 $623,393 $800,000 $4,330,000 $2,183,122 $8,074 $69,287 $219,889 $16,000 $1,572,650 $1,103,507 $0 $0 $0 $0 $0 $0 $4 $30 $129 $11 $477 $555 $141,188 $303,750 $843,411 $816,011 $5,903,127 $3,287,184 $126,210,110 $88,887,011 $8,304,058 $2,989,407 $0 $1,205 $11,294,670 $21,251,731 $21,251,731 $713,670 $850,069 $212,517 $0 $1,776,256 Total Water & Sewer Revenue Bonds $147,461,841 $110,138,742 $9,017,728 $3,839,476 $212,517 $1,205 $13,070,926 GRAND TOTALS $480,604,367 $351,288,895 $31,853,001 $12,496,238 $857,568 $19,205 $45,226,012 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 Sub-total Existing Water & Sewer Revenue Debt Proposed Debt: Proposed Water/Sewer Revenue Bonds 471 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2022 Comment 542501 542501 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 542502 542502 542502 542502 542502 542502 542502 542504 542505 542505 542505 542505 542505 542505 542505 $4,490 $62,000 $80,000 $65,000 $65,000 $42,207 $62,000 $62,000 $62,000 $50,000 $62,000 $62,000 $62,000 $62,000 $62,000 $62,000 $62,000 $440,000 $62,000 $62,000 $62,000 $62,000 $62,000 $23,841 $37,000 $32,500 $35,000 $59,300 $45,000 $35,000 $55,000 $62,000 $60,000 $39,500 $39,500 $38,000 $62,000 $35,000 $60,000 $33,000 $12,000 $12,000 $12,000 $12,000 $12,000 $32,000 $12,000 FY22 Supp: Vehicle Retrofit (2) FY22 Supp: Police Officers (2) FY22 Supp: Criminal Investigations Vehicles (2) FY22 Supp: Canine Sergeant Vehicle FY22 Supp: School Resource Sergeant Vehicle Estimated carryover for vehicles not purchased in prior year. Replaces Veh#1939 CHEVROLET TAHOE Replaces Veh#1762 FORD EXPLORER PPV Replaces Veh#1927 FORD EXPLORER PPV Replaces Veh#1261 FORD E350 Replaces Veh#1930 CHEVROLET TAHOE Replaces Veh#1835 FORD EXPLORER PPV Replaces Veh#1936 CHEVROLET TAHOE Replaces Veh#1935 CHEVROLET TAHOE Replaces Veh#1934 CHEVROLET TAHOE Replaces Veh#1933 CHEVROLET TAHOE Replaces Veh#1924 FORD EXPLORER PPV Replaces Veh#1549 INTERNATIONAL 7400 Replaces Veh#1836 FORD EXPLORER PPV Replaces Veh#1834 FORD EXPLORER PPV Replaces Veh#1977 FORD EXPLORER PPV Replaces Veh#1676 FORD CROWN VIC Replaces Veh#1932 CHEVROLET TAHOE FY22 Supp: Replacing 1557 & 1227 (Impala) w/ F150 Crew Cabs Replaces Veh#1701 FORD F150 Replaces Veh#1904 NISSAN FRONTIER Replaces Veh#1383 TOWN & COUNTRY FY22 Supp: CIP Trails Maintenance O&M Replaces Veh#1184 FORD F250 Replaces Veh#1137 FORD F150 FY22 Supp: Facilities Operations - Parks/Aquatics/Trails Replaces Veh#1761 FORD EXPLORER PPV Replaces Veh#1852 CHEVROLET TAHOE Replaces Veh#1570 FORD F20C-F250 SDUTY Replaces Veh#1720 FORD F250 SUPER DUTY Replaces Veh#1557 CHEVROLET IMPALA Replaces Veh#1839 FORD EXPLORER PPV Replaces Veh#962 FORD F150 Replaces Veh#1849 CHEVROLET TAHOE Replaces Veh#1952 BMW R12RTP Replaces Veh#1799 CLUB CAR TURF 252 GAS Replaces Veh#1823 CLUB CAR TURF 252 ELEC Replaces Veh#1822 CLUB CAR TURF 252 ELEC Replaces Veh#1821 CLUB CAR TURF 252 ELEC Replaces Veh#1800 CLUB CAR TURF 252 GAS Replaces Veh#1217 CHEVROLET IMPALA Replaces Veh#1820 CLUB CAR TURF 252 ELEC Total - Public Works $2,594,338 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 Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 472 Schedule 9 - Summary of Operating Capital Fund/Division Account Total - Fleet Reserve Fund FY 2022 Comment $2,594,338 General Fund Finance Utilities Meter Services 543008 $368,114 Meters for regular replacement program. Total - Finance Utilities $368,114 Total - General Fund $368,114 Highway User Fund Development and Engineering Traffic Engineering 542006 $85,000 Total - Development and Engineering Public Works Signs And Striping 542006 $85,000 Total - Public Works $15,000 Total - Highway User Fund $100,000 $15,000 FY22 Supp: Industrial Vacuum System for Obliteration Information Technology Fund Information Technology Radio System Operations 543007 $70,545 FY22 Supp: RWC Capital Site Projects Total - Information Technology $70,545 Total - Information Technology Fund $70,545 IT Project Fund Information Technology IT Projects IT Projects 543007 543007 $47,000 FY22 Carryover: Microsoft 365 Implementation Carryover $17,131 FY22 Carryover: PerfectMind Total - Information Technology $64,131 Total - IT Project Fund $64,131 IT Reserve Fund Information Technology Res For System Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt 542008 543007 543007 543007 543007 543007 $80,000 $350 $350 $350 $350 $350 Total - Information Technology $81,750 Total - IT Reserve Fund $81,750 473 FY22 Server Replacements FY22 Supp: Truck for WS/Small Project Inspector FY22 Supp: CIP Project Manager I - Arch Srvs (Contract) FY22 Supp: CIP Project Manager I - Eng Srvs (Contract) FY22 Supp: Engineering Inspector (Contract) FY22 Repurpose Supp: Police Public Information Specialist Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2022 Comment 542501 542502 542502 542502 542502 542502 542502 $25,000 $37,000 $37,000 $37,000 $360,000 $55,000 $350,000 Estimated carryover for vehicles not purchased in prior year. Replaces Veh#1422 FORD F150 SUPER CAB Replaces Veh#1421 FORD F150 SUPER CAB Replaces Veh#1520 FORD RANGER Replaces Veh#2020 PETERBILT 320 Replaces Veh#1314 FORD LCF 55 FY22 Supp: Solid Waste Equipment Operator and Vehicle Total - Public Works $901,000 Total - Solid Waste Equipment Reserve Fund $901,000 Solid Waste Equipment Reserve Fund Public Works Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Sports Complex Fund Parks, Recreation and Community Facilities Complex Operations/Maint 542505 $4,000 Total - Parks, Recreation and Community Facilities $4,000 Total - Sports Complex Fund $4,000 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 Complex Eqt Reserve 542502 542505 542505 542505 542505 542505 542505 542505 $35,000 $12,000 $12,000 $92,000 $12,000 $12,000 $27,000 $26,000 Total - Parks, Recreation and Community Facilities $228,000 Total - Sports Complex Eqt Reserve Fund $228,000 Replaces Veh#1222 CHEVROLET COLORADO Replaces Veh#1778 CLUB CAR TURF 252 ELEC Replaces Veh#2087 TORO WORKMAN GTX-E Replaces Veh#1979 TORO 7000D Replaces Veh#1779 CLUB CAR TURF 252 ELEC Replaces Veh#1776 CLUB CAR TURF 252 ELEC Replaces Veh#1972 TORO WORKMAN HDX-D Replaces Veh#1985 TORO 5040/08705 Streets/Transit Equipment Reserve Fund Public Works Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve 542501 542502 542502 542502 542502 542505 542505 $25,000 $34,500 $57,590 $315,000 $35,000 $19,000 $100,000 Total - Public Works $586,090 Total - Streets/Transit Equipment Reserve Fund $586,090 474 Estimated carryover for vehicles not purchased in prior year. FY22 Supp: Truck for WS/Small Project Inspector FY22 Repurpose Supp: Signals/Lighting Lead Technician Replaces Veh#2008 GLOBAL M4HSD -SWEEPER Replaces Veh#1202 CHEVROLET COLORADO FY22 Repurpose Supp: Utility Terrain Vehicle Purchase FY22 Supp: Combination Truck (Hydrovac/Jet Rodder) Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2022 Comment Wastewater Equipment Reserve Fund Water Services Ww Eqt Reserve Ww Eqt Reserve 542501 542502 $25,000 Estimated carryover for vehicles not purchased in prior year. $35,000 Replaces Veh#1555 CHEVROLET COLORADO Total - Water Services $60,000 Total - Wastewater Equipment Reserve Fund $60,000 Water Equipment Reserve Fund Water Services Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve 542502 542502 542502 Wtr Eqt Reserve 542502 $155,000 Replaces Veh#1286 FORD F650 $35,000 Replaces Veh#1415 CHEVROLET COLORADO $26,000 FY22 Repurpose Supp: Sustainability and Conservation Electric Vehicle $37,000 Replaces Veh#914 FORD EXPLORER Total - Water Services $253,000 Total - Water Equipment Reserve Fund $253,000 Total - Operating Capital $5,310,968 475 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Drainage 67th & Pinnacle Pk Regional Drainage Improvements EN00651 EN00651 EN00651 EN00651 EN00651 EN00651 Future GO Bonds Future GO Bonds Future GO Bonds Capital Projects-Outside Srces Capital Projects-Outside Srces Capital Projects-Outside Srces 4254-4254-540000 4254-4254-543001 4254-4254-543004 4810-4810-540000 4810-4810-543001 4810-4810-543004 CIPDR CIPDR CIPDR CIPDR CIPDR CIPDR Project Total $1,319,258 $550,000 $2,283,418 $1,200,000 $550,000 $800,000 $6,702,676 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 $720,000 $720,000 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 $1,823,178 $5,611 $90,228 $1,919,017 Storm Drain Land Preservation - Land Preservation EN00524 Future GO Bonds 4254-4254-540000 CIPDR Project Total $590,000 $590,000 Terramar Drainage Modifications EN00727 Future GO Bonds 4254-4254-543004 CIPDR Project Total $1,030,572 $1,030,572 Westgreen & Summersett Village Drainage EN00722 EN00722 Future GO Bonds Future GO Bonds 4254-4254-540000 4254-4254-543004 CIPDR CIPDR Project Total Total - Drainage $20,000 $253,000 $273,000 $12,492,265 Project Type - Economic Development Commercial Abatement ED00025 Half Cent Sales Tax 1210-0350-541003 CIPOT Project Total $55,626 $55,626 Economic Development Agreements ED00031 ED00031 Half Cent Sales Tax Economic Development 1210-0350-522070 1900-1900-522070 CIPOT CIPOT Project Total 476 $176,777 $1,486,483 $1,663,260 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Economic Development 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 CIPOT CIPOF CIPOF CIPOF Project Total $1,785 $217,416 $359,405 $27,378 $33 $606,017 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 $500,000 $2,000,000 $1,500,000 $6,000,000 P83 Entertainment District Improvements ED00002 ED00002 ED00002 General Other Capital Other Capital 1000-0310-543001 4550-4550-541003 4550-4550-543001 CIPOF CIPOF CIPOF Project Total $19,134 $28,089 $348 $47,571 Placemaking Initiative EN00021 General 1000-0310-522099 CIPOT Project Total Total - Economic Development 477 $945,335 $945,335 $9,317,809 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Operational Facilities Arts Distribution FY22 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 General Percent for the Arts Half Cent Sales Tax Economic Development Municipal Asset Reserve AZSTA Sports Complex Improvements Water Water 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 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 IT Reserve Non-Bond Capital Prj 1000-0310-525515 1111-0120-525515 1210-0350-525515 1900-1900-525515 1970-1970-525515 2004-2024-525515 2050-2140-525515 2161-2221-525515 2162-2222-525515 2163-2223-525515 2164-2224-525515 2165-2225-525515 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 3400-3800-525515 4150-4150-525515 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT $87,823 $4,432 $12,827 $20,000 $11,555 $10,000 $237,910 $4,736 $11,588 $13,221 $49,961 $42,691 $31,663 $115,194 $216,789 $18,232 $141,080 $51,102 $63,276 $37,444 $11,896 $71 $285 $3,955 $5,993 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 AT02022 Non-Bond Capital Projects GO Bonds 2019 Future GO Bonds Other Capital Capital Projects-Outside Srces Highway User Streets Dev Zone 2 - Post 8-1-2014 Street IF 2014 WofAguaFria Transportation Sales Tax Fire & Emergency Svc Dev Fire & Emergency Svc Dev Post 8-1-2014 Parks Zone 2-Post 8/1/14 4253-4253-525515 4254-4254-525515 4550-4550-525515 4810-4810-525515 7000-7050-525515 7003-7053-525515 7006-7056-525515 7010-7075-525515 7935-7935-525515 7937-7937-525515 7942-7942-525515 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT $11,574 $493,262 $2,735 $10,507 $74,598 $19,878 $54,349 $159,322 $325 $15,608 $9,951 $2,055,833 Project Total Building Equipment Renovation and Replacement PW00050 PW00050 Municipal Asset Reserve Municipal Asset Reserve 1970-1970-520099 1970-1970-542006 CIPOF CIPOF Project Total $110,000 $568,000 $678,000 Building Fixture and Finish Renovation PW00060 Municipal Asset Reserve 1970-1970-540500 CIPOF Project Total 478 $670,000 $670,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Operational Facilities Bus Stop Improvement Program EN00673 Transportation Sales Tax 7010-7075-543001 Project Total CIPST $1,635,907 $1,635,907 Chargeback Distribution FY22 CB02022 CB02022 CB02022 CB02022 CB02022 CB02022 CB02022 CB02022 General Half Cent Sales Tax Municipal Asset Reserve Water Wastewater Commercial Solid Waste Residential Solid Waste Non-Bond Capital Prj 1000-0310-544001 1210-0350-544001 1970-1970-544001 2050-2140-544001 2400-2550-544001 2590-2720-544001 2600-2760-544001 4150-4150-544001 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT $103,801 $27,327 $167,608 $47,481 $12,810 $1,538 $6,149 $14,575 CB02022 CB02022 CB02022 CB02022 Non-Bond Capital Projects Future GO Bonds Highway User Streets Dev Zone 2 - Post 8-1-2014 Transportation Sales Tax 4254-4254-544001 7000-7050-544001 7003-7053-544001 7010-7075-544001 CIPOT CIPOT CIPOT CIPOT $1,153,331 $19,530 $186,917 $758,933 $2,500,000 Project Total City Hall Finance Call Center Improvements PW00530 PW00530 PW00530 PW00530 PW00530 General Water Wastewater Commercial Solid Waste Residential Solid Waste 1000-0310-540500 2050-2140-540500 2400-2550-540500 2590-2720-540500 2600-2760-540500 CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $20,000 $122,646 $61,323 $7,358 $29,434 $240,761 Citywide Security Camera Replacements IT00038 Municipal Asset Reserve 1970-1970-541003 CIPOF Project Total $230,000 $230,000 Citywide Security Program PW00506 PW00506 PW00506 General Municipal Asset Reserve Municipal Asset Reserve 1000-0310-542006 1970-1970-520099 1970-1970-542001 CIPOF CIPOF CIPOF Project Total $20,497 $50,000 $170,000 $240,497 Citywide Telecommunications Infrastructure Upgrade IT00005 IT Reserve 3400-3800-541003 CIPOF Project Total $50,000 $50,000 Commercial Abatement NH00009 Half Cent Sales Tax 1210-0350-541003 CIPOF Project Total 479 $150,000 $150,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Operational Facilities Community Works Program COP0001 COP0001 COP0001 General General Highway User 1000-0310-540500 1000-0310-543005 7000-7050-543001 CIPOF CIPPK CIPOF Project Total $3,471 $546,100 $830,000 $1,379,571 Council Chambers Building Repair Program PW00510 Future GO Bonds 4254-4254-541003 CIPOF Project Total $367,000 $367,000 Fleet Maintenance Shop Awning PW00604 General 1000-0310-540500 CIPOF Project Total $150,000 $150,000 Fleet Shop Repair PW00306 General 1000-0310-540500 CIPOF Project Total $13,084 $13,084 Fleet Shop Replacement PW00308 Future GO Bonds 4254-4254-540500 CIPOF Project Total $2,294,770 $2,294,770 Fuel Island Replacement at Fire Station No. 3 PW00545 Future GO Bonds 4254-4254-541003 CIPOF Project Total $479,786 $479,786 Impact Fee Study CD00007 Wastewater Impact Fees - West of Agua Fria 2507-2627-520099 CIPOF Project Total $10,000 $10,000 Infrastructure Cabling IT00037 IT Reserve 3400-3800-541003 CIPOF Project Total $200,000 $200,000 MOC Site Lighting Improvements PW00402 GO Bonds 2019 4253-4253-541003 CIPOF Project Total $29,103 $29,103 Municipal Complex Fountain Improvements CS00243 Municipal Asset Reserve 1970-1970-540500 CIPOF Project Total $57,000 $57,000 Neighborhood and Human Services ADA Compliance NH00006 General 1000-0310-541003 CIPOF Project Total $154,100 $154,100 Neighborhood and Human Services Facility Refurbish NH00007 NH00007 NH00007 General Percent for the Arts Municipal Asset Reserve 1000-0310-541003 1111-0120-541003 1970-1970-541003 CIPOF CIPOF CIPOF Project Total 480 $304,800 $193,070 $55,730 $553,600 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Operational Facilities Network Infrastructure Repl - Tech Center Core IT00008 Future GO Bonds 4254-4254-541003 CIPOF Project Total $1,450,000 $1,450,000 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 $88,452 $88,452 Network Infrastructure Replacement-Sports Complex IT00019 IT Reserve 3400-3800-541003 CIPOF Project Total $30,214 $30,214 PCPA Ticket and Concessions Renovation NH00003 NH00003 General General 1000-0310-522099 1000-0310-540500 CIPOF CIPOF Project Total $26,370 $358,352 $384,722 Peoria Center for Performing Arts Storage Building NH00002 NH00002 Percent for the Arts Percent for the Arts 1111-0120-522099 1111-0120-540500 CIPOF CIPOF Project Total $26,370 $520,869 $547,239 Public Safety Building Needs PW00090 PW00090 General Municipal Asset Reserve 1000-0310-541003 1970-1970-542006 CIPOF CIPOF Project Total $6,084 $262,000 $268,084 Radio Subscriber Replacements IT00018 IT Reserve 3400-3800-541003 CIPOF Project Total $420,618 $420,618 Renovate Main Library PW00509 PW00509 PW00509 PW00509 PW00509 GO Bonds 2019 GO Bonds 2019 GO Bonds 2019 Future GO Bonds Future GO Bonds 4253-4253-520099 4253-4253-540500 4253-4253-541003 4254-4254-540500 4254-4254-542001 CIPOF CIPOF CIPOF CIPOF CIPOF Project Total Total - Operational Facilities $3,314 $130,161 $76,334 $2,760,884 $142,000 $3,112,693 $20,501,034 Project Type - Parks & Recreation 99th Ave and Olive Trailhead CS00088 CS00088 Future GO Bonds Capital Projects-Outside Srces 4254-4254-543005 4810-4810-520099 CIPPK CIPRT Project Total 481 $2,600,336 $27,926 $2,628,262 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Parks & Recreation 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 $238,250 $40,150 $278,400 Centennial Plaza Decades Walk Expansion 10-20 Yrs CS00229 General 1000-0310-543005 CIPPK Project Total $316,089 $316,089 Country Meadows Park Improvements CS00203 Future GO Bonds 4254-4254-543005 CIPPK Project Total $400,000 $400,000 Inclusive Playground at Rio Vista Community Park CS00205 Future GO Bonds 4254-4254-543005 CIPPK Project Total $1,159,380 $1,159,380 Irrigation and Turf Improvements Program CS00208 CS00208 General General 1000-0310-524004 1000-0310-543005 CIPPK CIPPK Project Total $200,000 $200,000 $400,000 Mountain Trail/Preserve Improvements CS00217 Future GO Bonds 4254-4254-543005 CIPPK Project Total $434,000 $434,000 New River Trail Connections CS00202 CS00202 Future GO Bonds Future GO Bonds 4254-4254-540000 4254-4254-543005 CIPPK CIPPK Project Total $30,000 $312,698 $342,698 New River Trail; Williams Rd to Happy Valley Rd CS00128 Non-Bond Capital Prj 4150-4150-540000 CIPRT $6,341 CS00128 CS00128 Non-Bond Capital Projects GO Bonds 2019 Future GO Bonds 4253-4253-543005 4254-4254-543005 CIPRT CIPPK $105,263 $192,578 $304,182 Project Total NRT - Jomax Rd to CAP and CAP to LPP CS00162 General 1000-0310-520099 CIPPK Project Total 482 $230,000 $230,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Parks & Recreation Paloma Community Park CS00059 CS00059 CS00059 CS00059 CS00059 CS00059 GO Bonds 2019 GO Bonds 2019 Future GO Bonds Future GO Bonds Other Capital Parks Zone 2-Post 8/1/14 4253-4253-543005 4253-4253-543007 4254-4254-540000 4254-4254-543005 4550-4550-542003 7942-7942-543005 CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK Project Total $480,958 $210,387 $25,000 $2,835,778 $761,999 $995,057 $5,309,179 Paloma Community Park Trails CS00218 CS00218 Future GO Bonds Future GO Bonds 4254-4254-520099 4254-4254-543005 CIPPK CIPPK Project Total $12,977 $100,000 $112,977 Park and Recreation Facility Refurbishment CS00185 General 1000-0310-543005 CIPPK Project Total $746,800 $746,800 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 $245,000 $245,000 Pool Renovation and Refurbishment Program CS00238 Municipal Asset Reserve 1970-1970-543005 CIPPK Project Total $272,700 $272,700 Retention Basin Refresh Program CS00004 General 1000-0310-524004 CIPPK Project Total $228,300 $228,300 Rio Vista Skate Park CS00215 CS00215 General General 1000-0310-520099 1000-0310-543005 CIPPK CIPPK Project Total $25,000 $225,000 $250,000 Sports Complex Maintenance Building CS00240 CS00240 Future GO Bonds Future GO Bonds 4254-4254-542002 4254-4254-543005 CIPPK CIPPK Project Total $23,782 $729,236 $753,018 Stadium Improvements (AZSTA) CS00213 AZSTA Sports Complex Improvements 2004-2024-543005 CIPPK Project Total $2,000,000 $2,000,000 Stadium Multi Use Pathway CS00146 Future GO Bonds 4254-4254-543005 CIPPK Project Total 483 $1,184,795 $1,184,795 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Parks & Recreation Stadium Multi-Use Path Phase 2 CS00232 Future GO Bonds 4254-4254-543005 CIPPK Project Total $760,000 $760,000 Stadium Trail Phase 1 CS00146 Capital Projects-Outside Srces 4810-4810-543005 CIPPK Project Total $1,545,788 $1,545,788 Sunrise Mntn Library Automated Materials Handling CS00241 CS00241 General General 1000-0310-542002 1000-0310-543005 CIPPK CIPPK Project Total $134,000 $40,001 $174,001 Westwing Park - ADA Connection to Maya Way CS00230 Other Capital 4550-4550-543005 CIPPK Project Total Total - Parks & Recreation $180,523 $180,523 $20,956,092 Project Type - Public Safety Fire Station No. 2 Dorm Expansion FD00011 FD00011 FD00011 FD00011 Future GO Bonds Fire & Emergency Svc Dev Post 8-1-2014 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 7937-7937-543007 CIPPS CIPPS CIPPS CIPPS Project Total $81,000 $1,000,300 $84,465 $58,900 $1,224,665 Fire Station No. 5 Expansion FD00027 FD00027 Future GO Bonds Future GO Bonds 4254-4254-540500 4254-4254-542006 CIPPS CIPPS Project Total $2,404,045 $74,845 $2,478,890 Fire Station No. 7 Jomax Emergency Traffic Signal FD13101 FD13101 FD13101 FD13101 Fire & Emergency Svc Dev Fire & Emergency Svc Dev Fire & Emergency Svc Dev Post 8-1-2014 Fire & Emergency Svc Dev Post 8-1-2014 7935-7935-540000 7935-7935-540500 7937-7937-540000 7937-7937-540500 CIPPS CIPPS CIPPS CIPPS Project Total $30,000 $32,500 $30,000 $560,500 $653,000 Fire Support Services Building Fiber Installation FD00020 General 1000-0310-540500 CIPPS Project Total $147,915 $147,915 Fire-Medical Department Fleet Storage Annex FD00030 FD00030 Future GO Bonds Future GO Bonds 4254-4254-540000 4254-4254-540500 CIPPS CIPPS Project Total $2,083,500 $634,078 $2,717,578 Mobile and Portable Radios Replacement FD00014 Other Capital 4550-4550-542001 CIPPS Project Total 484 $807,345 $807,345 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Public Safety Self-Contained Breathing Apparatus FD00017 General 1000-0310-541003 CIPPS Project Total Total - Public Safety $1,757,733 $1,757,733 $9,787,126 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 $395,000 $447,874 $842,874 107th Av; Williams Rd to Hatfield Rd Rdwy EN00636 Streets Dev Zone 2 - Post 8-1-2014 7003-7053-520099 CIPST Project Total $273,000 $273,000 135th Av; Ridgeline Rd - Montansoro Ln Rdwy Improv EN00757 Capital Projects-Outside Srces 4810-4810-543001 CIPST Project Total $1,044,641 $1,044,641 67th Av Widening; Pinnacle Peak to Happy Valley EN00100 EN00100 Streets Dev Zone 2 - Post 8-1-2014 Streets Dev Zone 2 - Post 8-1-2014 7003-7053-540000 7003-7053-543001 CIPST CIPST Project Total $1,057,000 $1,987,797 $3,044,797 67th Av; Olive Av to Redfield Rd Landscape Enhance EN00593 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $701,121 $701,121 75th Av & Cactus Rd Intersection Improvements EN00088 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $30,000 $30,000 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt EN00592 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $1,174,978 $1,174,978 75th Ave & Peoria Ave Intersection Improvements EN00081 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $17,297 $17,297 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn EN00594 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $377,935 $377,935 ADA Accessibility PW00025 PW00025 Highway User Highway User 7000-7050-520099 7000-7050-543001 CIPST CIPST Project Total 485 $100,018 $1,025,762 $1,125,780 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Streets Bridge Maintenance & Guardrail Replacement Program EN00243 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $500,000 $500,000 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 $896 $201 $21 $30,084 $31,202 Corrine Drive Street Improvements EN00627 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $216,604 $216,604 Deer Valley Rd; 109th Av 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 $1,270,610 $1,795,957 Project Total Deer Village Unit III Sound Wall EN00640 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $200,000 $200,000 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 $400,000 $400,000 Happy Valley Pkwy Widening; LPP to Agua Fria EN00463 EN00463 EN00463 GO Bonds 2019 GO Bonds 2019 Transportation Sales Tax 4253-4253-540000 4253-4253-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $64,422 $6,208 $300,000 $370,630 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 Prp W/S Rev Bonds 2021 (Wtr) Street IF 2014 WofAguaFria Transportation Sales Tax 2222-2292-543001 7006-7056-543001 7010-7075-540000 CIPST CIPST CIPST Project Total 486 $105,161 $2,909,825 $514,242 $3,529,228 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Streets LPP; Yearling Rd to Jomax Rd Street Improvements EN00637 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $930,000 $930,000 Northern Parkway EN00142 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $1,000,000 $1,000,000 Old Town Intersection Lighting EN00668 Transportation Sales Tax 7010-7075-543001 CIPST Project Total $340,000 $340,000 Olive Av, 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 $120,000 $11,000 $1,523,000 $1,654,000 Pavement Management Program - Preservation PW00138 PW00138 Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $3,561,862 $494,111 $4,055,973 Pavement Management Program - Rehabilitation PW13000 PW13000 PW13000 PW13000 Future GO Bonds Other Capital Highway User Transportation Sales Tax 4254-4254-543001 4550-4550-543001 7000-7050-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $6,800,000 $64,380 $14,516 $1,121,638 $8,000,534 Peoria High School Hawk Signal EN00742 EN00742 Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-543001 7010-7075-543001 CIPST CIPST Project Total $292,333 $372,667 $665,000 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 $460,396 $460,396 Sidewalks Annual Program PW00046 Highway User 7000-7050-543001 CIPST Project Total $391,809 $391,809 Streetlight Pole Replacement & Infill Program PW11160 Highway User 7000-7050-524010 CIPST Project Total 487 $1,374,803 $1,374,803 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Streets Thunderbird Rd & 83rd Av Ped & Shade Initiative EN00645 Transportation Sales Tax 7010-7075-543001 Project Total CIPST $100,000 $100,000 Thunderbird Rd & 91st Av Intersection Safety Mods EN00743 Non-Bond Capital Prj 4150-4150-520099 CIPST $35,000 EN00743 Non-Bond Capital Projects Non-Bond Capital Prj 4150-4150-543001 CIPST $52,661 EN00743 Non-Bond Capital Projects Capital Projects-Outside Srces 4810-4810-543001 CIPST $181,284 $268,945 Project Total Traffic Signal Vistancia Blvd & Ridgeline Rd EN00709 Street IF 2014 WofAguaFria 7006-7056-543001 CIPST Project Total Total - Streets $655,000 $655,000 $37,867,504 Project Type - Traffic Control 107th Av & Rose Garden Ln Traffic Signal EN00708 Transportation Sales Tax 7010-7075-522099 CIPTC Project Total $50,000 $50,000 85th Av & Olive Av Traffic Signal EN00657 EN00657 Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPTC Project Total $100,000 $930,000 $1,030,000 Fiber Optics Installation EN00716 Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $366,000 $366,000 Jomax Rd & LPP Intersection Safety Study EN00723 Transportation Sales Tax 7010-7075-520099 CIPTC Project Total $154,000 $154,000 Lake Pleasant Rd & Rose Garden Ln Traffic Signal EN00697 Capital Projects-Outside Srces 4810-4810-543001 CIPTC Project Total $187,500 $187,500 Olive Av & 85th Av EN00657 Capital Projects-Outside Srces 4810-4810-543001 CIPTC Project Total $250,000 $250,000 Traffic Signal Interconnect Project (TSIP) PW00133 Transportation Sales Tax 7010-7075-543001 CIPTC Project Total 488 $200,000 $200,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Traffic Control Traffic Signal Program EN00170 Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $750,000 $750,000 Traffic Signal Renovation and Replacement PW00993 PW00993 PW00993 Highway User Highway User Highway User 7000-7050-541003 7000-7050-542006 7000-7050-543001 CIPTC CIPTC CIPST Project Total Total - Traffic Control $38 $1,221,687 $19 $1,221,744 $4,209,244 Project Type - Wastewater 101st Ave & Northern Lift Station Pretreat (L103) UT00398 Prp W/S Rev Bonds 2021 (WW) 2453-2573-543003 CIPWW Project Total $112,870 $112,870 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 Equipment Upgrade & Replacement Program UT00317 UT00317 Water Wastewater 2050-2140-542006 2400-2550-542006 CIPWW CIPWW Project Total $41,062 $127,607 $168,669 Beardsley WRF Expansion UT00314 UT00314 UT00314 UT00314 UT00314 UT00314 UT00314 UT00314 UT00314 Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd Wtr IF 2019 N of Bell Wastewater Wastewater Wastewater Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Fees - East of Agua Fria 2050-2140-543003 2162-2222-543003 2164-2224-543003 2166-2226-543003 2400-2550-520099 2400-2550-541003 2400-2550-543003 2453-2573-543003 2506-2626-543003 CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $1,912,758 $752,475 $1,489,109 $1,387,964 $8,046 $2,059 $6,202,767 $97,689 $6,327,583 $18,180,450 Butler Equipment Upgrade & Replacement Program UT00333 UT00333 UT00333 UT00333 Water Water Wastewater Wastewater 2050-2140-542006 2050-2140-542006 2400-2550-542006 2400-2550-542006 CIPWR CIPWW CIPWR CIPWW Project Total $60,000 $27,047 $849,000 $372,990 $1,309,037 Butler IPS Equipment Upgrade & Replacement Program UT00422 UT00422 Wastewater Wastewater 2400-2550-524013 2400-2550-542006 CIPWW CIPWW Project Total 489 $27,831 $801,816 $829,647 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Wastewater Butler WRF Aeration System Upgrades UT00420 Wastewater 2400-2550-543003 CIPWW Project Total $103,683 $103,683 Butler WRF Recharge Wells UT00309 UT00309 Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd 2162-2222-520099 2164-2224-543003 CIPWR CIPWW Project Total $20,987 $39,776 $60,763 El Mirage Road Sewer Infrastructure Upsizing UT00432 Prp W/S Rev Bonds 2021 (WW) 2453-2573-543003 CIPWW Project Total $200,000 $200,000 Emergency Generator Equipment Upgrades UT00514 Wastewater 2400-2550-542006 CIPWW Project Total $40,000 $40,000 Jomax Equipment Upgrade & Replacement Program UT00323 UT00323 UT00323 UT00323 Water Water Wastewater Wastewater 2050-2140-542006 2050-2140-543003 2400-2550-542006 2400-2550-543003 CIPWW CIPWW CIPWW CIPWW Project Total $46,600 $220 $97,427 $12,940 $157,187 Jomax WRF Expansion UT00388 UT00388 Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Fees - West of Agua Fria 2453-2573-543003 2507-2627-543003 CIPWW CIPWW Project Total $2,243,475 $582,410 $2,825,885 Jomax WRF Operations Building UT00389 UT00389 UT00389 UT00389 UT00389 UT00389 UT00389 Water Water Impact Fees - Vistancia Wastewater Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 Highway User 2050-2140-543003 2165-2225-543003 2400-2550-543003 2453-2573-543003 2507-2627-543003 2509-2629-543003 7000-7050-543003 CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $496,540 $1,114,782 $2,530,164 $521,782 $2,454,461 $419,589 $100,000 $7,637,318 Lift Station Reconditioning Program UT00116 UT00116 Wastewater Prp W/S Rev Bonds 2021 (WW) 2400-2550-543003 2453-2573-543003 CIPWW CIPWW Project Total $1,884,995 $274,156 $2,159,151 Local Wastewater Line Improvement Program UT00191 UT00191 Wastewater Prp W/S Rev Bonds 2021 (WW) 2400-2550-543003 2453-2573-543003 CIPWW CIPWW Project Total $728,736 $500,503 $1,229,239 Manhole Rehabilitation Program UT00307 Wastewater 2400-2550-543003 CIPWW Project Total 490 $1,050,000 $1,050,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Wastewater Reclaimed Water System Upgrade Program UT00511 Wastewater 2400-2550-543003 CIPWW Project Total $800,000 $800,000 SROG Line Assessment & Repair UT00321 Wastewater 2400-2550-543003 CIPWW Project Total $442,240 $442,240 Trunk Sewer Line Inspection UT00322 Wastewater 2400-2550-520099 CIPWW Project Total $916,424 $916,424 Trunk Sewer Rehabilitation UT00296 Prp W/S Rev Bonds 2021 (WW) 2453-2573-543003 CIPWW Project Total $100,000 $100,000 Wastewater System R&M Expense Program UT00436 UT00436 UT00436 Wastewater Wastewater Prp W/S Rev Bonds 2021 (WW) 2400-2550-524013 2400-2550-543002 2453-2573-524013 CIPWW CIPWW CIPWW Project Total $354,827 $699,930 $463,309 $1,518,066 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 $41,789,157 Project Type - Water 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 $75,000 $75,000 Arrowhead Shores Site Rehabilitation UT00312 Water 2050-2140-543002 CIPWR Project Total $511,957 $511,957 Asset Management Program UT00256 UT00256 UT00256 Water Wastewater Wastewater 2050-2140-520099 2400-2550-520099 2400-2550-520099 CIPWR CIPWR CIPWW Project Total 491 $318,665 $250,000 $28,066 $596,731 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Water Bailey Well Site Improvements UT00414 Water 2050-2140-543002 CIPWR Project Total $350,000 $350,000 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 $400,000 $3,259,950 $3,659,950 Facility Reconditioning & Water Quality Program UT00206 Water 2050-2140-543002 CIPWR Project Total $3,721,924 $3,721,924 Fire Hydrant & Valve Replacement Program UT00204 Water 2050-2140-543002 CIPWR Project Total $350,000 $350,000 Greenway Equipment Upgrade & Replacement Program UT00316 UT00316 Water Water 2050-2140-542006 2050-2140-543002 CIPWR CIPWR Project Total $1,953,394 $52 $1,953,446 Integrated Water Utility Master Plan (IWUMP) UT00271 UT00271 UT00271 UT00271 UT00271 Water Water Impact Fees - South of Bell Rd Wtr IF 2019 N of Bell Wastewater Wastewater Impact Fees - East of Agua Fria 2050-2140-520099 2163-2223-520099 2166-2226-520099 2400-2550-520099 2506-2626-520099 CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $131,000 $14,045 $33,855 $166,497 $24,603 $370,000 Jomax Booster Station Upgrades UT00285 UT00285 UT00285 UT00285 UT00285 UT00285 UT00285 Water Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd Water Impact Fees - Vistancia Wtr IF 2019 N of Bell Capital Projects-Outside Srces 2050-2140-520099 2050-2140-543002 2162-2222-543002 2164-2224-543002 2165-2225-543002 2166-2226-543002 4810-4810-543002 CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $3,520 $2,343,009 $87,501 $1,000,000 $1,485,149 $195,851 $250,625 $5,365,655 Local Waterline Improvement Program UT00203 Water 2050-2140-543002 CIPWR Project Total $428,775 $428,775 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 MOC Reservoir (R101) Site Improvements UT00434 Water 2050-2140-543002 CIPWR Project Total 492 $427,822 $427,822 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Water 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 $437,194 $437,194 Pyramid Peak Water Treatment Plant - Upgrades UT00037 Prp W/S Rev Bonds 2021 (Wtr) 2222-2292-543002 CIPWR Project Total $3,802,072 $3,802,072 Pyramid Peak Water Treatment Plant Expansion UT00334 UT00334 UT00334 UT00334 UT00334 UT00334 UT00334 Water Water Expansion 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 2165-2225-541003 2166-2226-543002 2271-2297-541003 2271-2297-543002 2271-2297-561002 CIPPS CIPPS CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $355,516 $153,000 $1,669,125 $1,512,311 $20,000,000 $1,678,891 $25,000 $25,393,843 Quintero Equipment Upgrade & Replacement Program UT00418 UT00418 UT00418 Water Water Water 2050-2140-524012 2050-2140-542006 2050-2140-543002 CIPWR CIPWR CIPWR Project Total $199,153 $211,627 $13,270 $424,050 Reclaimed Water Master Plan Implementation UT00505 UT00505 UT00505 Future GO Bonds Future GO Bonds Future GO Bonds 4254-4254-520099 4254-4254-543002 4254-4254-543003 CIPWR CIPWR CIPWW Project Total $277,000 $13,311,960 $685,164 $14,274,124 SCADA Equipment Replacement Program UT00266 UT00266 UT00266 UT00266 UT00266 Water Water Water Wastewater Wastewater 2050-2140-541003 2050-2140-542006 2050-2140-543002 2400-2550-542006 2400-2550-543002 CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $41,066 $375,000 $47,800 $475,000 $191 $939,057 Sports Complex Well Relocation UT00391 UT00391 Half Cent Sales Tax Water 1210-0350-543002 2050-2140-543002 CIPWR CIPWR Project Total $116,700 $58,300 $175,000 Technology and Security Master Plan UT00304 Water Impact Fees - North of Bell Rd 2164-2224-520099 CIPWR Project Total 493 $171,000 $171,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Water 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 $300,000 $2,000,000 $2,300,000 Utility Billing System UT00160 UT00160 UT00160 UT00160 UT00160 UT00160 UT00160 UT00160 Water Impact Fees - South of Bell Rd Water Impact Fees - Vistancia Wastewater Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Commercial Solid Waste Residential Solid Waste Storm Water Drainage System 2163-2223-542007 2165-2225-542007 2400-2550-542007 2506-2626-542007 2507-2627-542007 2590-2720-542007 2600-2760-542007 2700-2900-542007 CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $5,000 $58,000 $32,000 $5,000 $5,000 $13,000 $27,000 $5,000 $150,000 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 $22,977 $7,352 $2,022 $18,004 $50,355 Water Line Assessment and Replacement UT00335 UT00335 Water Water 2050-2140-520099 2050-2140-543002 CIPWR CIPWR Project Total $151,400 $3,296,952 $3,448,352 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 $371,591 $456,772 Water System R&M Expense Program UT00438 Water 2050-2140-543002 CIPWR Project Total $1,483,690 $1,483,690 Water/Wastewater Hydraulic Model Update Program UT00428 UT00428 Water Wastewater 2050-2140-520099 2400-2550-520099 CIPWR CIPWR Project Total $88,135 $229,345 $317,480 Weedville Well Site Rehabilitation UT00441 UT00441 UT00441 Water Water Impact Fees - South of Bell Rd Prp W/S Rev Bonds 2021 (Wtr) 2050-2140-543002 2163-2223-543002 2222-2292-543002 CIPWR CIPWR CIPWR Project Total 494 $171,389 $1,322,047 $1,041,661 $2,535,097 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2022 Project Type - Water 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 $300,000 $318,609 $2,277,026 $2,895,635 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 - Vistancia 2050-2140-543002 2165-2225-543002 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 495 $1,725,000 $1,725,000 Total - Water $84,966,399 Total FY 22 CIP $241,886,630 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division FY 2022 FY 2022 One-time Cost Ongoing Cost FY 2022 Total Cost Suppl. # Supplemental Description City Clerk City Clerk City Clerk 0150-01 0150-02 2021 Election Contract Management Analyst - Fixed Term Total - City Clerk $211,232 $50,000 $261,232 $0 $0 $0 $211,232 $50,000 $261,232 Development and Engineering Building Development Building Development Engineering Services Architectural Services Eng Inspection Svc Eng Inspection Svc 0650-01 0650-02 0812-01 0813-01 0820-01 0820-02 Building Inspector I (Contract) Development Technician I (Contract) CIP Project Manager I - Eng Srvs (Contract) CIP Project Manager I - Arch Srvs (Contract) Engineering Inspector (Contract) Engineering Inspector (Contract) Total - Development and Engineering $90,450 $80,705 $98,936 $100,006 $92,500 $103,127 $565,724 $0 $0 $0 $0 $0 $0 $0 $90,450 $80,705 $98,936 $100,006 $92,500 $103,127 $565,724 Economic Development Services Economic Development Services Economic Development Services Economic Development Services Economic Development Services Economic Development Services Economic Development Services Economic Development Services Economic Development Services 0352-01 0352-02 0352-03 0352-04 0352-05 0352-06 0352-07 0352-08 Economic Development Operational Costs Sales and Marketing Overnight Travel Advertising and Marketing Professional Services - Impact Studies Smart Cities Region Consortium Small Business Development Center (SBDC) Business Attraction Consulting Services - CA. Business Attraction Consulting Services - Canada Total - Economic Development Services $0 $14,971 $4,100 $15,000 $25,000 $106,937 $50,000 $39,600 $255,608 $13,625 $0 $0 $0 $0 $0 $0 $0 $13,625 $13,625 $14,971 $4,100 $15,000 $25,000 $106,937 $50,000 $39,600 $269,233 Finance and Budget Materials Management Materials Management 0440-01 0440-02 Copier Replacements - Phase 1 Copier Replacements - Phase 2 Total - Finance and Budget $62,000 $43,000 $105,000 $0 $0 $0 $62,000 $43,000 $105,000 General Fund Finance Utilities Customer Service 0450-01 Customer Service Representative II - Temporary Total - Finance Utilities $59,259 $59,259 $0 $0 $59,259 $59,259 Fire-Medical Fire Prevention Fire Support Services Emergency Medical Services Emergency Medical Services Fire Operations Fire Operations 1210-01 1220-02 1230-01 1230-02 1260-01 1260-02 Arson Training Replacing 1557 & 1227 (Impala) w/ F150 Crew Cabs Community Paramedicine Program Administrative Assistant II - Classified Certified PPE for Brush Fires Hazmat Portable Meter $9,450 $23,841 $375,700 $0 $59,000 $26,000 $0 $0 $0 $64,654 $0 $0 $9,450 $23,841 $375,700 $64,654 $59,000 $26,000 496 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Fire Operations Fire Operations Human Resources Human Resources FY 2022 FY 2022 One-time Cost Ongoing Cost Suppl. # Supplemental Description 1260-03 1260-04 CAD Dispatch Service Fee Increase Redshirt Position 0070-02 FY 2022 Total Cost Total - Fire-Medical $0 $36,921 $530,912 $110,917 $304 $175,875 $110,917 $37,225 $706,787 Total - Human Resources $25,000 $25,000 $0 $0 $25,000 $25,000 Tuition Reimbursement Leadership and Management City Manager's Office City Manager's Office Governmental Affairs Governmental Affairs Governmental Affairs Office of Real Estate Development 0020-01 0020-02 0025-01 0025-02 0025-03 0027-01 Internships Zencity State & Federal Representation Community Program Partnership League of Cities & Towns Booth Land Development Consultant Services Total - Leadership and Management $106,233 $24,000 $96,818 $35,000 $4,000 $100,000 $366,051 $0 $0 $0 $0 $0 $0 $0 $106,233 $24,000 $96,818 $35,000 $4,000 $100,000 $366,051 Mayor and Council Mayor & City Council Mayor & City Council 0010-01 0010-07 State of the City Event Youth Delegation Conference Attendance Total - Mayor and Council $17,800 $14,250 $32,050 $0 $0 $0 $17,800 $14,250 $32,050 Municipal Court Municipal Court Municipal Court 0250-01 0250-02 Full-Time Associate Judge Contract Judicial Assistants (2) $0 $118,868 $118,868 $100,000 $0 $100,000 $100,000 $118,868 $218,868 $20,000 $37,800 $25,000 $12,000 $25,120 $150,000 $75,000 $79,200 $89,274 $25,000 $62,245 $52,000 $36,000 $148,000 $163,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,000 $37,800 $25,000 $12,000 $25,120 $150,000 $75,000 $79,200 $89,274 $25,000 $62,245 $52,000 $36,000 $148,000 $163,100 Total - Municipal Court Neighborhood & Human Services Peoria Center for Performing Arts Peoria Center for Performing Arts Code Compliance Code Compliance Code Compliance Community Assistance Community Assistance Community Assistance Community Engagement Am/Pm Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program 0043-01 0043-02 0550-01 0550-02 0550-03 0570-01 0570-02 0570-03 0590-01 1420-01 1510-01 1510-02 1510-03 1510-04 1510-05 PCPA Ticket Surcharge - Facility Maintenance PCPA Operations Graffiti Abatement Property Abatement Code Enforcement Operations FY22 Supplemental Neighborhood Grant Funding FY22 Supplemental Homeless Navigation Services FY22 Supplemental Emergency Shelter Services Community Engagement Supplemental Request 21st Century Grant Partnership Parkfest Cultural Diversity Events Veterans Day - Veterans Memorial 2nd Saturdays Partnership Events 497 Schedule 11 - Summary of Additions/(Reductions) by Department FY 2022 FY 2022 One-time Cost Ongoing Cost Fund / Department / Division Suppl. # Supplemental Description Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Community Center 1510-06 1510-07 1510-08 1510-09 1510-10 1510-11 1510-12 1530-01 Special Events Coordinator (Fixed Term, One Year) Boards and Commissions Recognition Dinner Somos Peoria Bravo Peoria/Explore the Library Signature Event Holiday Lighting City-wide Community Engagement Marketing Community Garden Total - Neighborhood & Human Services 0300-01 Project Cities Non-Departmental Non-Departmental Office of Communications Public Information Office Public Information Office Public Information Office 0040-01 0040-02 0040-03 FY 2022 Total Cost $84,826 $5,000 $176,000 $20,132 $470,000 $55,000 $60,000 $5,550 $1,876,247 $0 $0 $0 $0 $0 $0 $0 $0 $0 $84,826 $5,000 $176,000 $20,132 $470,000 $55,000 $60,000 $5,550 $1,876,247 Total - Non-Departmental $50,000 $50,000 $0 $0 $50,000 $50,000 Total - Office of Communications $15,000 $20,000 $50,000 $85,000 $0 $0 $0 $0 $15,000 $20,000 $50,000 $85,000 Pop Up Peoria Advertising/Tourism Website Upgrade Parks, Recreation and Community Facilities PRCF Administration Paloma Community Park Contracted Landscape Maintenance Trails Maintenance 1390-02 1534-01 1600-01 1610-01 Facilities Operations - Parks/Aquatics/Trails Paloma Utility CIP Landscape Maintenance O & M CIP Trails Maintenance O&M Total - Parks, Recreation and Community Facilities $160,000 $0 $0 $59,300 $219,300 $51,477 $22,820 $51,800 $205,475 $331,572 $211,477 $22,820 $51,800 $264,775 $550,872 Police Police Administration Police Administration Criminal Investigation Criminal Investigation Patrol Services - South Patrol Services - North Operations Support Operations Support Operations Support Operations Support Operations Support Pd Technical Support Pd Technical Support Pd Technical Support 1000-03 1000-05 1010-01 1010-02 1020-02 1021-01 1025-01 1025-02 1025-04 1025-05 1025-09 1030-01 1030-02 1030-07 Contract Legal Advisor Training - COPPS MOU Training for Criminal Investigations and Traffic Criminal Investigations Vehicles (2) Crime Prevention Program Police Officers (2) Traffic Prevention Program Canine Support and Equipment School Resource Sergeant Vehicle Canine Sergeant Vehicle Vehicle Retrofit (2) Contract Personnel - Telephone Report Writing Unit Predictive Policing RSA Token Replacement $80,000 $26,000 $35,000 $92,000 $35,000 $101,037 $35,000 $2,600 $80,143 $81,000 $4,490 $82,000 $24,000 $17,800 $0 $0 $0 $0 $0 $295,011 $0 $0 $0 $0 $0 $0 $0 $0 $80,000 $26,000 $35,000 $92,000 $35,000 $396,048 $35,000 $2,600 $80,143 $81,000 $4,490 $82,000 $24,000 $17,800 498 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description Pd Technical Support Staff Services 1030-08 1040-01 Leads Online Expansion SCBA Physical Evaluations Public Works Public Works Administration 0900-02 FY 2022 FY 2022 One-time Cost Ongoing Cost FY 2022 Total Cost Total - Police $15,000 $12,250 $723,320 $0 $0 $295,011 $15,000 $12,250 $1,018,331 Total - Public Works $20,000 $20,000 $0 $0 $20,000 $20,000 Total - General Fund $5,293,571 $916,083 $6,209,654 Public Art Arts Programming Art Grants Public Art Operations & Maintenance Total - Neighborhood & Human Services $40,000 $47,500 $49,800 $46,000 $183,300 $0 $0 $0 $0 $0 $40,000 $47,500 $49,800 $46,000 $183,300 Total - Percent for the Arts Fund $183,300 $0 $183,300 GPEC Membership Cost Increase Total - Non-Departmental $0 $0 $2,775 $2,775 $2,775 $2,775 Total - Half Cent Sales Tax Fund $0 $2,775 $2,775 Total - Water Services $30,000 $10,000 $0 $40,000 $0 $0 $1,761,000 $1,761,000 $30,000 $10,000 $1,761,000 $1,801,000 Total - Water Fund $40,000 $1,761,000 $1,801,000 Strategic Planning Percent for the Arts Fund Neighborhood & Human Services Percent For The Arts Percent For The Arts Percent For The Arts Percent For The Arts 0120-01 0120-02 0120-03 0120-04 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax 0350-01 Water Fund Water Services Sustainability & Conservation Sustainability & Conservation Water Supply 2105-01 2105-03 2125-01 The Nature Conservancy Fund Sustainability Action Plan Update Water Supply Budget Adjustment 499 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description 2496-02 Butler Overtime Increase FY 2022 FY 2022 One-time Cost Ongoing Cost FY 2022 Total Cost Wastewater Fund Water Services Butler Water Reclamation Facility Total - Water Services $10,000 $10,000 $0 $0 $10,000 $10,000 Total - Wastewater Fund $10,000 $0 $10,000 Total - Public Works $0 $0 $54,000 $54,000 $54,000 $54,000 Total - Commercial Solid Waste Fund $0 $54,000 $54,000 Solid Waste Equipment Operator and Vehicle Hose Replacement Recycling Processing Fees Total - Public Works $350,000 $0 $0 $350,000 $176,643 $60,000 $817,000 $1,053,643 $526,643 $60,000 $817,000 $1,403,643 Total - Residential Solid Waste Fund $350,000 $1,053,643 $1,403,643 Combination Truck (Hydrovac/Jet Rodder) Fuel and Fleet Maintenance Total - Public Works $100,000 $0 $100,000 $17,600 $10,750 $28,350 $117,600 $10,750 $128,350 Total - Storm Water Drainage System Fund $100,000 $28,350 $128,350 $0 $0 $46,500 $60,000 $46,500 $60,000 Commercial Solid Waste Fund Public Works Commercial Front Load 2720-01 Landfill Services Residential Solid Waste Fund Public Works Residential Collection Residential Collection Residential Recycling 2760-01 2760-02 2770-01 Storm Water Drainage System Fund Public Works Drainage Systems Operations Drainage Systems Operations 2900-01 2900-04 Fleet Services Fund Public Works Fleet Maintenance Fleet Maintenance 3420-01 3420-02 Fuel & Maintenance for Supplemental Vehicles Hose Replacement Inventory 500 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # FY 2022 FY 2022 One-time Cost Ongoing Cost Supplemental Description FY 2022 Total Cost Total - Public Works $0 $106,500 $106,500 Total - Fleet Services Fund $0 $106,500 $106,500 Increased City Insurance Claims and Premium Costs Total - City Attorney $0 $0 $165,000 $165,000 $165,000 $165,000 Total - Insurance Reserve Fund $0 $165,000 $165,000 Total - Human Resources $250,000 $250,000 $0 $0 $250,000 $250,000 Total - Employee Benefits - Self Insurance Fund $250,000 $0 $250,000 Generator Cam Locks for DCSB, PSAB, IT, & MOC Replace Flame Retardant Drapes in the Pine Room Water Heaters and Cooler Replacement Program Technical Operations Building R&M UPS Battery Replacement PSAB Evidence Cooler Condensers Total - Public Works $30,000 $13,000 $70,000 $27,000 $20,000 $75,000 $235,000 $0 $0 $0 $0 $0 $0 $0 $30,000 $13,000 $70,000 $27,000 $20,000 $75,000 $235,000 Total - Facilities Maintenance Fund $235,000 $0 $235,000 $0 $0 $230,520 $175,000 $57,028 $242,059 $267 $0 $57,028 $242,059 $230,787 $175,000 Insurance Reserve Fund City Attorney Claims & Insurance 3600-01 Employee Benefits - Self Insurance Fund Human Resources Employee Benefits - Health 3630-01 Fire Cancer Screening Program Facilities Maintenance Fund Public Works Daytime Facility Services Daytime Facility Services Daytime Facility Services Technical Operations Technical Operations Technical Operations 3660-01 3660-02 3660-03 3700-01 3700-02 3700-03 Information Technology Fund Information Technology IT Operations IT Operations IT Operations IT Operations 3750-02 3750-03 3750-04 3750-05 Additional Software Maintenance Technical Security Enhancements Contract Staff Additional Professional Services 501 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description Radio System Operations 3760-01 RWC Capital Site Projects FY 2022 FY 2022 One-time Cost Ongoing Cost FY 2022 Total Cost Total - Information Technology $70,545 $476,065 $0 $299,354 $70,545 $775,419 Total - Information Technology Fund $476,065 $299,354 $775,419 P83 Auto Dist, Lights & Signs Industrial Vacuum System for Obliteration Truck for WS/Small Project Inspector Total - Public Works $110,000 $15,000 $38,017 $163,017 $0 $0 $6,993 $6,993 $110,000 $15,000 $45,010 $170,010 Total - Highway User Fund $163,017 $6,993 $170,010 FY22-CDBG Funding Total - Neighborhood & Human Services $1,296,905 $1,296,905 $0 $0 $1,296,905 $1,296,905 Total - Community Dev Block Grant Fund $1,296,905 $0 $1,296,905 Leadership Training Property and Evidence Equipment/Pill Counter CIS Cellebrite Maintenance Taser Replacement/Repairs Printers for Patrol Sgt Vehicles (OOP and IAH) Total - Police $15,000 $2,500 $10,000 $55,000 $7,312 $89,812 $0 $0 $0 $0 $0 $0 $15,000 $2,500 $10,000 $55,000 $7,312 $89,812 Total - State Anti-Racketeering - PD Fund $89,812 $0 $89,812 $35,000 $16,214 $0 $0 $35,000 $16,214 Highway User Fund Public Works Streets Admin Signs And Striping Street Maintenance 7000-02 7010-1 7030-02 Community Dev Block Grant Fund Neighborhood & Human Services Comm Dev Block Grant 7160-01 State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd 7500-01 7500-02 7500-03 7500-04 7500-05 Federal Forfeiture Fund Police Federal Forfeiture Federal Forfeiture 7520-01 7520-02 SWAT Ballistic Helmets and Patrol Helmets LED Pole Cameras (2) 502 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # FY 2022 FY 2022 One-time Cost Ongoing Cost Supplemental Description FY 2022 Total Cost Total - Police $51,214 $0 $51,214 Total - Federal Forfeiture Fund $51,214 $0 $51,214 $8,538,884 $4,393,698 $12,932,582 Total - Additions/(Reductions) 503 504 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 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 Projected FY2022 $ 2,291 $ 2,267 $ 1,861 $ 2,985 $ 2,924 $ 4,440 $ 11,639 $ 2,917 $ 1,872 $ 3,954 $ 1,432 $ 2,512 $ 2,051 $ 6,254 $ 1,608 $ 3,841 $ 5,081 $ 4,673 $ 1,313 $ 2,746 $ 3,275 $ 13,747 $ 3,008 $ 363 $ 4,072 $ 3,435 $ 5,299 $ 5,176 $ 4,079 $ 2,822 $ 2,163 $ 7,131 $ 3,856 $ 1,146 $ 3,287 $ 4,073 $ 10,418 $ 1,289 $ 3,151 $ 1,315 $ 3,878 $ 2,502 $ 2,005 $ 4,297 $ 1,901 $ 4,809 $ 4,583 $ 20,882 $ 2,578 $ 3,437 $ 716 $ 3,411 $ 15,247 $ 8,801 $ 4,011 Description 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 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 Projected FY2022 Ironwood Phase 3A $ 903 Ironwood Phase 3B $ 836 Ironwood Phase 4A $ 836 Ironwood Phase 4B $ 1,003 Crosswinds $ 3,295 Sun Cliff III $ 1,171 Ryland @ Silvercreek $ 5,352 Harbor Shores @ Desert Harbor $ 1,268 Sun Aire Estates, UNIT 6 $ 2,186 Silverton 2 $ 7,935 Dove Valley Ranch Parcel 6 $ 9,198 Dove Valley Ranch Parcel 3B $ 5,686 Dove Valley Ranch Parcel 3C $ 5,144 Dove Valley Ranch Parcel 3F $ 2,408 Dove Valley Ranch Parcel 2B & 2C $ 1,906 Dove Valley Ranch Parcel 2D $ 5,738 Dove Valley Ranch Parcel 2E $ 3,512 Dove Valley Ranch Parcel 2F $ 2,799 Terramar Parcel 7A $ 2,865 Terramar Parcel 11 $ 2,555 Skyview Place $ 4,146 Arrowhead Shadows $ 4,625 Erin Groves $ 4,943 Bay Pointe Unit Two @ V.L. $ 5,104 Springer Ranch 2 $ 2,339 Greystone II Heritage @ V.L. $ 3,868 Erin Groves 2 $ 2,486 Hunter Field Estates $ 1,335 Twin Palms $ 2,711 Desert Star Subdivision $ 8,579 Westwing Mountain Parcel 1A $ 2,675 Westwing Mountain Parcel 4 $ 501 Westwing Mountain Parcel 5 $ 334 Westwing Mountain Parcel 6 $ 669 Westwing Mountain Parcel 8 $ 1,962 Westwing Mountain Parcel 9 $ 2,341 Westwing Mountain Parcel 10 $ 1,840 Westwing Mountain Parcel 11 $ 2,280 Westwing Mountain Parcel 12 $ 2,127 South Bay Unit 2 @ Ventana Lakes $ 3,345 Sun Cliff V $ 5,539 Fletcher Heights 3A $ 16,091 Fletcher Heights 3B $ 4,695 Central Park Subdivision $ 5,149 Starlight Canyon $ 1,338 North Ranch $ 5,581 Tuscany Shores - Desert Harbor Parce $ 2,292 West Valley Ranch $ 2,173 Sunset Ranch $ 2,210 Sonoran Mountain Ranch Parcel 1 $ 4,440 Sonoran Mountain Ranch Parcel 2 $ 4,583 Vistancia Village A Par A37 $ 1,576 Vistancia Village A Par A36 $ 2,148 Vistancia Village A Par A33 $ 2,005 Vistancia Village Par A 32 $ 1,718 Schedule 12 - Improvement Districts Revenues Description 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 $ Tierra Del Rio Parcel 10A Tierra del Rio Parcel 9 $ Tierra Del Rio Parcel 13A $ Camino a Lago South, Unit 8 $ Camino a Lago South, Unit 7 $ Tierra Del Rio Parcel 4a $ Camino a Lago South, Unit 5 $ Camino a Lago South, Unit 6 $ Tierra Del Rio Parcel 4B $ Terramar 9B $ Tierra Del Rio Parcel 12 $ Tierra Del Rio Parcel 11 $ Sunset Ranch IIA $ The Meadows Parcel 11 $ The Meadows Parcel 12A $ Sunset Ranch IIB $ The Meadows Parcel 12B $ The Meadows ParcelL 9 $ Vistancia Parcel F3 - Phase 1 $ Vistancia Parcel F3 - Phase 2 $ Vistancia Parcel F4 Phase 1 $ Vistancia Parcel F4 Ph2 $ Vistancia Parcel F4 PH 3 $ Vistancia Parcel F5 $ Vistancia Parcel F1 Phase 1 $ Vistancia North Phase 3 Parcel F1 Ph $ The Meadows Parcel 4A $ Sunset Ranch IIC $ Sunset Ranch IID $ Sunset Ranch IIE $ Umbria Estates $ Tierra Del Rio Parcel 1 $ Tierra Del Rio Parcel 13B $ Sunset Ranch IIF $ Tierra Del Rio Parcel 10B $ Tierra Del Rio Parcel 27 $ Terramar Parcel 10B $ The Meadows Parcel 4B $ Tierra Buena $ Tierra Del Rio Parcel 23 $ Sunset Ranch IIG $ Sunset Ranch IIH $ Tierra Buena II $ Tierra Del Rio Parcel 22 $ Peoria Village $ Vistancia Parcel A18 $ Vistancia Parcel A21/A22 $ Lizard Trails $ Tierra Del Rio Parcel 20A & 21A $ Tierra Del Rio Parcel 21B $ Sunrise Vista $ Sierra Ridge Estates $ Terramar Cove $ Tierra Del Rio Parcel 2 $ Tierra Del Rio Parcel 3A $ Projected FY2022 2,435 3,580 2,578 3,295 2,435 3,131 3,580 4,297 1,003 1,576 4,870 4,440 1,994 8,021 6,668 1,410 6,588 7,842 1,003 429 1,146 143 573 1,289 1,146 798 7,152 529 287 1,003 429 2,005 1,003 640 1,289 9,409 1,567 5,939 1,276 9,028 573 573 585 4,297 2,751 1,003 1,432 716 5,347 1,432 573 2,222 859 4,048 3,171 505 Description 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 SLID 131 SLID 135 SLID 136 SLID 137 SLID 138 SLID 139 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 Bay Pointe @ V.L. Sun Cliff IV Ironwood Phase 1A Ironwood Phase 1B Ironwood Phase 2A Ironwood Phase 2B Projected FY2022 $ 3,008 $ 1,146 $ 3,069 $ 5,443 $ 6,265 $ 5,569 $ 798 $ 3,353 $ 1,718 $ 24,567 $ 10,456 $ 2,292 $ 3,429 $ 3,724 $ 2,721 $ 3,216 $ 8,286 $ 5,134 $ 8,144 $ 836 $ 4,750 $ 2,913 $ 2,721 $ 5,940 $ 3,366 $ 2,005 $ 1,146 $ 3,967 $ 11,705 $ 6,135 $ 2,750 $ 14,123 $ 4,190 $ 13,940 $ 3,010 $ 7,861 $ 6,021 $ 5,849 $ 6,152 $ 4,107 $ 2,721 $ 5,854 $ 15,220 $ 7,931 $ 6,215 $ 3,142 $ 2,242 $ 1,673 $ 1,338 Description 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 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 Projected FY2022 Vistancia Village A Par A14 $ 1,432 Vistancia Village A Par A13 $ 1,146 Vistancia Village Par A12 $ 1,861 Vistancia Village A Par A10B $ 1,718 Cibola Vista 1B $ 859 Cibola Vista 2 $ 4,154 Cibola Vista 3 $ 4,146 Cibola Vista 4 $ 3,305 Cibola Vista 5 $ 5,708 Sonoran Mountain Ranch Parcel 4.1 $ 4,011 Sonoran Mountain Ranch Parcel 4.2 $ 2,997 Sonoran Mountain Ranch Parcel 5 $ 2,865 Sonoran Mountain Ranch Parcel 6 $ 4,573 Sonoran Mountain Ranch Parcel 7 $ 4,847 Sonoran Mountain Ranch Parcel 9A Ph $ 3,008 Sonoran Mountain Ranch Parcel 9A Ph $ 2,005 Westwing Ph 2 Par 18 $ 2,906 Westwing Ph 2 Par 19 $ 1,338 Westwing Ph 2 Par 29 $ 4,348 Westwing Ph 2 Par 15 $ 3,177 Sonoran Mtn Ranch 9b $ 1,861 Casa Del Rey $ 15,590 Westwing Ph 2 Par 21 $ 1,500 Westwing Ph 2 Par 22 $ 2,000 Sonoran Mountain Ranch Parcel 10 $ 6,711 Vistancia Village A Parcel A9 $ 1,985 Fletcher Farms $ 3,580 Vistancia Village A Parcel G10 $ 1,146 Vistancia Phase 2 Parcel A-8 $ 1,289 Vistancia Phase 2 Parcel A-15 $ 1,861 Vistancia North Parcel G-11 $ 859 Riverstone Estates $ 3,008 Vistancia Village A Parcel G3 $ 2,414 Vistancia Parcel A-7 $ 859 Varney Village $ 429 Vistancia North Parcel G-4 $ 1,146 Vistancia A28 $ 3,151 Vistancia A29 $ 1,962 Sonoran Mountain Ranch Parcel 14 $ 3,295 Vistancia Parcel G2 $ 2,148 Park Rose $ 3,348 Vistancia North G-1 $ 2,578 Plaza Del Rio Phase I $ 716 Plaza Del Rio Phase 2 $ 1,651 Tierra del Rio Parcel 6 $ 8,451 Tierra Del Rio North - Parcel 28 $ 2,435 Plaza Del Rio Phase 3 $ 2,865 Rio Estates $ 1,170 Grand Manor $ 2,205 Schedule 12 - Improvement Districts Revenues MID 1 MID 2 MID 3 MID 4 MID 5 MID 6 MID 7 MID 10 MID 69 MID 1025 MID 1044 Description SLID 1103 SLID 1104 SLID 1105 SLID 1106 SLID 1107 SLID 1108 SLID 1109 SLID 1110 SLID 1111 SLID 1112 SLID 1113 SLID 1114 SLID 1115 SLID 1116 SLID 1117 SLID 1118 SLID 1119 SLID 1120 SLID 1121 SLID 1123 SLID 1124 SLID 1126 SLID 1127 SLID 1128 SLID 1130 SLID 1131 SLID 1132 SLID 1133 SLID 1135 SLID 1136 SLID 1137 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 $ Tierra Del Rio Parcel 20B $ Aloravita Phase 1 Parcel 1 $ Aloravita Phase 1 Parcel 2 $ Aloravita Phase 1 Parcel 3 $ Aloravita Phase 1 Parcel 5 $ Aloravita Phase 1 Parcel 6 $ Sunset Ranch Parcel IIJ $ Trailside At Happy Valley Phase 1 $ Three Olive Park $ Trailside At Happy Valley Phase 2 $ The Meadows 2A $ The Meadows Parcel 2B $ Trailside At Happy Valley Phase 3 $ Trailside At Happy Valley Phase 4 $ Vistancia Village A Parcel A5 $ Vistancia Village D Parcel D3B $ Vistancia Village D Parcel D4 $ Vistancia Village D Parcel D2 $ Vistancia Village D Parcel D1 $ The Meadows Parcel 1 & 3 Phase 1 $ SPARROW RANCH $ The Meadows Parcels 1 & 3 Phase 2 $ The Meadows Parcel 1 & 3 Phase 1 $ The Meadows Parcels 7 & 8 Phase 2 $ Four Seasons at Ventana Lakes $ Sonoran Place Phase 1 $ Sonoran Place Phase 2 $ Trenton Park $ Aloravita North Phase 2 - Parcel 13 $ Aloravita North Phase 2 - Parcel 7 $ Aloravita North Phase 2 - Parcel 8 $ TOTAL $ 8,502 5,058 4,254 5,972 15,100 16,173 8,188 13,821 7,718 4,068 3,134 91,989 Projected FY2022 3,151 1,754 2,233 1,276 1,434 1,595 1,003 7,170 5,156 1,281 3,008 3,437 3,437 3,580 859 1,289 1,576 1,718 1,289 4,893 956 1,913 1,266 1,913 2,173 3,023 2,134 1,595 2,228 3,030 2,117 1,046,837 Schedule 13 - Sources and Uses GENERAL AND OTHER FUNDS SPECIAL REVENUE TRUST AND AGENCY CAPITAL PROJECTS Fund Balance 135,382,980 77,154,699 106,350,253 38,704,811 10,902 Total Fund Balance 135,382,980 77,154,699 106,350,253 38,704,811 Taxes 93,248,372 19,932,027 - Intergovernmental Revenue Charges for Service 49,910,512 20,010,903 35,944,959 Fines & Forfeitures FUND NAME ENTERPRISE INTERNAL FUNDS SERVICES DEBT SERVICE TOTAL 2,511,046 23,455,860 383,570,551 10,902 2,511,046 23,455,860 383,570,551 - - - 20,725,976 133,906,375 - - - 1,830,000 - 71,751,415 11,129,084 105,861,926 54,786,751 - - - 207,722,720 1,553,000 119,634 - - - - - 1,672,634 Licenses & Permits 4,481,881 - - - - - - 4,481,881 Rents 1,247,345 - 2,119,000 - - - - 3,366,345 Interest Income 1,442,500 984,116 869,281 538,000 150 152,711 140,000 4,126,758 Miscellaneous Income 709,048 235,000 4,235,000 60,000 - 5,308,918 - 10,547,966 - - 56,051,731 - - 64,505,092 - 120,556,823 Transfers In 12,938,869 3,732,097 4,376,000 3,774,406 15,300 - 7,576,756 32,413,428 Total Sources 201,476,486 56,142,861 173,512,938 59,159,157 15,450 71,796,721 28,442,732 590,546,345 Personal Services 130,603,003 6,771,079 18,099,141 10,422,760 15,300 - - 165,911,283 Contractual Services 46,059,563 19,970,371 49,989,507 38,717,118 - 1,091,184 45,000 155,872,743 Commodities 5,059,467 1,243,557 3,684,890 4,536,124 - - - 14,524,038 Capital Outlay 13,261,405 38,801,736 111,797,291 4,246,138 - 66,234,354 - 234,340,924 Debt Service - - 13,095,926 - - - 32,155,086 45,251,012 Contingency 60,250,000 8,100,000 5,000,000 1,750,000 - 1,000,000 3,000,000 79,100,000 Transfers Out 21,482,419 8,189,973 1,738,800 1,002,236 - - - 32,413,428 Total Uses 276,715,857 83,076,716 203,405,555 60,674,376 15,300 68,325,538 35,200,086 727,413,428 Estimated Balance 6/30/22 60,143,609 50,220,844 76,457,636 37,189,592 11,052 5,982,229 16,698,506 246,703,468 Fund Balance Sources Bond Proceeds Uses 506 507 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) Line 11: Reduction for Fund Balance Reserved for Future Budget Year Expenditures 2022 2022 2022 2022 2022 2022 2022 2022 12,938,869 21,482,419 9 10 * ** *** 255,233,438 13 Budgeted Expenditures/Expenses 2022 74,886,743 125,107,587 8,189,973 3,732,097 0 35,200,086 51,898,592 0 7,576,756 0 Funds 15,300 26,352 0 15,300 0 0 150 10,902 15,300 21,000 695,000,000 238,237,194 $ 456,762,806 $ 1,016,693,827 665,000,000 234,565,705 430,434,295 943,393,020 $ $ 695,000,000 941,703,663 0 0 0 0 0 32,413,428 32,413,428 0 125,865,741 406,620,375 20,481,976 5,165,020 383,570,551 452,694,162 665,000,000 Total All Funds 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). 2022 695,000,000 $ 2021 665,000,000 59,672,140 96,861,732 1,002,236 3,774,406 0 0 55,384,751 38,704,811 57,144,364 60,894,680 Internal Service Funds $ 201,666,755 278,124,391 1,738,800 4,376,000 0 56,051,731 113,085,207 106,350,253 119,922,327 207,964,458 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. 68,325,538 74,307,767 0 0 0 69,814,010 1,982,711 2,511,046 19,939,986 48,258,506 Capital Projects Enterprise Fund Permanent Fund Funds Available 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 315,377,242 12 11 0 8 0 384,000 0 0 52,410,764 183,372,792 23,455,860 25,043,905 7 5,165,020 4 77,154,699 42,247,262 20,481,976 135,382,980 26,192,102 Debt Service Fund 6 188,381,018 3 76,383,429 Special Revenue Fund 5 245,285,825 2 Total Financial Resources Available E D D D D C B B E E 1 General Fund 2022 Maintained for Future Financial Stability Maintained for Future Capital Projects Maintained for Future Debt Retirement Actual Expenditures/Expenses** 2021 2022 Adopted/Adjusted Budgeted Expenditures/Expenses* 2021 Fiscal year S c h Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal year 2022 Schedule 15 - Auditor General Schedule B Tax Levy and Tax Rate Information Fiscal year 2022 2021 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 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 Property tax judgment B. Secondary property taxes Property tax judgment C. Total property tax levy amounts 2022 6,200,757 $ 6,475,867 4,811,933 $ 5,165,020 $ $ 19,081,804 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 $ 23,893,737 $ 4,571,337 240,597 4,811,934 $ $ $ $ 20,481,976 $ 25,646,996 18,127,714 954,090 19,081,804 23,893,738 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.2900 0.2900 Property tax judgment (2) Secondary property tax rate 1.1500 1.1500 Property tax judgment (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. 508 Schedule 16 - Auditor General Schedule C Revenues Other than Property Taxes Fiscal Year 2022 Estimated revenues 2021 Source of revenues Estimated revenues 2022 Actual revenues* 2021 General Fund Local taxes General Half-Cent Sales Tax $ 47,838,237 19,133,060 $ 61,813,160 25,876,134 $ 63,186,856 24,896,691 Licenses and permits General 4,607,443 4,537,334 4,481,881 Intergovernmental General 46,234,846 51,911,249 49,910,512 Charges for services General 33,574,338 29,704,883 35,944,959 Fines and forfeits General 1,547,000 1,062,570 1,553,000 875,000 142,500 80,000 10,000 1,200,000 150,000 80,000 10,000 1,210,000 142,500 80,000 10,000 1,535,404 1,486,274 441,636 1,956,393 Interest on investments General Half-Cent Sales Tax Economic Development Reserve Municipal Asset Reserve In-lieu property taxes Contributions Voluntary contributions Miscellaneous General Half-Cent Sales Tax Total General Fund $ 155,577,828 $ 178,273,240 $ 183,372,792 * 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. 509 Schedule 16 - Auditor General Schedule C Revenues Other than Property Taxes Fiscal Year 2022 Estimated revenues 2021 Source of revenues Estimated revenues 2022 Actual revenues* 2021 Special Revenue Funds Streets Fund $ 14,105,000 $ 15,317,622 $ 15,482,454 $ 14,105,000 $ 15,317,622 $ 15,482,454 $ 915,871 $ 1,916,536 $ 735,000 $ 915,871 $ 1,916,536 $ 735,000 $ 1,062,613 89,544 $ 1,067,613 89,694 $ 1,051,837 92,089 $ 1,152,157 $ 1,157,307 $ 1,143,926 $ 9,731,496 $ 9,430,771 $ 11,068,619 $ 9,731,496 $ 9,430,771 $ 11,068,619 $ 6,988,806 $ 3,361,609 $ 8,692,186 $ 6,988,806 $ 3,361,609 $ 8,692,186 $ 11,929,660 $ 15,839,016 $ 15,288,579 $ 11,929,660 $ 15,839,016 $ 15,288,579 Total Special Revenue Funds $ 44,822,990 $ 47,022,861 $ 52,410,764 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. 510 Schedule 16 - Auditor General Schedule C Revenues Other than Property Taxes Fiscal Year 2022 Estimated revenues 2021 Source of revenues Estimated revenues 2022 Actual revenues* 2021 Debt Service Funds Municipal District Authority Fund $ 150,000 $ 65,000 $ 65,000 $ 150,000 $ 65,000 $ 65,000 $ 394,000 $ 319,000 $ 319,000 $ 394,000 $ 319,000 $ 319,000 $ 0 $ 67,318 $ $ 0 $ 67,318 $ 0 Total Debt Service Funds $ 544,000 $ 451,318 $ 384,000 $ 350,000 $ 150,000 $ 57,711 $ 350,000 $ 150,000 $ 57,711 $ 5,525 $ 5,525 $ 5,000 $ 5,525 $ 5,525 $ 5,000 $ 1,132,380 $ 7,260,943 $ 1,920,000 $ 1,132,380 $ 7,260,943 $ 1,920,000 Total Capital Projects Funds $ 1,487,905 $ 7,416,468 $ 1,982,711 General Obligation Bonds Fund Sustainability Projects Fund Capital Projects Funds General Obligation Bonds Fund Streets Capital Project Fund 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. 511 Schedule 16 - Auditor General Schedule C Revenues Other than Property Taxes Fiscal Year 2022 Estimated revenues 2021 Source of revenues Estimated revenues 2022 Actual revenues* 2021 Permanent Funds Volunteer Firefighters Pension Fund $ 300 $ 200 $ 150 $ 300 $ 200 $ 150 Total Permanent Funds $ 300 $ 200 $ 150 50,917,051 299,280 5,060,623 $ 52,412,396 299,280 10,401,644 $ 52,362,291 304,260 9,130,714 Enterprise Funds Water Fund Water Replacement and Reserve Fund Water Expansion and Improvement Districts Water Revenue Bonds Water Infrastructure Finance Auth. Loan $ 1,854,881 2,395,000 $ 58,131,835 $ 63,113,320 $ 64,192,265 Wastewater Fund $ Wastewater Replacement and Reserve Fund Wastewater Expansion and Improvement Districts Wastewater Revenue Bonds $ 24,895,217 302,507 $ 24,444,216 302,507 $ 25,725,825 286,051 25,197,724 $ 24,746,723 $ 26,011,876 1,466,390 12,650,536 2,457,512 1,711,345 18,285,783 $ 1,465,290 12,402,913 2,451,404 1,711,345 18,030,952 $ 1,466,390 13,365,671 2,581,548 1,853,386 19,266,995 Storm Water Drainage System Fund Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Fund $ Sports Complex Ops/Maintenance Fund Sports Complex Equipment Reserve Fund $ 3,274,000 343,291 $ 990,946 163,791 $ 3,264,000 350,071 $ 3,617,291 $ 1,154,737 $ 3,614,071 Total Enterprise Funds $ 105,232,633 $ 107,045,732 $ 113,085,207 $ $ $ * 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. 512 Schedule 16 - Auditor General Schedule C Revenues Other than Property Taxes Fiscal Year 2022 Estimated revenues 2021 Source of revenues Estimated revenues 2022 Actual revenues* 2021 Internal Service Funds Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve $ 6,002,500 2,459,056 379,392 $ 6,026,323 2,482,717 398,392 $ 6,152,236 2,670,603 446,017 $ 8,840,948 $ 8,907,432 $ 9,268,856 $ 2,553,804 2,762,717 20,754,164 $ 2,658,804 4,476,594 20,567,974 $ 2,598,886 2,831,806 22,160,000 $ 26,070,685 $ 27,703,372 $ 27,590,692 $ 6,860,084 $ 6,869,115 $ 6,805,957 $ 6,860,084 $ 6,869,115 $ 6,805,957 $ 10,007,719 782,863 $ 10,027,719 794,018 $ 10,969,243 750,003 $ 10,790,582 $ 10,821,737 $ 11,719,246 Total Internal Service Funds $ 52,562,299 $ 54,301,656 $ 55,384,751 Total all Funds $ 360,227,955 $ 394,511,475 $ 406,620,375 Insurance Reserve Fund Workers Compensation Self Insurance Health Self Insurance Facilities Maintenance Fund Information Technology Fund Information Technology Reserve * 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. 513 Schedule 17 - Auditor General Schedule D Other Financing Sources/(Uses) and Interfund Transfers Fiscal year 2022 Other financing 2022 Sources (Uses) Fund General Fund General Fund Half Cent Sales Tax Fund Municipal Office Complex Reserve $ $ Total General Fund $ Total Special Revenue Funds $ 0 $ 0 $ $ $ 64,505,092 5,308,918 $ Total Capital Projects Funds $ 69,814,010 $ $ Total Permanent Funds $ Enterprise Funds Water Infrastructure Financing Authority $ Sports Complex Fund Wastewater Fund Wastewater Equipment Reserve Water Fund Water Equipment Reserve Solid Waste Equipment Reserve Water Expansion Funds Residential Solid Waste Fund Storm Water Drainage System Total Enterprise Funds $ Internal Service Funds Fleet Reserve Workmans Comp Self Insurance Information Technology Fund Information Technology Reserve Fund Information Technology Project Fund Street/Transit Equipment Reserve 0 $ 0 Permanent Funds Firemen's Pension Trust 0 $ $ Total Debt Service Funds $ Capital Projects Funds Future G.O. Bonds Capital Projects - Outside Sources $ 9,538,869 $ 5,261,208 16,221,211 3,400,000 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) Debt Service Funds Non-GO Bond Debt Sustainability Projects Debt MDA Debt Interfund transfers 2022 In (Out) 0 $ 34,800,000 $ 12,938,869 $ 21,482,419 $ 2,046,837 1,685,260 $ 118,994 1,460 6,706,196 1,046,837 91,989 224,497 $ 3,732,097 $ 8,189,973 $ 3,975,430 429,100 3,172,226 $ $ 7,576,756 $ $ 0 $ 0 $ 0 0 $ $ 15,300 $ $ 15,300 $ 6,589,530 14,662,201 56,051,731 $ $ $ $ 4,000,000 0 $ 0 0 $ 323,900 266,000 26,000 350,000 $ 0 $ 4,376,000 $ $ 414,631 $ 980,988 2,167,697 698,900 350,000 100,000 1,738,800 1,002,236 211,090 Total Internal Service Funds $ 0 $ 0 $ 3,774,406 $ 1,002,236 Total all Funds $ 125,865,741 $ 0 $ 32,413,428 $ 32,413,428 514 Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal year 2022 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 Fac Planning and Community Developme Police Public Works Non-Departmental - Half Cent Sales Non-Departmental - Other Reserves Total General Fund $ Special Revenue Funds Streets-Development and Engine $ Streets-Public Works Transportation Sales Tax Fund-NonDevelopment Fee Funds-Non-Depar 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 Community Service Grants-PRCF Total Special Revenue Funds $ Debt Service Funds General Obligation Bonds-Non-D $ MDA Bonds-Non-Departmental Other Bonds-Non-Departmental Total Debt Service Funds $ Adopted Budgeted Expenditures/ Expenses 2021 Expenditure/ Expense adjustments approved 2021 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 40,894,367 1,682,162 21,216,364 1,818,507 51,726,681 716,147 30,554,276 6,973,560 243,058,478 $ 1,445,732 19,004,499 22,547,497 19,596,356 526,948 5,325,433 17,400 $ $ 0 779,859 3,000 273,986 2,283,163 3,000,000 620,506 Actual Expenditures/ Expenses* 2021 $ 90,391 9,600 0 9,000 137,000 (12,562) 106,689 143,586 29,918 0 370,329 322,650 47,730 362,341 60,000 (196,720) 95,641 (1,092,958) 1,744,712 2,227,347 $ 3,864,679 1,030,000 8,224,513 1,546,885 5,672,043 5,681,507 38,906,769 3,748,972 3,707,141 741,846 2,275,532 9,736,460 17,992,069 1,662,892 20,367,218 1,843,054 51,849,561 811,788 4,820,000 3,898,089 188,381,018 $ 8,598 392,805 24,524 95,098 3,171 52,566 1,440,240 15,686,200 11,989,829 5,704,455 44,739 4,087,999 17,400 $ $ $ 18,470,932 $ 7,686,170 26,157,102 $ 1,487,711 22,282,464 20,734,507 15,831,372 726,422 5,111,458 17,801 96,211 1,043,779 24,470 641,037 (2,506,757) 94,903 1,417,195 68,301 4,372,113 3,000,000 608,087 16,225 648,200 959,050 35,000 35,000 515 $ 3,848,704 1,452,463 9,050,069 1,860,453 6,243,511 6,056,142 41,982,968 3,949,729 4,192,315 886,388 2,501,241 11,633,280 50,233,524 1,819,251 22,200,038 1,853,492 53,907,302 696,345 24,457,736 6,408,487 255,233,438 310,708 1,745,649 150,956 16,225 75,424,379 Budgeted Expenditures/ Expenses 2022 606,394 $ 42,247,262 $ 74,886,743 $ 17,426,842 $ 27,619,487 $ 7,617,063 25,043,905 $ 7,580,599 35,200,086 Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal year 2022 Adopted Budgeted Expenditures/ Expenses 2021 Fund/Department Expenditure/ Expense adjustments approved 2021 Actual Expenditures/ Expenses* 2021 Capital Projects Funds General Obligation Bonds-Non-D $ 30,258,420 MDA Bonds-Non-Departmental Capital Projects - Streets/Economic D 11,388,931 Capital Projects - Streets/Economic Development-PRCF Outside Source Fund-Non-Departme 3,487,688 45,135,039 Total Capital Projects Funds $ $ 3,231,036 $ 12,053,678 6,686,550 $ 101,810 1,000,000 (1,209,379) 3,123,467 $ Permanent Funds Fireman's Pension-Fire-Medical $ 21,000 $ Total Permanent Funds $ 21,000 $ 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 $ Enterprise Funds Water-Water Services $ Water Replacement & Reserves-Pub Water Replacement & Reserves-Wa Water Expansion-Water Services Water Bonds-Non-Departmental Water Bonds-Water Services Wastewater-Water Services Wastewater Replacement & Reserve Wastewater Bonds - Water Services Wastewater Expansion-Water Servic Residential Solid Waste-Public Work Commercial Solid Waste-Public Wor Solid Waste Reserves-Public Works Solid Waste Expansion-Public Works Sports Complex Operations/Mainten Sports Complex Equipment Reserve Total Enterprise Funds $ Internal Service Funds Fleet Maintenance-Public Works $ Fleet Reserve-Public Works Insurance Reserve-City Attorney Insurance Reserve-Human Resource Facilities Maintenance-Public Works Information Technology-Information T Information Technology Reserve-Info Information Technology Projects-Info Total Internal Service Funds $ Total all Funds $ $ 56,439,598 1,199,758 19,939,986 $ 3,535,336 2,010,000 6,340,604 68,325,538 $ 15,300 $ 15,300 $ 15,300 $ 15,300 (497,592) $ $ 105,694 420,294 96,670 44,953,031 1,301,887 383,500 4,787,513 553,383 19,601,322 22,154,881 379,241 1,553,441 430,074 13,055,173 2,521,427 2,553,400 105,694 5,037,190 551,170 68,455,421 1,388,116 253,000 16,117,148 1,841,410 34,596,744 37,826,016 60,000 5,036,089 11,418,587 15,146,458 2,539,958 1,101,000 0 (60,000) 1,759,779 521,680 (12,785,603) (137,789) 770,238 (17,065) (29,518) 29,661 5,500,397 593,500 Budgeted Expenditures/ Expenses 2022 5,558,808 328,000 217,788,009 $ (9,823,551) $ 119,922,327 $ 201,666,755 6,268,837 3,314,208 3,105,928 24,604,681 6,843,785 11,228,381 1,947,173 103,000 $ 8,278 1,728,255 15,000 $ 6,077,115 4,857,463 2,605,928 22,898,375 6,747,250 11,086,505 2,607,808 263,920 $ 6,226,512 3,280,428 3,287,636 26,063,807 6,867,515 12,320,175 1,533,936 92,131 57,415,993 665,000,000 $ $ $ $ 57,144,364 452,694,162 $ $ 59,672,140 695,000,000 (24,826) 312,012 1,157,317 282,651 3,478,687 0 * 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. 516 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal year 2022 Department/Fund City Attorney General Fund Attorney Grants Insurance Reserve $ Adopted Budgeted Expenditures/ Expenses Expenditure/ Expense adjustments approved Actual Expenditures/ Expenses* Budgeted Expenditures/ Expenses 2021 2021 2021 2022 3,652,587 17,400 3,105,928 $ $ 3,864,679 17,400 2,605,928 $ 3,848,704 17,801 3,287,636 6,775,915 $ 15,000 $ 6,488,007 $ 7,154,141 $ 1,256,978 $ 90,391 $ 1,030,000 $ 1,452,463 Department Total $ 1,256,978 $ 90,391 $ 1,030,000 $ 1,452,463 $ 8,543,689 1,445,732 $ 9,600 8,598 $ 8,224,513 1,440,240 $ 9,050,069 1,487,711 Department Total $ 9,989,421 $ 18,198 $ 9,664,753 $ 10,537,780 Economic Development Services General Fund $ Other Reserve Funds 1,696,660 $ $ 1,546,885 $ 1,860,453 Department Total $ 1,696,660 $ 0 $ 1,546,885 $ 1,860,453 $ 5,780,723 $ 9,000 $ 5,672,043 $ 6,243,511 Department Total $ 5,780,723 $ 9,000 $ 5,672,043 $ 6,243,511 $ 5,833,004 $ 137,000 $ 5,681,507 $ 6,056,142 Department Total $ 5,833,004 $ 137,000 $ 5,681,507 $ 6,056,142 38,919,305 $ (12,562) $ 310,708 38,906,769 96,211 15,300 $ 41,982,968 Department Total $ City Clerk General Fund Development and Engineering General Fund Streets Finance General Fund Finance Utilities General Fund Fire-Medical General Fund Public Safety Grants Fireman's Pension $ 21,000 Department Total $ Human Resources General Fund Other Grants Insurance Reserve 15,000 $ Department Total $ 15,300 38,940,305 $ 298,146 $ 39,018,280 $ 41,998,268 3,780,383 3,000 24,604,681 $ 106,689 $ 3,748,972 $ 3,949,729 28,388,064 $ 22,898,375 106,689 517 $ 26,647,347 26,063,807 $ 30,013,536 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal year 2022 Department/Fund Adopted Budgeted Expenditures/ Expenses Expenditure/ Expense adjustments approved Actual Expenditures/ Expenses* Budgeted Expenditures/ Expenses 2021 2021 2021 2022 Information Technology Information Technology $ Information Technology Reserve Information Technology Projects 11,228,381 1,947,173 103,000 $ 312,012 1,157,317 282,651 $ 11,086,505 2,607,808 263,920 $ 12,320,175 1,533,936 92,131 Department Total $ 13,278,554 $ 1,751,980 $ 13,958,233 $ 13,946,242 $ 4,008,920 $ 143,586 $ 3,707,141 $ 4,192,315 Department Total $ 4,008,920 $ 143,586 $ 3,707,141 $ 4,192,315 $ 785,695 $ 29,918 $ 741,846 $ 886,388 Department Total $ 785,695 $ 29,918 $ 741,846 $ 886,388 $ 2,275,532 273,986 $ $ 2,275,532 94,903 $ 2,501,241 68,301 Department Total $ 2,549,518 $ 24,470 $ 2,370,435 $ 2,569,542 Neighborhood & Human Services General Fund $ Home and Housing Grants Other Grants Community Service Grants 10,942,938 526,948 2,283,163 620,506 $ 370,329 3,171 641,037 $ 9,736,460 44,739 1,417,195 608,087 $ 11,633,280 726,422 4,372,113 648,200 Department Total $ 14,373,555 $ 1,014,537 $ 11,806,481 $ 17,380,015 40,894,367 30,554,276 6,973,560 22,547,497 19,596,356 3,000,000 1,854,881 30,258,420 $ 322,650 $ (1,092,958) 1,744,712 24,524 95,098 (2,506,757) 521,680 3,231,036 9,273,980 4,820,000 3,898,089 11,989,829 5,704,455 $ 553,383 12,053,678 50,233,524 24,457,736 6,408,487 20,734,507 15,831,372 3,000,000 1,841,410 56,439,598 101,810 (1,209,379) 6,686,550 1,199,758 17,426,842 7,617,063 81,223,627 3,535,336 6,340,604 27,619,487 7,580,599 224,022,660 Leadership and Management General Fund Mayor and Council General Fund Municipal Court General Fund Other Grants 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/Economi Outside Source Fund General Obligation Bonds Other Bonds Department Total $ 11,388,931 3,487,688 18,470,932 7,686,170 196,713,078 24,470 35,000 1,267,416 $ 518 $ $ Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal year 2022 Adopted Budgeted Expenditures/ Expenses Expenditure/ Expense adjustments approved Actual Expenditures/ Expenses* Budgeted Expenditures/ Expenses 2021 2021 2021 2022 Department/Fund Office of Communications General Fund $ 1,682,162 $ 47,730 $ 1,662,892 $ 1,819,251 Department Total $ 1,682,162 $ 47,730 $ 1,662,892 $ 1,819,251 $ $ 20,367,218 16,225 5,037,190 551,170 $ 22,200,038 $ 362,341 167,181 420,294 96,670 1,000,000 2,046,486 $ 25,971,803 $ 5,558,808 328,000 2,010,000 30,096,846 1,818,507 $ 60,000 $ 1,843,054 $ 1,853,492 1,818,507 $ 60,000 $ 1,843,054 $ 1,853,492 51,726,681 $ (196,720) $ 51,849,561 $ 53,907,302 1,745,649 1,043,779 Parks, Recreation & Community Facilities General Fund $ 21,216,364 Community Service Grants Sports Complex Operations/Mainte 5,500,397 Sports Complex Equipment Reserv 593,500 Capital Projects - Streets/Economic Development Department Total $ 27,310,261 Planning and Community Development General Fund $ Department Total $ Police General Fund Attorney Grants Public Safety Grants $ Department Total $ 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 $ 779,859 606,394 52,506,540 $ 1,548,929 $ 52,893,340 $ 54,513,696 716,147 19,004,499 5,325,433 1,341,388 13,301,605 2,727,782 2,572,000 $ 95,641 392,805 52,566 $ 811,788 15,686,200 4,087,999 1,301,887 13,055,173 2,521,427 2,553,400 105,694 6,077,115 4,857,463 6,747,250 $ 696,345 22,282,464 5,111,458 1,388,116 15,146,458 2,539,958 1,101,000 57,805,396 $ (29,518) 29,661 105,694 8,278 1,728,255 (24,826) 6,268,837 3,314,208 6,843,785 61,415,684 $ 2,358,556 519 $ 6,226,512 3,280,428 6,867,515 64,640,254 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal year 2022 Department/Fund Adopted Budgeted Expenditures/ Expenses Expenditure/ Expense adjustments approved Actual Expenditures/ Expenses* Budgeted Expenditures/ Expenses 2021 2021 2021 2022 Water Services Other Grants $ Water Water Replacement & Reserves Water Expansion Water Bonds Wastewater Wastewater Replacement & Reser Wastewater Expansion Wastewater Bonds 64,300,739 593,500 14,565,907 65,662,817 30,157,297 649,241 7,377,425 6,589,530 Department Total $ Grand Total $ 189,896,456 665,000,000 $ (497,592) (60,000) 1,759,779 (12,785,603) (137,789) $ $ $ (17,065) 770,238 44,953,031 383,500 4,787,514 19,601,322 22,154,881 379,241 430,074 1,553,441 (10,968,032) $ 0 $ 94,243,004 443,976,073 $ $ $ 68,455,421 253,000 16,117,148 34,596,744 37,826,016 60,000 11,418,587 5,036,089 173,763,005 695,000,000 * 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. 520 521 Total Permanent Funds Permanent Funds Total Capital Projects Funds Capital Projects Funds Total Debt Service Funds 0.00 0.00 0.00 67.95 Total Special Revenue Funds Debt Service Funds 46.80 0.95 10.50 7.25 2.00 0.45 942.34 $ $ $ $ $ $ $ $ $ 0 0 0 4,344,737.00 3,155,359 87,756 568,863 416,198 58,643 57,918 83,042,810 2022 2022 Special Revenue Funds Streets Community Development Block Gran 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) $ $ $ $ $ $ $ $ $ 0 0 0 564,173.00 417,649 12,175 77,404 43,324 7,667 5,954 21,566,085 2022 Retirement Costs $ $ $ $ $ $ $ $ $ 0 0 0 1,090,310.00 811,228 12,416 138,751 105,504 22,411 16,313,124 2022 Healthcare Costs Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal year 2022 $ $ $ $ $ $ $ $ $ 0 0 0 513,886.00 398,995 6,882 59,882 36,083 7,556 4,488 8,254,697 2022 Other Benefit Costs $ $ $ $ $ $ $ $ $ 0 0 0 0 0 0 0 0 0 0 0 0 4,783,231 119,229 844,900 601,109 96,277 68,360 0 0 6,513,106.00 129,176,716 2022 Total Estimated Personnel Compensation 522 $ $ 98.75 1,291.20 Total all Funds $ $ 14.00 $ 2.00 36.75 45.00 1.00 182.16 17.96 62.50 35.50 7.20 54.80 4.20 106,535,604 7,072,306 824,356 140,940 2,099,508 3,946,848 60,654 12,075,751.00 1,499,986 4,619,833 2,430,040 381,137 2,908,921 235,834 2022 2022 Total Internal Service Fund Internal Service Funds 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 Fund Employee Salaries and Hourly Costs Full-Time Equivalent (FTE) $ $ $ $ $ 24,642,721 934,462 107,127 18,269 278,239 522,910 7,917 1,578,001.00 179,441 610,746 322,034 50,102 383,860 31,818 2022 Retirement Costs $ $ $ $ $ 22,073,171 1,582,635 159,873 28,944 587,599 797,823 8,396 3,087,102.00 276,709 1,075,002 638,755 144,092 880,981 71,563 2022 Healthcare Costs Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal year 2022 $ $ $ $ $ 10,753,337 636,717 89,053 10,861 217,154 314,972 4,677 1,348,037.00 136,495 486,484 274,802 54,651 369,235 26,370 2022 Other Benefit Costs $ $ $ $ $ 164,004,833 1,180,409 199,014 3,182,500 5,582,553 81,644 0 0 0 10,226,120 2,092,631 6,792,065 3,665,631 629,982 4,542,997 365,585 0 0 18,088,891.00 2022 Total Estimated Personnel Compensation Appendix 523 Appendix 524 525 526 City of Peoria FY 2022 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. 527 AZ CARES ACT: The Coronavirus Aid, Relief, and Economic Security Act (CARES Act) provided more than $2 trillion for widespread assistance to individuals, corporations, and state and local governments. BALANCED BUDGET: A budget that contains ongoing revenues equal to the ongoing expenditures of the City. In addition, the balanced budget will not include one-time (non-recurring) sources to fund continuing (recurring) uses, postpone expenditures, or use external borrowing for operational requirements. 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. City of Peoria FY 2022 Annual Program Budget Appendix 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. 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. 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. 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. 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. 528 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. 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. DIVISION: A functional unit of a department. ENCUMBRANCE: The formal accounting recognition of committed funds to be set aside for a future expenditure. For budgetary purposes, encumbrances are considered expenditures. ESTIMATED REVENUE: The amount of projected revenue to be collected during the fiscal year. 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 City of Peoria FY 2022 Annual Program Budget Appendix 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. 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: General Fund: A general purpose fund supported by taxes, fees and other non-enterprise revenues. 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. 529 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. 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. IMPACT FEES: The fees charged to offset the cost of city improvements that are required due to growthrelated development. 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. City of Peoria FY 2022 Annual Program Budget Appendix MARGIN OF SAFETY: The difference between the expected (or actual) sales level and the break-even sales level. MUNICIPAL DEVELOPMENT AUTHORITY: A corporation which issues bonds for city approved projects to which the city pays the annual debt service under a lease-purchase or loan agreement. OBJECTIVES: A statement of specific measurable outcomes which contribute toward accomplishing the departmental goal. OPERATING BUDGET: A budget for the day-today costs (salaries, utilities, supplies, operating capital, etc.) of delivering City services. OPERATIONAL IMPACTS: The expenses associated to a project that will continue on an ongoing basis after the project is complete. PAY AS YOU GO CAPITAL FUNDING: 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. 530 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. 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. City of Peoria FY 2022 Annual Program Budget Appendix 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. 531 City of Peoria FY 2022 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 532 City of Peoria FY 2022 Annual Program Budget Appendix Acknowledgements After hitting the brakes on the FY 2021 budget process, where we reworked the pre-Covid budget and adopted a “baseline” budget, we quickly turned to the FY 2022 budget. With only a couple of months into the pandemic, the budget staff refocused their efforts to a mid-year budget process to look for potential budget cuts from each department. With the uncertainty of the economy, we asked the departments to come up with reduction scenarios of up to two percent. Each individual reduction line was prioritized for effects on the level of service to our citizens. While, by the end of the process, the reductions were not necessary due to revenues coming in stronger than expected, some reductions were taken and reprioritized into funding new budget requests. This effort was extremely helpful in developing the FY 2022 budget. Overall, 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, Senior Budget Analyst, 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 533 City of Peoria FINANCE AND BUDGET DEPARTMENT 8401 West Monroe Street Peoria, Arizona 85345 www.peoriaaz.gov