City of Peoria, Arizona FY2023 Annual Program Budget 1 2 City of Peoria Annual Program Budget Fiscal Year 2023 3 Total Fiscal Year 2023 Budget $783,000,000 Operations $371,560,593 General Funds Special Revenue $192,351,445 Contingency $79,593,299 $40,519,079 Enterprise Funds $76,555,996 Internal Service Funds $62,123,873 Debt, Trust & Agency Funds $10,200 General Fund Streets Water $189,585,683 $12,282,005 $33,888,036 Fleet Maintenance $7,123.339 Fireman’s Pension $10,200 General Funds $59,593,299 Half Cent Wastewater $2,765,762 Transp. Sales Tax Funds $105,200 $13,821,728 Fleet Reserve $4,437,320 Capital Bonds $0 Special Revenue $11,000,000 Other Reserve $0 Development Fees $5,000,000 Solid Waste Residential $15,223,166 Insurance Reserve $28,475,501 Capital Projects $0 Enterprise Fund $6,000,000 Home & Housing Grants Solid Waste Commercial $2,635,772 Facilities Maintenance $7,253,370 Debt Service $0 Internal Service Funds $3,000,000 Transit $4,560,916 Stadium Ops. & Maint. $6,180,671 IT Operations $13,808,390 Attorney Grants $18,284 Enterprise Reserves $2,461.500 IT Reserve $995,953 Public Safety Grants $3,179,930 Enterprise Expansion $0 IT Project $30,000 $853,182 Other Grants $13,806,306 Community Serv. Grants $713,256 4 Capital Projects $0 Debt Service Funds $0 Capital Projects $284,926,832 Long-Term Debt $46,919,276 $25,838,067 Special Revenue Funds $54,049,077 Enterprise Funds $96,712,952 Capital Project Funds $105,789,060 Internal Service Funds $2,537,676 General Funds Half Cent Wastewater General Fund Streets Water GO Bonds IT Reserve $0 $4,525,299 $10,941,482 $9,278,359 $27,851,111 $66,480,693 $2,537,676 Water Half Cent Sales Tax Fund $6,620,958 Transp. Sales Tax Funds $27,679,210 Water Expansion 3,536,773 MDA Bonds $8,317,279 Debt Service GO Bonds $26,551,243 Development Fee Funds $0 MDA Bonds $0 Other Reserve Funds $8,275,627 Development Fee Funds $11,683,438 Wastewater Streets/ED $27,851,111 $10,801,841 Improvement Districts $0 Other Bonds $7,525,455 Transit $0 Wastewater Expansion $3,536,773 Outside Source Fund $28,506,526 Other Grants Water Bonds $5,408,070 $22,918,469 Wastewater Bonds $9,957,682 Sports Complex GA Surcharge $151,500 Residential Solid Waste $50,000 Commercial Solid Waste $25,000 5 $0 6 City of Peoria FY 2023 Annual Program Budget Table of Contents Table of Contents Financial Organization Chart 4 Table of Contents 7 Document Guide 12 City Manager Budget Message 17 Introduction Key City Leaders 27 Core Values 28 Council District Map 29 Organizational Chart 31 Introduction 33 Statistical Data 47 Distinguished Budget Presentation Award 52 Budget Summary Budget Process Overview 57 Budget Methodology 58 Budget Review 58 Budget Adoption 59 State Law 59 Budget Amendment Policy 59 Budget Basis 60 Performance Management 60 Budget Summary 59 Financial Reserves 62 Fund Balance Analysis 63 Operating Budget 66 Staffing Summary 66 7 City of Peoria FY 2023 Annual Program Budget Table of Contents Department Summary 67 Operating Budget History 68 Grant Funds 69 Internal Service Funds 70 Debt Service 71 Debt Management 73 Financial Planning Financial Policies 77 Fund Balance Objectives 77 Fiscal Planning 79 Capital Improvements 79 Control Measures and Compliance 80 Debt Management Policy 80 Long-Range Forecast 81 Economic Outlook 81 Financial Projection 82 Operational Impacts of Capital Plan 82 Forecasts of Major Operating Funds 83 Revenue Summary Revenue Summary 89 Total Revenues by Fund 90 City Sales Tax Revenue 91 Property Tax Revenue 92 State-Shared Revenue 93 Highway User Revenue (HURF) 94 License and Permit Revenue 95 Water Utility Revenue 96 Wastewater Utility Revenue 97 Solid Waste Fund Revenue 98 8 City of Peoria FY 2023 Annual Program Budget Table of Contents Programs Why Measure Performance? 101 Transparency and Accountability 101 Efficient Allocation of Resources 102 Continuous Service Improvement 102 Strategic Approach 102 Organizational Priorities 102 Council Livability Initiatives 102 Department Plans 103 Cascading Measures 103 Departments: Arts, Culture, and Library Services 105 City Attorney 111 City Clerk 117 Development and Engineering 121 Economic Development Services 131 Finance & Budget Department 137 Fire-Medical Department 147 Human Resources 155 Information Technology 159 Leadership and Management 165 Mayor and Council Office 169 Municipal Court 173 Neighborhood and Human Services 177 Office of Communications 193 Parks, Recreation and Community Facilities 199 Planning and Community Development 215 Police Department 221 Public Works 231 Water Services 239 9 City of Peoria FY 2023 Annual Program Budget Table of Contents Capital Improvement Program Introduction 257 Financial Policies 258 CIP Development Process 259 Project Programming 261 Operating Budget Impact 263 Financing the CIP 265 CIP Summary by Funding Source 273 Drainage 275 Economic Development 291 Operational Facilities 301 Parks and Recreation 347 Public Safety 385 Streets and Traffic Control 405 Wastewater 467 Water 497 Schedules Schedule Descriptions 551 Schedule 1 – All Funds Summary 552 Schedule 2 – All Funds Revenue 555 Schedule 3 – All Funds Operating Expenditures 571 Schedule 4 – Summary of Improvement District Revenues 587 Schedule 5 – Tax Levy and Tax Rate Information 589 Schedule 6 – Personnel Summary by Department 591 Schedule 7 – Authorized Personnel by Department 593 Schedule 8 – Debt Service 631 Schedule 9 – Capital Improvement Budget 633 Schedule 10 – Summary of Supplementals 659 Schedule 11 – State of AZ Auditor General Schedule A 671 Schedule 12 – State of AZ Auditor General Schedule B 673 Schedule 13 – State of AZ Auditor General Schedule C 675 Schedule 14 – State of AZ Auditor General Schedule D 679 Schedule 15 - State of AZ Auditor General Schedule E 681 10 City of Peoria FY 2023 Annual Program Budget Table of Contents Schedule 16 - State of AZ Auditor General Schedule F 685 Schedule 17 – State of AZ Auditor General Schedule G 689 Appendix Budget Adoption Resolution 693 Glossary of Terms 695 Acronyms 700 Acknowledgements 701 11 City of Peoria FY 2023 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 2022 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 2023 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. 12 City of Peoria FY 2023 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 13 14 Budget Message 15 16 CITY MANAGER BUDGET MESSAGE Fiscal Year 2023 Mayor Carlat and Members of the Peoria City Council, I am pleased to present the proposed operating and capital budget for the City of Peoria for the fiscal year beginning July 1, 2022, and ending June 30, 2023, including the City’s capital improvement program for FY 2023 thorough FY 2032. The proposed FY 2023 budget is a structurally balanced spending plan that will preserve our strong financial foundation and provide the resources needed to deliver the high-quality public services our community expects. The proposed budget totals $783 million, which represents a 12.7 percent increase from the prior year. Capital projects and personnel costs (e.g., new staff) are primarily responsible for this increase. The budget for the General Fund, the city’s primary operating fund, is $189.6 million - an 8.3 percent increase. The $284.9 million capital budget for FY 2023 represents a 17.8 percent increase over the FY 2022 plan, largely driven by new projects and inflation. STRATEGIC INVESTMENTS As we recover from the economic uncertainty associated with the COVID-19 pandemic, the city is fortunate to find itself in a strong financial position, thanks to robust economic growth. More favorable sales tax revenue and federal fiscal stimulus revenue are providing sustained revenue growth and financial flexibility. The favorable revenues and the city’s conservative fiscal approach have put Peoria in a position to make investments in important areas. To help offset pension liabilities, the city made a $30 million lump sum payment to PSPRS in September 2021. This lump sum payment should put both the Peoria Police and Peoria Fire pension plans at 80 percent funded in the next few years and fully funded by 2029, seven years before the deadline for cities to have PSPRS fully funded. On top of this, Moody’s upgraded Peoria’s general obligation bond rating to Aaa, the highest rating category to be achieved, citing the city’s favorable financial condition. Peoria is one of only a handful of Valley cities to have triple-A ratings from both Fitch and Moody’s. Recognizing this strong financial position, City Council enhanced the current year budget this January adding 36 new staff in a midyear budget adjustment. These new staff included 15 FireMedical positions, 15 Police positions, three Development and Engineering positions, two Water Services positions and one Finance position. This investment in personnel underscores the city’s commitment to superior public service. As we develop the FY 2023 budget, our latest forecasts estimate that city sales tax revenues will end the current fiscal year 4.2 percent higher than the prior year and that overall General Fund revenues will be up 5.6 percent. We continue to see strong revenue growth. 17 There are, however, reasons for caution. On the revenue side, there is recognition that sales tax revenues are volatile. Recreation fees are recovering but are still down compared to pre-pandemic levels. Looking at our Water Enterprise Fund, the drought on the Colorado River continues to deepen, leading to higher water purchasing costs and significant infrastructure expenses. With the pandemic winding down, there is also reason to believe federal stimulus will be limited going forward. On the expenditure side, inflation is a key worry. The Consumer Price Index was 8.5 percent higher in March 2022 than the prior year, the highest since 1981. Inflation coupled with labor shortages heightens the pressure to keep pace with the salaries and benefits offered by other cities and private businesses in the Valley. To this end, the FY 2023 budget includes funding for merit and cost of living increases for employees, as well as adjustments to the salary ranges of non-represented employees to keep their compensation competitive with other Valley cities. The FY 2023 budget also continues to fund and plan for operations and maintenance costs associated with future capital investment such as fire stations, open space, and parks. 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 2023. Although Peoria does 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 ARPA monies we received in FY 2022 or to act on an economic development opportunity, for example. The total contingency appropriation for FY 2023 is $80.0 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 2023, as well as the policy reserve requirement for each fund. The General Fund and Half Cent Sales Tax Fund have benefited from the rising tide of sales tax revenue, while the Water and Wastewater Funds are limited to revenue increases associated with rate increases. Fund General Fund Half Cent Sales Tax Water Wastewater Residential Solid Waste Commercial Solid Waste Estimated Fund Balance 7/1/22 $98,079,138 $46,059,222 $49,615,580 $34,838,676 $6,122,154 $2,104,366 18 Estimated Fund Balance 6/30/23 $88,199,963 $50,838,337 $32,891,726 $16,709,993 $5,117,104 $2,232,903 Policy Reserve Requirement $52,381,125 $9,170,438 $26,589,563 $16,662,824 $3,053,054 $527,134 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. In the November midyear financial review with City Council, the forecast showed capacity for the upcoming budget year. The FY 2023 operating budget is $371.6 million—a 13.0 percent increase over the prior year. The General Fund, which accounts for 51 percent of the citywide operating budget, totals $189.6 million—an 8.3 percent increase over FY 2022. Below are some highlights from the proposed 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 2.8 percent in January 2023. 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 $6.5 million ongoing and $13.6 million one-time to the operating budget. The General Fund accounted for $3.5 million of the ongoing total and $8.7 million of the one-time total.  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. The FY 2023 budget adds 28 new positions (28 FTEs) to the city’s authorized strength. The table below lists the new positions by department. 19 Department City Attorney City Attorney City Clerk Development & Engineering Development & Engineering Fire-Medical Fire-Medical Fire-Medical Fire-Medical Information Technology Information Technology Municipal Court Neighborhood & Human Services Parks & Recreation Planning & Community Development Public Works Public Works Public Works Public Works Public Works Public Works Water Services Water Services Water Services Water Services Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund IT Operations IT Operations General Fund General Fund General Fund General Fund Solid Waste Facilities Fleet Streets Streets Transit Water Water Wastewater Wastewater Title Assistant City Attorney Legal Specialist Administrative Assistant II Management Analyst (Impact Fee Coord.) Utility Coordinator Fire Captain Fire Engineer Firefighter Medical Billing Specialist Data Engineer IT Technician I Lead Judicial Assistant Community Engagement Coordinator Park Ranger Principal Planner Equipment Operator Lead Custodian Automotive Technician Public Works Project Manager Street Maintenance Supervisor Transit Operator I CIP Project Manager Utility System Operator I Utility Plant Operator I Lead Environmental Compliance Inspector Total New FTE Positions FTE 1.0 1.0 0.5 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 0.5 1.0 2.0 1.0 1.0 28.0 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 20 services, parks and recreation, utility services and rates, economic development initiatives, and overall financial and economic conditions. Superior Public Safety. Public safety is critical to our residents’ overall quality of life. Public safety is the largest component of Peoria’s General Fund. The FY 2023 budget underscores the city’s ongoing commitment to this critical local responsibility. As discussed earlier, 30 new public safety positions were added in the FY 2022 midyear budget adjustment. The FY 2023 budget adds four positions for a medical response unit, a medical billing specialist for Fire-Medical’s ambulance service along with an assistant city attorney, a legal specialist, and two lead judicial assistants to address caseload growth related to criminal justice. To aid Police Department staff in performing their duties, training monies are included for Criminal Investigation Section staff, forensic staff, the Special Assignment Unit, and leadership. We also continue to invest in new technologies to enable the Police Department to achieve its mission to preserve life and property. Examples include a new command vehicle for high-stress public safety incidents, additional body-worn cameras, vehicle technology equipment, investigative equipment for crimes against children, specialized software for background investigations, training supplies, and surveillance devices. The budget continues to provide new vehicles, contract staff, and crime predictive technology, which allow sworn officers to more effectively engage in proactive police activities. The Fire-Medical Department’s budget continues to invest in critical equipment including a utility task vehicle and trailer to support its Lake Pleasant operations, operational equipment, medical supplies, vehicle parts, and extrication equipment. To ensure staff are well prepared, resources are dedicated to arson training and paramedic training. The capital program continues to fund several projects that expand, rehabilitate, or otherwise improve fire stations. Smart Growth. Strategic, long-term planning is key to ensuring development addresses the needs of city residents. It is also important that certain development costs be borne by developers. To further assist in this effort, the budget funds an additional principal planner position, an impact fee coordinator position, and a utility coordinator position. In addition, our capital improvement program continues to fund the infrastructure necessary to keep up with new growth. Economic Prosperity. A vibrant, diversified economic base is essential to a community’s quality of life, 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 public-private partnerships called Pop-up Peoria and the Smart City/Region Consortium. Additionally, the budget includes funding to continue to incentivize business development through the Small Business Development Center and a new program to help interested home-based businesses transition to brick-and-mortar locations. Arts, Cultural & Recreational Enrichment. By creating a new Arts, Culture and Library Services Department in FY 2022, Peoria sharpened its focus on arts and cultural programs. The new department will continue the city’s long history of providing family-friendly and culturally diverse events, such as Somos Peoria, 2nd Saturdays, and Young Artist exhibits. The proposed budget includes funding to continue these programs and events throughout the community. The budget also funds new library technology, storywalks to promote literacy, and the expansion of the library’s passport acceptance program, which is in high demand. 21 In terms of parks and recreation, the budget supports a number of requests to enhance and maintain key amenities at various parks and community facilities throughout the city. To provide a higher level of oversight and community engagement at our parks, the budget funds an additional park ranger. Integrated Transportation. To develop and maintain the city’s vital roadway network, the budget provides 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. Under the proposed budget, two transportationrelated positions are added: a public works project manager to coordinate the pavement management program and a street maintenance supervisor to provide focused supervision to the streets maintenance team. In terms of transit, Sunday service will be added for Route 106 on Peoria Avenue, and two part-time transit operators will be converted to full-time allowing for more capacity for dial-a-ride and Americans with Disabilities Act service. Healthy Neighborhoods. To promote healthy and safe communities, the budget continues a number of neighborhood-focused initiatives. The budget retains the longtime neighborhood grant program, which offers financial support to neighborhoods seeking to beautify their communities. To help residents and neighborhood groups become involved in city efforts and projects, the budget provides a new community engagement coordinator position and a second community engagement vehicle. With a focus on helping those in need, the department is continuing its homeless navigation and shelter services. Superior Public Services. Peoria prides itself on providing high quality water, sewer and solid waste services to its residents at an affordable price. The pandemic underscored the importance of these essential services. With that in mind, additional resources are allocated to Water Services for chemicals, equipment, and supplies. The proposed budget also funds five new Water Services positions as well as some contract staff. To alleviate the pressure associated with years of customer growth on our bulk trash team, funding for two new bulk trash positions and an additional articulated tractor is provided in the budget. 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 $284.9 million capital budget for FY 2023 is increasing by 17.8 percent over the prior year while the $1.1 billion 10-year CIP is increasing by 29.6 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 proposed CIP 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, regional drainage improvements at 67th and Pinnacle Peak Road, and expansions of the Beardsley and Jomax plants. The CIP also continues 22 important investments in Paloma Community Park phase 2, trail system improvements, a fire station in northern Peoria, a planned replacement of the aging fleet building, and further expansion of reclaimed water infrastructure. As mentioned previously, the 10-year CIP is growing significantly at 29.6 percent compared to the previous CIP. A few of the new projects driving this growth include $7.0 million for Peoria Sports Complex auxiliary field and parking improvements, $8.4 million for stadium trail phase 3, $8.0 million for the Pinnacle Peak Public Safety Campus expansion, $34.0 million for a tactical range and evidence facility, $54.5 million for a roadway project at Lake Pleasant Parkway and Loop 303/SR 74, and $57.2 million for a wellfield/booster pump station at Lake Pleasant Parkway and the CAP canal. In addition to these new projects, inflation is a factor driving the overall cost of the CIP. 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 continued interest is the multi-year $27 million pavement management program to rehabilitate those streets in need of improvement. This will significantly reduce the long-term financial impacts of aging asphalt infrastructure and increase Peoria’s above average pavement condition index score. ACKNOWLEDGEMENTS As seen in the proposed budget, the city is positioned to place substantial investments in City Council priorities. This could not be achieved without the partnership between City Council and staff. I wish to thank the Mayor and City Council for their guidance and support throughout the development of this proposed budget. In addition, I wish to thank the Finance and Budget Department staff, our deputy city managers, department directors, and all of the employees of the city who have contributed to make the FY 2023 budget a reality. Sincerely, Jeff Tyne City Manager 23 24 Introduction 25 26 City of Peoria Principal Officials of the City Fiscal Year 2023 Cathy Carlat Mayor Jon Edwards Bill Patena Vice Mayor Mayor Pro Tem Michael Finn Brad Shafer Denette Dunn Councilmember Councilmember Councilmember Vicki Hunt Councilmember Jeff Tyne City Manager Erik Strunk Katie Gregory Deputy City Manager Deputy City Manager George Anagnost Thomas Adkins Municipal Judge Governmental Affairs Director Vanessa Hickman Gary Bernard City Attorney Fire Chief Andrew Granger Deputy City Manager Kris Dalmolin Information Technology Director Briana Cortinas Director of Communications (Interim) Chris Calcaterra Art Miller Jay Davies Parks, Recreation & Community Facilities Director Police Chief Public Works Director Adina Lund Lori Dyckman Jennifer Stein Development and Engineering Director City Clerk Economic Development Director Christine Nickel Kevin Burke Chris Hallett Human Resources Director Chief Financial Officer Neighborhood & Human Services Director Chris Jacques Cape Powers Marylou Stephens Planning and Community Development Director Water Services Director Arts, Culture, and Library Services Director 27 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. 28 City of Peoria Council Districts Lake Pleasant Mayor Cathy Carlat Carefree Hwy Mayor Pro Tem Vicki Hunt Acacia District 67th Ave. Vice Mayor Bill Patena Ironwood District Mesquite Willow Ironwood Councilmember Michael Finn Palo Verde District Councilmember Denette Rae Dunn Pine District 115th Ave. Councilmember Brad Shafer Mesquite District Bell Rd. Palo Verde Pine Councilmember Jon Edwards Willow District Youth Council Liaison Youth Council Liaison Arizbeth Fierro Savana Rodriguez 29 Northern Ave. Acacia 67th Ave. Peoria Ave. 30 City of Peoria, AZ Peoria Citizens Organizational Chart Citizen Advisory Boards and Comissions Mayor and Council George Anagnost Jeff Tyne Vanessa Hickman Municipal Court Judge City Manager City Attorney Kelli Kincaid Chief Community Affairs Officer Sharon Roberson Assistant to the City Manager Thomas Adkins Intergovernmental Affairs Director Briana Cortinas Communications Director (Interim) Christine Nickel Scott Whyte Human Resources Director Real Estate Development Office Andy Granger Erik Strunk Katie Gregory Deputy City Manager Deputy City Manager Deputy City Manager Art Miller Gary Bernard Police Chief Fire Chief Kris Dalmolin Kevin Burke Information Technology Director Finance and Budget Director Lori Dyckman City Clerk Chris Calcaterra Jay Davies Parks, Recreation & Comm. Facilities Director Cape Powers Water Services Director Public Works Director Chris Jacques Jennifer Stein Planning & Comm. Dev. Economic Development Director Director Chris Hallett Adina Lund Neighborhood & Human Services Director Development & Engineering Director 31 32 City of Peoria FY 2023 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 2023 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 enviable 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 33 City of Peoria FY 2023 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 $478,210*. 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. The average high summer temperature is 105 degrees Fahrenheit. The average low winter temperature is 43 degrees Fahrenheit. Peoria’s Quality of Life To vacationers, business owners, and smart homebuyers, Peoria has long been one of the most desirable places to live, work and play. Peoria is an active community that provides a high quality of life that attracts thousands of new residents and visitors every year. At approximately 180 square miles in area, Peoria is currently the fifth largest city in land area in the Phoenix metropolitan area with more than half of the city still left to develop. *Zillow- May, 2022 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 190,985**. By focusing on small business development, talent attraction, business attraction, retention and expansion, the city has been able to be strategic in its approach to economic development. The city has targeted industries such as semiconductor, research and development, healthcare, technology and toursim to pinpoint businesses that will contribute to the overall quality of life of Peoria residents. In the heart of the city rests the historic district, Old Town Peoria, and a vibrant activity and business hub, the P83 Entertainment District. Old Town Peoria is undergoing a revitalization, attracting new businesses and drawing residents and visitors to the area for shopping, new events, art, musical performances, and live theater. P83, which includes the spring training facility, already has a thriving dining and entertainment scene but now it has become the place for new development and investment, including the Stadium Point project. **U.S. Census Bureau Hikers enjoy one of Peoria’s beautiful desert trails 34 City of Peoria FY 2023 Annual Program Budget Introduction residents and visitors to Peoria and the Valley of the Sun, shade is paramount in the enjoyment of parks, trails, and outdoor recreation. Peoria has made strides in developing shade initiatives and a tree shade master plan. These plans promote sustainable practices and community forestry while fostering an appreciation of the benefits shade and trees provide to the desert community. The high standard of living that residents have become accustomed to includes award-winning neighborhood and recreation services, innovative arts and culture programs, and a strong entrepreneurial ecosytem. Residents also enjoy one of the state’s highest performing school districts and a lifestyle worth mentioning, and honoring, in high profile, national publications like Money Magazine, Forbes, USA Today and Wallethub. In particular, Money Magazine named Peoria the Best City to Live in Arizona and among the top cities to live in the U.S. To strengthen the community, the City of Peoria continues to invest in quality of life initiatives, including parks, trails, and open spaces. 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, a recently updated inclusive playground structure, water splash pad, sand volleyball courts, seven youth lighted softball/baseball fields, the Veterans Memorial and the 52,000 square foot Recreation Center, which serves as a hub of activities in community health, personal wellness, multidisciplinary enrichment, and social connectivity with various programs, services and events. 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. Amenities Parks and Recreation Fishing at Rio Vista Community Park Peoria offers many unique opportunities for residents and visitors alike to enjoy themselves. A wide range of parks and recreation facilities can be found throughout the city, including three outdoor swimming pools, 36 neighborhood parks (including four with dog-friendly areas), private golf courses, walking trails, mountain hiking trails, Rio Vista Recreation Center and Community Park, and Pioneer Community Park. The newest addition is Paloma Community Park; the first phase opened in October 2020 and the second phase is currently under design. For A Huey helicopter is featured at Senator John McCain Vietnam Veterans Memorial Plaza 35 City of Peoria FY 2023 Annual Program Budget Introduction Pioneer Community Park features a variety of amenities such as an urban fishing lake, lit sixdiamond 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 citizens. It is home to the large-scale sculpture “Forge” by artist Thomas Sayre. In addition to serving residents, 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. that lights up at night and features words from the community. Sunset at Paloma Community Park The City operates Centennial Pool, Sunrise Mountain Pool, and Peoria Pool, which are all located on high school campuses through a collaborarive intergovernmental agreement with Peoria Unified School District. 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 36 neighborhood parks, totaling over 317 acres, spread out over 60 square miles, with assorted amenities that may include any or all of the following: lit walking/jogging paths, dog parks, basketball courts, volleyball courts, tennis courts, pickleball courts, shaded playgrounds, turf areas, ramadas and more. Staff makes targeted capital improvements to the neighborhood parks system through three distinct programs: Parks Refresh, Park Courts and Park Playground Programs. The Parks and Recreation Department also features a Facilities Services division, which is primarily responsible for the targeted maintenance of the facilities and amenities at various department locations. The splash pad and urban fishing lake are just two of the numerous amenities at Pioneer Community Park Paloma Community Park, the third and newest community park, is 85 acres and features a variety of amenities such as four lit softball/baseball fields, three lit soccer/multipurpose fields and a special abilities-inclusive playground with splash pad, an urban fishing lake, a dog park and pickle ball courts. Phase II is currently in design. Paloma Regional Preserve is adjacent to Paloma Park and consists of unique connections to 1,855 acres of pristine Sonoran desert for trail hiking and biking with connections to the mountain trail preserves. 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 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 36 City of Peoria FY 2023 Annual Program Budget Introduction Preservation of natural resources is a high priority with over 3,000 acres of desert landscapes preserved and still counting. Peoria and the White Tank Conservancy have collaborated over the years bringing a diverse mix of outdoor educational programming such as invasive weed identification, bringing youth to the mountains, and connectivity of wildlife corridors. Peoria’s residents play a vital role in these preservation efforts as volunteer stewards collect garbage from the water ways, participate in educational programming and help support efforts in protecting key landmarks for future generations, marinas and is an ideal destination for boating, fishing and water sports enthusiasts. Peoria boasts 60 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 25 miles of mountain hiking trails in Peoria with trailheads offering access to Sunrise Mountain, West Wing Mountain, East Wing Mountain and Calderwood Butte Preserves. Trailhead amenities include off-street parking, restroom facilities, and chilled drinking fountains. When complete, the New River Multi-Use Trail System is planned to be more than 20 miles in length with more than 18 miles of the trail located within Peoria. The City has completed a continuous segment along the New River from Northern Avenue to Happy Valley Road. The New River system aligns along some of the City's local shopping, dining and entertainment venues, making it a fun and safe way to reach your destinations. A panoramic view of beautiful Lake Pleasant 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 soon to be constructed Stadium Trail at the Peoria Sports Complex/P83 Entertainment District, making it a convenient and enjoyable way to access a baseball game along with the other entertainment, dining and shopping venues of the P83 District area. Peoria’s place on the national map was first etched when the Peoria Sports Complex opened in 1994 to house 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, allowing the facility to undergo extensive renovations over a multi-year period. The stadium and team clubhouses were updated as part of that extension 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. Both trails are designed to accommodate all nonmotorized 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. 37 City of Peoria FY 2023 Annual Program Budget Introduction Neighborhood & Human Services The City coordinates numerous programs, activities and events that include AM/PM (before and after-school child care), Summer Camp, Little Learners, Active Adult Programs, Adaptive Recreation programs and Teen Programs. Family and Youth Services offers licensed before and after school child care, preschool, adult adaptive programs, senior activities and meals, as well as teen programming. Staff strives to meet the needs of residents by providing easy access to these programs and services. After-school childcare programs are located at all Peoria Unified School District Elementary Schools within the City of Peoria. The remaining programs are located at the Peoria Community Center and Sunrise Family Center. The Community Center is a 26,000 square foot facility and offers a broad range of activities and classes for all ages. The Sunrise Family Center houses the Lil’ Learners program for 3.5 to 5 year olds. The Peoria Sports Complex 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. The Peoria Youth Advisory Board (provides insight and feedback on issues relating to youth, including city ordinances, long-range planning, and city-school district relations. The board seeks to enable youth to participate in improving the quality of life in the community. In addition, two Youth Council Liaisons sit on the dais with the City Council members to add a voice for youth in the community. The Seventh Hole at Quintero Golf Course, a gem nestled in the midst of the beautiful desert Peoria Youth Advisory Board 38 City of Peoria FY 2023 Annual Program Budget Introduction Arts, Culture, and Library Services rooms, backstage support areas and office space. The center operates year-round, presenting plays, musicals, comedies, concerts, and and a variety of other events. The center is also available to groups for rentals. Non-profit organization TheaterWorks acts as the managing tenant of the facility and not only creates award-winning theater and some of the most comprehensive programming in Arizona, but also a wide variety of educational programs for youth and adults. The Arizona Broadway Theatre is the premiere professional theater company of the West Valley, and offers professional musicals, plays, concerts, and a refined dining experience. The theatre showcases locally and nationally acclaimed artists onstage and behind the scenes, and is conveniently located in the P83 Entertainment District. Public Art - Blooming Spire by Jeff Zischke Happy Valley Rd / Lake Pleasant Pkwy A strong presence of the Arts along with a robust calendar of engaging community events that are free to the public, make Peoria an ideal Arts & Culture destination. Two theaters featuring plays and musicals are located within Peoria. The Peoria Center for the Performing Arts is the West Valley’s destination for performing arts. Arizona Broadway Theatre Located inside Peoria City Hall, the West Valley Art Museum brings people from all over Arizona and beyond to experience art with a variety of themes. Collection showcases and new exhibits are unveiled year-round, making the museum a local and regional favorite. Peoria Center for the Performing Arts It offers a state-of-the-art facility featuring a 280seat main stage auditorium, a 60-seat black box theater, classrooms, elegant lobby, dressing 39 City of Peoria FY 2023 Annual Program Budget Introduction The Utility Box Art Wrap Program provides a valuable opportunity for Peoria youth and community members to participate and make an impactful contribution in their community as artists. Not only is this program a creative way to make every corner of Peoria beautiful with local art, it also illustrates the important aspects of accessibility to artists of all levels and ages. The project promotes inclusivity to the diverse spectrum of art in all its forms, and represents the Peoria community in a compelling way that is visible for all City residents. The competition has been a great success and as a result, bi-yearly competitions open to the greater Peoria community will continue to occur and expand this program further across the streetscapes of our City. West Valley Art Museum in City Hall The city of Peoria is proud to support the Arts. Throughout the city, one will see examples of investment in public art, many of which are located throughout Peoria’s historic district, known as Old Town Peoria, and expanding throughout the city. Peoria introduced its temporary art program through INFLUX, a multi-city colaboration, which features emerging artists in the public arena. Each installation is up for one year and then is replaced with new art. There are two temporary pieces of art located at Peoria’s two library locations, Sunrise Mountain Library and Peoria Main Library. Community Events The Arts, Culture & Library Services department develops and operates a number of events for the City including annual, signature events such as the Dolly Sanchez Easter Celebration, All American Festival on July 4, Halloween Monster Bash, Old Town Holiday Festival, and cultural events such as Somos Peoria, which celebrates Hispanic Heritage Month. In addition, smaller community events like Peoria’s 2nd Saturdays occur monthly, October through May, on every 2nd Saturday of the month in Old Town Peoria. Additional neighborhood events such as ParkFest, provides free food and entertainment in a neighborhood park of every city district with the support the councilmembers. Peoria Public Library The city operates the Peoria Public Library division, which includes Peoria Main Library and Sunrise Mountain Library, which are valuable assets to residents, 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 Utility Box Art Wrap Program 40 City of Peoria FY 2023 Annual Program Budget Introduction Latka, as well as metal sculpture Totem; The Plant Princess by artist Joan Waters. programs that have attracted these companies. Included below are Peoria’s top 10 employers, demonstrating a diverse and robust economy within the community. The Main Library completed a first phase of interior renovations, followed by a second phase of exterior patio and site improvements, each designed to improve the library patron experience and enliven the plaza in favor of comfortable shade and event friendly spaces. This space is an attractive and functional public courtyard for community enjoyment and seasonal library programming as well. Peoria’s Top 10 Major Employers*  Peoria Unified School District  City of Peoria  TYR Tactical  Antigua Group, Inc.  Immanuel Campus of Care  Oak Craft Elegant Cabinetry  Banner Health  Walmart  Cigna Healthcare  West USA Realty *Source: City of Peoria Economic Development Services Economic Development 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. This is accomplished by developing and cultivating relationships and strategic partnerships designed to bring leads that result in success, while also providing exceptional customer service 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 Peoria is 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 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 41 City of Peoria FY 2023 Annual Program Budget Introduction 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. sector and opening thousands of acres of state and private land for commercial development, augmenting an exceptional quality of life and high wage employment. The Atchison, Topeka & Santa Fe Railroad (a portion of the Burlington Northern Santa Fe Railroad system) has a main line that runs through the southern area of the city. The availability of rail-served sites affords Peoria the opportunity to compete for industries needing rail service, including manufacturers and distributors. 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. Strong telecommunication networks provide Peoria with the necessary bandwidth to attract companies that rely on telecommunication to create goods and services. Cox Communications and CenturyLink are two providers that provide gigabite 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. 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 and resturant opportunities to meet the needs of residents and improve the community service ammenities. 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 high paying jobs and business opportunities. Staff have identified these industries as being critical to providing a sustainable community while attracting companies that can grow and expand. These industries include: advanced business, financial services; advanced manufacturing; semiconductors and suppliers, aerospace and defense; bioscience and healthcare; technology/cyber-security, film and digital media; hospitality and tourism; research and development; entrepreneurship and innovation ; and technology. There is a combination of factors that points toward the growth of these leading industries in Peoria. An entry monument in the P83 Entertainment District Peoria has a large, technically-skilled workforce currently living within a 30-minute drive time of 42 City of Peoria FY 2023 Annual Program Budget Introduction City Services 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. 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 emergency medical care, fire suppression, hazardous materials response and mitigation, technical rescue, fire inspection/ investigation, fire-related public education, emer-gency management services, and emergency ambulance transportation. All services are deliv-ered by the men and women of the Peoria Fire-Medical Department, and in cooperation with our local, regional and statewide partners. Stadium Point, a 1,000,000+ square foot vertical mixed use development is located at the heart of the P83 district. It will include high-end 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 premier destination that will showcase Peoria’s commitment to business development. A 3D rendering of the future Stadium Point development 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, 43 City of Peoria FY 2023 Annual Program Budget Introduction 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 Leadership Institute attendees visit the Fire Department 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. 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 Greenway Water Treatment Plant 44 City of Peoria FY 2023 Annual Program Budget Introduction 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. 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. In the city of Peoria, sustainability is at the forefront of all we do. “Sustainable U” is one of many sustainability initiatives led by the city to provide our residents with practical educational tools. The Community Garden located just northeast of City Hall is an excellent example of how Peoria works with citizens and students to create an environment of sustainable education Through a series of environmentally-related workshops, residents increase their understanding and awareness of the many sensible ways they can save money and the environment through everyday actions. 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. 45 City of Peoria FY 2023 Annual Program Budget Introduction 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 for critical inquiry, to be independent and formulate their own goals, and to graduate prepared for top-tier colleges. Full-day kindergarten is offered at no cost in the Peoria Unified School District West Wing Elementary is an A+ School of Excellence 46 City of Peoria FY 2023 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 ........................................... 221 Avg. Response Time (minutes) ............................ 5.22 Number of Incidents: Emergency Medical Support ......................... 21,360 Fire Calls ......................................................... 1,258 Miscellaneous .................................................. 3,564 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 .................................................................... 216 Non-Sworn ............................................................ 107 Priority 1 Response Time (minutes) ..................... 5.45 Number of calls answered .............................. 252,050 Annexed Area in Peoria City Employees (as of July 1, 2022) Full-time ............................................................. 1,349 Part-time FTE’s .................................................... 5.95 Total authorized FTE’s .................................. 1,354.95 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 Trails ......................................... 25 Dog Parks .................................................................. 6 Miles of Multi-Use Pathways.................................. 35 1965……….2.5 1975……….7.0 1980…..….23.0 1985……...30.8 1990……...63.0 47 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2023 Annual Program Budget Introduction Streets and Utilities Streets* Utilities** Lane miles of streets maintained – 1,634 Arterial.……………….……………….….……453 Collectors……….….………………………….242 Residential………..………………………...…..939 Number of active customers Water………………………………………………….....63,127 Wastewater………………………...…………………….64,883 Residential Solid Waste…………..………….…………...62,276 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………………..……10,661,921,000 gal Number of active wells in system……………………..….29 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…………………………....……….1,232 mil gal Jomax Plant………………………………………….321 mil gal Butler Plant……………………………...……..…..2,742 mil gal Solid Waste* Residential tonnage processed……………....………68,666 Commercial tonnage processed…………..……..…..18,594 Recycle tonnage processed………………..…..…….17,043 Total tonnage processed…………………..…..……104,303 Streetlights Maintained……..………………17,139 *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 48 City of Peoria FY 2023 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 83.87% Date Type of Election September 12, 2006 49 % of Registered Voters Voting City of Peoria FY 2023 Annual Program Budget Introduction Demographics Income Income* Median Household Population1 225,000 200,000 184,469 175,000 $80,000 190,985 154,475 $50,000 $50,000 125,000 $60,000 $40,000 108,364 100,000 $20,000 50,618 50,000 $40,000 $10,000 4,792 1970 $0 $30,000 12,351 1980 1990 2000 2010 2020 2021 $63,535 $60,417 $35,000 $31,513 $20,000 $14,000 $35,000 1990 2000 2000 2010 2015 2012 2020 1990 2005 2010 Median Household Per Capita Income MedianIncome Household Income Family Households1 Occupied Housing Units1 50,000 50,000 42,930 44,282 40,000 40,000 30,000 30,000 20,000 20,000 15,377 0 Owner Occupied 50,000 32,376 30,000 40,000 25,000 20,361 37,730 27,210 10,000 8,480 0 Less than High School graduate 1 Source – MAG estimates *Source – U.S. Census Bureau 50 Bachelor's degree or higher 7,992 Production, Transport & Mat'l Moving Construction, Extraction & Maint. Sales & Office 5,000 Service 41,490 20,000 6,089 Mgmt., Business, Science & Arts Population 25 and over 30,000 12,620 10,000 0 Educational Attainment1 Some college or associate's degree 15,000 Non-Family Households Renter Occupied Occupations1 20,000 Total Family Households High School graduate (or equiv) 0 16,729 10,000 10,000 35,000 $65,314 $31,513 $50,000 $30,000 $50,000 75,000 0 $75,323 $60,000 $70,000 150,000 25,000 $74,985 $80,000 $70,000 City of Peoria FY 2023 Annual Program Budget Introduction Sales Tax Revenues*** Building Permits Issued** Single Family Residential 3,000 $120,000,000 $100,000,000 2,500 ***Source – City of Peoria Finance Department **Source – City of Peoria Development and Engineering Department 51 $110,705,229 FY 2021 $92,809,847 FY 2020 $97,844,691 FY 2019 $84,236,770 FY 2018 $88,452,775 FY 2015 FY 2017 $71,237,142 $74,556,024 FY 2016 $79,410,318 $65,950,235 Number of Permits Issued FY 2014 2021 2019 2017 2015 2013 2011 2009 2007 2005 $0 2003 - FY 2013 $20,000,000 500 FY 2012 $60,720,312 $40,000,000 1,000 FY 2010$54,868,223 $60,000,000 1,500 FY 2011 $56,407,628 $80,000,000 2,000 City of Peoria FY 2023 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, 2021. 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. 52 City of Peoria FY 2023 Annual Program Budget Introduction A view of Peoria’s stunning desert landscape at Lake Pleasant 53 City of Peoria FY 2023 Annual Program Budget Introduction 54 Budget Summary 55 56 City of Peoria FY 2023 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 2023 BUDGET CALENDAR Date Activity CIP Budget Requests Due October 31, 2021 Midyear Financial Review November 9, 2021 Operating Budget Requests Due December 31, 2021 Department Budget Review Sessions January, 2022 Department Budget Presentations January – March, 2022 City Council Budget Study Session March 30, 2022 Adopt Tentative Budget May 3, 2022 Hold Public Hearing on Budget and Property Tax Levy May 17, 2022 Adopt Final Budget May 17, 2022 Adopt Property Tax Levy June 7, 2022 57 City of Peoria FY 2023 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 only minor changes to the city manager’s recommended budget for FY 2023. 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. 58 City of Peoria FY 2023 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 3, 2022, 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 2023 final budget was adopted on May 17, 2022, and the property tax levy was adopted on June 7, 2022. 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 $1,125,023,900 in Fiscal Year 2023. This compares to the total appropriation of $783,000,000 in the proposed budget. In addition, the city estimates that $300,156,501 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 59 City of Peoria FY 2023 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 (ACFR) 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 2023 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 2023 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 Annual Comprehensive 60 City of Peoria FY 2023 Annual Program Budget Budget Summary Budget Summary Expenditures The City of Peoria’s FY 2023 budget appropriation totals $783 million. The operating budget totals $371 million, an increase of just under 13 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 $783 million proposed budget is comprised of four major segments. The operating budget totals $371 million (48 percent) and debt service is $47 million (6 percent). Approximately $80 million (12 percent) is set aside for contingency accounts. Capital improvements total $285 million, which is 36 percent of the total FY 2023 budget. Revenues The FY 2023 estimated revenues total $580 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 2023. The other factor in expenditures exceeding revenues is the contingency, which is a reserve that rolls over each year. In FY 2023, the city estimates revenue from service charges at $223 million (38 percent), taxes at $154 million (27 percent), intergovernmental revenues at $85 million (15 percent), and bond proceeds at $68 million (12 percent). The remaining categories represent $48 million (8 percent). Summary of Expenditures Total FY23 Expenditures $783 Million Summary of Revenues Contingency 10% Total FY23 Revenues $580 Million Misc. 8% Operating 48% Service Charges 38% Taxes 27% Bond Proceeds 12% Debt Service 6% Inter Gov't 15% 61 Capital Outlay 36% City of Peoria FY 2023 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY19 FY20 FY21 FY22 FY23 % Change Fines, Licenses, Permits & Rents $8.5 $8.1 $9.6 $9.5 $8.7 -8% Bond Proceeds $65.7 $100.4 $60.8 $120.6 $68.9 -43% Charges for Services $174.7 $187.2 $198.7 $207.7 $223.1 +7% Intergovernmental Revenue $62.7 $61.6 $65.3 $71.8 $85.8 +20% Taxes $108.9 $116.5 $119.4 $133.9 $154.1 +15% Miscellaneous Revenue $10.2 $19.9 $10.6 $10.5 $37.3 253% Interest Income $1.8 $2.6 $4.3 $4.1 $2.8 -31% Total Revenues $432.5 $496.3 $468.7 $558.1 $580.7 +4% TOTAL BUDGETED USES (In Millions) Description FY19 FY20 FY21 FY22 FY23 % Change Operations $294.4 $311.7 $313.3 $328.8 $371.6 +48% Capital $277.1 $256.4 $233.7 $241.9 $284.9 +18% Debt Service $41.5 $42.9 $42.2 $45.2 $46.9 +4% Contingencies $47.0 $59.0 $75.8 $79.1 $79.6 +1% Total Revenues $660.0 $670.0 $665.0 $695.0 $783.0 +13% 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 $265 million. The following chart outlines the financial plan for FY 2023. The total sources, including beginning fund balances, are estimated at $1.1 billion and total uses are estimated at $818 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 62 City of Peoria FY 2023 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Fund Categories Estimated Balance 7/1/2022 Total Sources Total Uses Estimated Balance 6/30/2023 General $150.0 $384.1 $302.0 $82.1 Special Revenue $87.6 $154.4 $115.6 $38.8 Enterprise $115.6 $263.7 $192.9 $70.7 Internal Service $48.7 $111.2 $67.7 $43.5 Capital Project $45.7 $123.8 $105.8 $18.1 Debt Service $19.7 $46.0 $34.1 $11.9 Total All Funds $467.3 $1,083.2 $818.1 $265.1 Fund Balance Analysis General Fund Fund Balance General Fund. In the general fund, the historically high ending fund balance for FY 2021 reflects strong sales tax growth and the receipt of federal funding from ARPA. The city has received $20.8 million from ARPA. Fund balance is expected to decline through FY 2023, 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 $52.4 million for FY 2023. The city does not expect to spend policy reserves in FY 2023. (Millions) 2019 2020 2021 2022 Actual Actual Actual Est. 63 $88.2 $98.1 $117.3 $100.4 $82.6 $90.0 $80.0 $70.0 $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 2023 Proj. City of Peoria FY 2023 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. As of April 2022, year-to-date HURF revenues have increased 9.1% compared to the prior year, so higher fuel prices have not yet had a negative effect on revneue. 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 $30.3 $6.7 2019 2020 2021 Actual Actual Actual 2022 Est. 2023 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 $11 million held in reserves. $10.0 $12.7 2022 Est. $11.3 $12.3 $15.6 2019 2020 2021 Actual Actual Actual $16.4 $0.0 $20.0 $5.0 $17.1 $10.0 $18.5 $20.0 (Millions) $10.0 (Millions) $30.0 Streets Fund Fund Balance $15.0 Budget Summary $0.0 Water Fund Fund Balance 2023 Proj. (Millions) $38.4 $41.4 $34.1 $21.4 G.O. Bond Debt Service Fund. In 2017, the Governor signed HB 2011 (Laws 2017, Chapter 212), which amended section 35-458, Arizona Revised Statutes. Consistent with the new legislation, the cash reserves for the G.O. Bond Debt Service Fund have been reduced to less than 10 percent of the annual payments of principal and interest. The 10-year Capital Improvement Plan programs the use of any excess reserve. $28.8 $35.0 $30.0 $25.0 $20.0 $15.0 $10.0 $5.0 $0.0 2019 2020 2021 2022 Actual Actual Actual Est. 64 2023 Proj. City of Peoria FY 2023 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 $10.0 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 $2.2 million held in reserves. Wastewater Fund Fund Balance Residential Solid Waste Fund Balance (Millions) (Millions) $10 $5.1 $6.1 $6.7 $4 $7.1 $6 $7.5 $8 $7.2 $23.1 $25.3 $20.4 $18.9 $16 $14 $12 $10 $8 $6 $4 $2 $0 $2 $0 2019 2020 2021 2022 Actual Actual Actual Est. 2019 2020 2021 2022 Actual Actual Actual Est. 2023 Proj. 65 2023 Proj. City of Peoria FY 2023 Annual Program Budget Operating Budget workforce. The FY 2023 budget includes 28 new positions as shown in the table. The FY 2023 operating budget of $371 million represents an increase of $42.8 million, or thirteen percent, over last year’s operating budget. The operating budget includes $13.6 million in one-time expenditures such as one-time requests, replacement of existing vehicles, and carryovers from the FY 2022 budget. The general fund makes up 52 percent of the total operating budget and is the largest component of the city’s organization. Other fund categories include enterprise funds (20 percent), internal service funds (17 percent), and special revenue funds (11 percent). Operating Budget by Fund Type Enterprise 20% Internal Services 17% Budget Summary General Fund 52% Special Revenue 11% 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 66 Department Position City Attorney Assistant City Attorney City Attorney Legal Specialist City Clerk Administrative Assistant II (0.5) Development & Engineering Management Analyst Development & Engineering Utility Coordinator Fire-Medical Fire Captain Fire-Medical Fire Engineer Fire-Medical Firefighter (2.0) Fire-Medical Medical Billing Specialist IT Data Engineer IT IT Technician I Municipal Court Lead Judicial Assistant (2.0) Neighborhood & Human Services Community Engagement Coordinator Parks & Recreation Park Ranger Planning & Community Development Principal Planner Public Works Equipment Operator (2.0) Public Works Lead Custodian Public Works Automotive Technician Public Works Public Works Project Manager Public Works Street Maintenance Supervisor Public Works Transit Operator I (0.5) Water Services CIP Project Manager Water Services Utility System Operator I (2.0) Water Services Utility Plant Operator I Water Services Lead Environmental Compliance Inspector City of Peoria FY 2023 Annual Program Budget Budget Summary FTEs. The department’s FY 2023 budget includes a number of new ongoing and one-time additions. New FTEs include two bulk trash positions, a lead custodian, an automotive technician, a project manager, and a street maintenance supervisor. Two part-time transit operators will be converted to full-time allowing for more diala-ride and Americans with Disabilities Act service. Other notable ongoing additions include increased budgets for Route 106 Sunday service, fleet maintenance, solid waste containers, custodial services, and street maintenance. Notable one-time items include city hall pine room technology improvements, fuel, electricity, a dump truck and trailer for the Streets Division, and an articulated tractor/trailer for residential solid waste. These new positions bring the total authorized full-time equivalents for FY 2023 to 1,354.95. Schedule 6 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. Department Summary The Police Department continues to receive the resources needed to serve and protect Peoria’s residents and businesses. The department received funding for training, new technology, equipment, patrol vehicles, a command vehicle, supplies, specialized software, contract staff, and crime predictive technology. The budget adds five FTEs for Fire-Medical, consisting of four positions for a Fire-Medical response unit and a medical billing specialist. To ensure staff are well equipped, resources were added for a utility task vehicle, operational equipment, medical supplies, vehicle parts, and training. Water Services is adding five new FTEs as well as some contract labor. The budget includes funding to address increased costs for chemicals, supplies and water, as well as new equipment. Notable one-time items include the Nature Conservancy Fund, the water conservation rebate program and the water service leak pilot program. Neighborhood & Human Services is entering its fifth year as a department, and the approved budget provides resources to continue to deliver popular programs such as AM/PM, Adult Day services, and the neighborhood grant program. This budget also adds a new community engagement coordinator position and a second community engagement vehicle. The department is also continuing its homeless navigation services. The Economic Development Services Department continues to work to achieve the goals of the Council-adopted Economic Development Implementation Strategy. The FY 2023 budget allocates funding to support this effort, including business attraction consulting services, advertising and marketing, economic impact studies, and small business assistance. The Development and Engineering Department and the Planning Department are partners in ensuring smart growth in the city. To help manage their workload while maintaining the expected level of service, the budget funds an additional principal planner position, and impact fee coordinator position, and a utility coordinator position. The Parks, Recreation and Community Facilities Department is adding a park ranger position to provide enhanced coverage at city parks. The budget also addresses cost increases related to staff and maintenance in the department’s budget. The Arts, Culture and Library Services Department was created in FY 2022. The department continues Peoria’s tradition of providing quality special events. Notable budget additions include new library technology, storywalks, and the expansion of the library’s passport acceptance program. Other notable additions to the budget in FY 2023 include IT software maintenance costs, a data engineer, an IT technician, an assistant city attorney, a legal specialist, a part-time administrative assistant, and two lead judicial assistants to manage caseload at the Municipal Court and City Attorney’s Office. The Public Works Department is one of the largest in the city in terms of both dollars and 67 City of Peoria FY 2023 Annual Program Budget Budget Summary Operating Budget History GENERAL FUND Mayor & Council FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 $797,530 $813,602 $785,695 $886,388 $911,451 City Leadership & Management $3,892,099 $3,915,921 $4,008,920 $4,192,315 $4,561,490 Office of Communications $1,585,670 $1,786,396 $1,682,162 $1,819,251 $1,948,618 Development & Engineering $7,990,720 $8,386,790 $8,543,689 $9,050,069 $10,214,384 Economic Development Services $1,564,038 $1,810,082 $1,696,660 $1,860,453 $1,857,274 Human Resources $3,511,978 $3,737,998 $3,780,383 $3,949,729 $4,485,609 City Clerk $1,162,564 $968,293 $1,256,978 $1,452,463 $1,479,537 City Attorney $3,369,069 $3,504,728 $3,652,587 $3,848,704 $4,464,197 Municipal Court $2,125,190 $2,236,090 $2,275,532 $2,501,241 $2,784,478 Non-Departmental $1,418,733 $1,344,317 $1,228,284 $978,735 $970,631 Finance $11,260,286 $11,373,952 $11,613,727 $12,299,653 $12,366,172 Planning & Community Dev. $1,965,532 $2,091,958 $1,818,507 $1,853,492 $2,043,625 Police $48,372,423 $50,861,583 $51,726,681 $53,907,302 $59,527,304 Fire $36,402,598 $38,298,170 $38,919,305 $41,982,968 $44,166,969 - - - - $7,609,844 Parks, Rec & Comm. Facilities $28,441,111 $21,259,100 $21,216,364 $22,200,038 $19,365,812 Neighborhood & Human Svcs - $10,842,810 $10,942,938 $11,633,280 $10,102,808 Arts, Culture & Library Services Public Works Half-Cent Sales Tax and Other $651,393 $679,867 $716,147 $696,345 $725,480 $3,072,224 $3,036,426 $2,846,456 $2,839,873 $2,765,762 $10,544,967 $10,964,572 $11,154,696 $14,592,405 $17,387,205 $349,993 $501,627 $526,948 $726,422 $3,058,845 SPECIAL REVENUE FUNDS Streets Funds Housing & Community Dev. Transit $5,015,753 $4,902,291 $5,275,433 $5,111,458 $4,560,916 Grants & Miscellaneous $10,167,612 $7,827,706 $6,993,190 $4,968,068 $15,512,113 Water Fund $26,660,699 $27,894,377 $29,642,014 $31,982,629 $35,657,739 Wastewater Fund $11,346,201 $11,842,495 $12,532,997 $12,442,513 $13,821,728 ENTERPRISE FUNDS Enterprise Reserves $3,423,876 $3,128,619 $3,631,741 $1,442,000 $2,936,920 Solid Waste Funds Sports Complex $14,559,469 $5,392,795 $15,474,690 $5,557,764 $14,961,987 $5,450,397 $16,931,555 $5,508,808 $17,858,938 $6,280,671 Fleet Maintenance $5,212,372 $5,896,318 $6,068,837 $6,226,512 $7,123,339 Fleet Reserve $2,987,604 $6,249,112 $3,189,208 $3,180,428 $4,437,320 Insurance Reserve $22,946,920 $25,479,105 $26,210,609 $27,851,443 $28,475,501 Facilities Maintenance $6,249,637 $6,823,883 $6,843,785 $6,817,515 $7,253,370 IT Operations $10,422,719 $10,669,059 $11,178,381 $12,270,175 $13,808,390 IT Reserve $609,502 $1,067,453 $606,173 $630,697 $995,953 IT Projects $898,634 $418,000 $103,000 $92,131 $30,000 Trust, Agency & Debt Svc $66,850 $71,175 $81,000 $60,300 $10,200 $294,438,761 $311,716,329 $313,261,411 $328,787,358 $371,560,593 INTERNAL SERVICE FUNDS TOTAL 68 City of Peoria FY 2023 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 2023 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 2023 CDBG budget totals $2.2 million. These monies will be used for various housing rehabilitation projects, as well as housing assistance and social service programs. The city partners with many non-profit agencies to provide critical programs to its residents with funding from this program. U.S. Department of Justice The Police Department provides support to crime victims through a grant funded Victim Assistance Program. The grant provides funding for the support services staff. The staff services include crisis intervention, emotional support, transportation (when needed), case management, care referrals and assistance with court order requests. The budgeted grant expenditures for FY 2023 are $224,087. 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 2023 budget for the HOME grant is $853,182. 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 2023, the city has budgeted expenditures of $18,284 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 2023, the city has budgeted expenditures of $713,256. 69 City of Peoria FY 2023 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 2023 appropriation totals $7,253,370. 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 2023, the fleet reserve funds anticipate combined revenues of $4,491,128. Revenues come from annual replacement charges, transfers from other funds, and interest earnings. Expenditures are budgeted at $4,437,320. 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 2023 operating budget is $7,123,339. 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 2023 budget for this fund is $28,475,501. 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 2023 is $13,808,390. The department also has a budget of $30,000 for IT projects. Insurance Reserve $28,475,501 $28,257,854 $27,851,443 $27,590,692 $25,479,105 $26,164,736 $10,000,000 $22,946,920 $23,136,225 $20,000,000 $26,211,613 $28,186,264 $30,000,000 $0 2019 2020 2021 2022 2023 Revenues Expenditures 70 City of Peoria FY 2023 Annual Program Budget Budget Summary Debt Service Bond financing is a primary source used to finance long-term capital projects, especially capital infrastructure. The city's debt plan is an integral tool for one of the main financing sources of the Capital Improvement Plan. Outstanding debt, capacity limitations and cash flow analysis are all reviewed as part of the capital budgeting process, while the annual debt service payments are incorporated into the operating budget. Depending on the need and the type of project being financed, several types of debt (as shown in the graph) are available. Periodically, the three rating agencies review Peoria’s general obligation credit. In January 2022, Fitch Ratings and Moody’s Investors Service affirmed their ratings of AAA and Aaa, respectively. Peoria is one of only a few Valley cities have a triple-A rating from both Fitch and Moody’s. These ratings reflect the city’s large and growing property tax base, consistently strong reserves, and sound financial management policies. Having the highest possible bond rating means the city obtains the most favorable interest rates on bond sales and thus generate considerable savings for Peoria taxpayers. FY 2023 Debt Service by Type G.O. In Novemeber 2021, Peoria issued $60.9 million in new general obligation bonds, $22 million of which was for Paloma Community Park. The city has $184 million in general obligation debt outstanding. The city intends to sell up to $42.8 million in new general obligation debt sometime during FY 2023. Bonds 57% MDA Bonds 7% Direct Purchase 10% G.O. Bonds Debt Service Revenue Bonds 27% $25,000,000 $20,000,000 $15,000,000 General Obligation Bonds $10,000,000 General obligation (G.O.) bonds require voter approval and are backed by the taxing authority of the city. These bonds are generally used to finance projects with strong public support and that do not themselves produce revenues. Arizona law limits the amount of G.O. bonds the city can have outstanding based on the assessed valuation of the property located within the city limits. Financing for water, sewer, storm sewer, lighting, street and traffic facilities, parks and open space preserves and recreational facilities projects is limited to 20 percent of the assessed valuation. Financing for all other projects, such as municipal buildings, is limited to six percent of the assessed valuation. $5,000,000 Principal 71 2032 2031 Interest G.O. Bond Ratings Moody’s Standard & Poor’s Fitch 2030 2029 2028 2027 2026 2025 2024 2023 $0 Aaa AA+ AAA City of Peoria FY 2023 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 $8,000,000 $7,000,000 $6,000,000 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. $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 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. 2031 2030 2029 2028 2027 2026 2025 2024 2023 $0 Interest MDA Bond Ratings Peoria’s total outstanding debt for Municipal Development Authority bonds is $40,745,000. 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 $15,085,000. 72 Moody’s Aa2 Standard & Poor’s AAA Fitch AA+ City of Peoria FY 2023 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 $113,038,673. The city sold $29.0 million in new water/wastewater revenue bonds in May of 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+ 73 City of Peoria FY 2023 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, 2022 (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) Secondary Assessed Valuation Allowable 20% Bonds Outstanding Less 20% Bonds Outstanding Unused 20% Debt Capacity $1,890,915,664 $378,183,133 $197,333,843 $180,849,290 6% Limitation as of June 30, 2022 (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 $1,890,915,664 $113,454,940 $10,986,085 $102,468,855 Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Population 168,192 172,263 175,961 190,985 194,917 197,597 200,277 Secondary Assessed Value (Millions) $1,245 $1,340 $1,440 $1,557 $1,659 $1,781 $1,890 Net Bonded Debt (Millions) $133 $120 $140 $126 $129 $153 $177 Pct. of Net Bonded Debt to Assessed Value 11% 9% 10% 8% 8% 9% 9% Net Bonded Debt Per Capita $788 $696 $796 $659 $662 $776 $883 From FY 2017 to FY 2020, figures are based on the Annual Comprehensive Financial Report. The remaining years are budget estimates. 74 Financial Planning 75 76 City of Peoria FY 2023 Annual Program Budget Financial Planning Financial Planning The City has an important responsibility to its citizens to carefully account for public funds, to manage its finances wisely, and to plan for the adequate funding of services desired by the public. The City’s financial goals are broad, fairly timeless statements of the financial position the City seeks to attain. The City’s overall financial goals are: • To deliver quality services in an affordable, efficient, and cost-effective basis, providing full value for each dollar. • To maintain an adequate financial base to sustain a sufficient level of municipal services, thereby preserving the quality of life in the City of Peoria. • To have the ability to withstand local and regional economic fluctuations, to adjust to changes in the service requirements of our community, and to respond to changes in Federal and State priorities and funding as they affect the City’s residents. • To maintain a high bond credit rating to ensure the City’s access to the bond markets and to provide assurance to the City’s taxpayers that the City government is well managed and financially sound. Achieving these goals not only helps the City to enhance its financial health, it also enhances the image and credibility of the City with the public, bond rating agencies, and investors. The City achieves these goals through its strict adherence to fiscal management policies. Council-Adopted Financial Policies The City’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 sup-port the continued financial strength and stability of the City of Peoria as reflected in its financial goals. 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: 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. 77 City of Peoria FY 2023 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. 78 City of Peoria FY 2023 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 79 City of Peoria FY 2023 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. 80 City of Peoria FY 2023 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 2023 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, members projected state revenues to grow by 14.3% in FY 2022 and 4.0% in FY 2023. The U.S. economy is experiencing a number of headwinds, including the highest inflation in 40 years and the Russia-Ukraine war. With the Federal Reserve tightening monetary policy, there appears to be greater potential for a downturn in the economy than potential for growth. Because the Phoenix metro has a strong economy, it is more susceptible to supply chain disruptions and inflationary pressures. Similar to the rest of the country, housing affordability continues to decline in Arizona. Affordable housing has historically been one of Arizona’s economic strengths. 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 18.0% above the prior year, while year-to-date state sales tax was up by about 10.6%. Peoria’s sales tax has also grown, up about 9.5% compared to the • How will the City respond to adverse economic or emergency conditions? 81 City of Peoria FY 2023 Annual Program Budget Financial Planning 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. 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 Operational Impacts of Capital Plan Among the primary assumptions utilized in the forecast are economic growth rates, retail sales activity, state-shared revenues, census population, and residential development activity. The Capital Improvement Program has direct and sometimes significant impacts on Peoria’s operating budget. Upon their completion, most capital projects require ongoing costs for operation and maintenance. New buildings require electricity, water and sewer service, and maintenance and repair. New roads require regular sweeping as well as periodic crack filling and sealing, patching, milling, minor resurfacing, and replacement of stripes and markings. New parks and landscaped rights of way (such as medians and streets shoulders) require irrigation, fertilizing, mowing, and trimming. Some projects, such as a recreation center, require additional employees. The long-range financial forecast for FY 2023 includes a narrative discussion on the long-range models for each of the operating funds. Specifically, the Management and Budget staff undertook extensive reviews of the following funds: General Fund. The General Fund supports most general government activities, including public safety, development services, parks, recreation and general government functions. The fund is supported by various revenue sources, including sales and property taxes, user fees and state-shared funding. Departments submitting capital projects estimate the operations and maintenance costs of each project based on cost guidelines that are updated each year. The departments also consider any additional revenues or savings the city can reasonably expect to recognize Streets Fund. The Streets Fund provides for much of the City’s street and traffic operations. The fund is largely supported by the State’s Highway User Revenues (fuel taxes) as well as the City’s 3/10 of one cent transportation sales tax. 82 City of Peoria FY 2023 Annual Program Budget Financial Planning 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 $250,000,000 $194,731,013 $207,891,077 $188,595,952 $203,452,003 $0 $182,600,322 $199,321,083 $50,000,000 $176,766,947 $100,000,000 $170,962,395 $150,000,000 $195,236,304 $200,000,000 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. $198,323,504 Forecasts of Major Operating Funds FY2023 FY2024 FY2025 FY2026 FY2027 Sources Uses Streets Fund 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. Projected Sources & Uses $25,000,000 $19,461,499 $20,748,878 $19,644,615 $20,302,415 $19,168,704 $19,981,656 $19,641,667 $19,664,988 $10,000,000 $17,767,578 $15,000,000 $19,207,944 $20,000,000 $5,000,000 $0 FY2023 FY2024 FY2025 FY2026 FY2027 Sources 83 Uses City of Peoria FY 2023 Annual Program Budget Financial Planning Water Fund. The City of Peoria provides water service to approximately 63,000 accounts within the city limits. All costs for water service are accounted for in the City’s Water Fund. The fund is responsible for capital facility needs, debt service payments, and operating costs for water service-related activities. Wastewater Fund. The city provides wastewater services to approximately 64,800 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 2023 budget includes a 2.8% increase in rates. The January 2023 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 2023 budget includes a 1.4% rate adjustment. The January 2023 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 $50,000,000 $40,000,000 $27,379,856 $31,035,157 $24,600,287 $29,903,010 $25,568,394 FY2023 FY2024 FY2025 FY2026 FY2027 Revenues 84 $28,830,249 $0 Expenditures $27,851,334 Revenues $10,000,000 $30,217,810 $20,000,000 FY2023 FY2024 FY2025 FY2026 FY2027 $26,571,432 $30,000,000 $42,878,443 $63,037,544 $66,585,101 $59,775,496 $61,884,964 $56,053,319 $59,064,600 $56,492,736 $0 $64,887,826 $20,000,000 $53,725,098 $40,000,000 $70,632,746 $60,000,000 Expenditures City of Peoria FY 2023 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 2023 budget generally includes a 3% increase in rates, which will be implemented in January 2023. 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 62,200 residential accounts. The city’s residential solid waste operation is the sole provider of service for Peoria residents. The FY 2023 budget includes a 5% increase in rates. As stated previously, this rate increase will be implemented in January 2023. 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-asyou-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 $18,526,800 $18,837,503 $17,757,827 $17,759,855 $16,539,404 $0 $700,000 $0 $17,216,996 $5,000,000 $15,401,920 $2,971,353 $3,030,804 $2,872,181 $2,936,965 $2,776,328 $2,846,172 $2,727,388 $2,690,584 $2,605,706 $1,400,000 $2,660,772 $2,100,000 $14,379,616 $10,000,000 $2,800,000 $16,052,639 $15,000,000 $3,500,000 $15,384,666 Projected Revenues and Expenditures FY2023 FY2024 FY2025 FY2026 FY2027 Revenues FY2023 FY2024 FY2025 FY2026 FY2027 Revenues Expenditures 85 Expenditures City of Peoria FY 2023 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. Transit Fund Projected Sources & Uses $6,000,000 $4,426,505 $5,120,789 $4,317,862 $4,971,785 $4,214,393 $4,120,850 $4,686,670 $2,000,000 $4,032,000 $3,000,000 $4,560,916 $4,000,000 $4,827,121 $5,000,000 $1,000,000 $0 FY2023 FY2024 FY2025 FY2026 FY2027 Sources 86 Uses Revenue Summary 87 88 City of Peoria FY 2023 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 13.0% above the prior year. Year to date, state sales tax was up by about 16.5%. Peoria’s sales tax growth is slightly less than state at about 13.1%. Total revenues for Fiscal Year 2023 are estimated at $580.7 million, an increase of 4.0% compared to the prior year’s estimate of $558.1 million. Estimated FY 2023 bond proceeds decrease revenues by approximately $(51.6) 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 2023 revenue sources are forecasted to increase by 17.0% above the FY 2022 estimated total. FY 2023’s budgeted revenues continue to reflect recovery to pre-COVID19 revenue levels and one-time stimulus funding. Peoria’s new home construction activity is down significantly compared to the prior year. Through March 2022, YTD single-family building permits declined (35)% to 222, compared to 341 permits in March 2021. Home construction is growing valley wide, up 7.0%. 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. Like many municipalities across the country, Peoria is benefiting from continued national economic growth. U.S. employers added 431,000 jobs in March. The April unemployment rate was 3.6%, similar to the pre-pandemic rate of 3.5% set in February 2020. However, there are also reasons for caution. Inflation is the highest in 40 years at 8.5%, straining capital and operating budgets and increasing labor costs. The Dow Jones Industrial Average (DJIA) has been in correction territory for the last few months, falling about 1,900 points from this same time last year. As home prices increase by double digits, housing affordability continues to be a concern. 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 $223.1 million, or 38.4% of total revenues. Revenue in this category comes from sources both internal and external to the City. City of Peoria Total Revenue Sources Licenses & Permits 1% Rents, Interest & Fines 1% Charges for Service 38% Bond Proceeds 12% Miscellaneous Income 7% Intergovernmental Revenue 15% Taxes 26% FY 2023 Total Revenues: $580,712,399 89 City of Peoria FY 2023 Annual Program Budget Revenue Summary services and the collection of impact fees for development activity. Of the total amount, $110.6 million (without bond proceeds) is projected from external enterprise activity, or 49.6% 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 $58.3 million. Tax revenues account for 26.5% of total City revenue. The estimated tax revenue for FY 2023 is $154.1 million, which includes collections from local sales, franchise, and property taxes. Sales tax collections are estimated at $120.1 million, or 77.9% of total tax revenue. The City’s major remaining revenue sources are described in greater detail in the following sections. The remaining portion of the City’s Charges for Services revenue is primarily from City-provided services such as recreation programs, development Total Revenues by Fund ($ 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 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 Actual $168.0 1.3 54.8 25.2 28.2 29.5 21.0 9.2 19.6 16.7 17.8 12.5 10.0 7.7 6.9 5.8 1.3 2.9 2.5 1.7 0.8 1.7 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 FY23 Budget $186.1 70.8 54.0 26.8 28.3 30.7 26.0 38.6 22.0 17.1 18.7 14.4 13.0 8.6 7.2 6.4 2.8 3.2 2.6 1.8 0.8 0.8 0.1 0.1 0.0 0.1 0.0 0.0 0.0 0.0 0.0 0.0 $423.1 $411.0 $445.1 $558.1 $580.7 90 City of Peoria FY 2023 Annual Program Budget Revenue Summary City Sales Tax Revenue Sources Uses The Peoria City Sales Tax is a 1.8% tax on most taxable activities within the City, with a 3.3% tax on utilities, a 2.8% tax on restaurants and bars, a 2.8% tax on amusements, and a 5.6% tax on hotels and motels. Of the total City Sales Tax, the General Fund receives 1% for various general governmental purposes, 0.3% goes to the Transportation Sales Tax Fund, and the Half-Cent Sales Tax Fund receives 0.5% to be primarily designated by Council for debt service, economic development, and capital needs. Of the 3.3% tax on utilities, Council has designated 1.5% to be deposited in the Streets Fund to offset electricity and maintenance of the street lighting system. Sales Tax Tax Revenue Revenue Sales Projection FY 2023 Total - $120.1 million The City is projecting $120.1 million in sales tax revenue for FY 2023, an increase of 18.2% from the FY 2022 budget. Sales tax revenues increased significantly during the pandemic, and we project that this level of sales tax revenues will continue into FY 2023. General 56% Transportation 15% Streets 4% Half Cent Sales Tax 25% 91 City of Peoria FY 2023 Annual Program Budget Revenue Summary Property Tax Revenue Projection Sources According to figures provided by the Maricopa County Assessor’s office, the City’s primary assessed valuation in FY 2023 is estimated to increase modestly from the previous year’s valuation. FY 2023’s stabilizing valuation makes the ninth consecutive year of increases following the low collection point in FY 2014. 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 $5.5 million, a 6.2% increase. 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. 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 $21.7 million, a 6.2% increase. Uses The City Property Tax has two components: the primary property tax can be used for general government operations and maintenance, while the secondary property tax is used to repay the principal and interest on general obligation bonds. There is a limit on the primary property tax; the primary may only increase 2% above the city’s “annual maximum allowable levy” for the prior year. 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 FY19 Budget $0.29 $1.15 $1.44 FY20 Budget $0.29 $1.15 $1.44 FY21 Budget $0.29 $1.15 $1.44 FY22 Projected $0.29 $1.15 $1.44 FY23 Budget $0.29 $1.15 $1.44 $4.2 $16.6 $20.7 $4.5 $17.9 $22.4 $4.8 $19.1 $23.9 $5.2 $20.4 $25.6 $5.5 $21.7 $27.2 92 City of Peoria FY 2023 Annual Program Budget Revenue Summary State Shared Revenue Uses 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. Sources 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. The 2020 decennial census estimated Peoria’s population at 190,985, a population increase of 24.0% from 2010 to 2020. Projection In Fiscal Year 2023, the budgeted State Shared revenues applied to the General Fund are $60.9 million, representing a 22.0% increase above the $49.7 million budget estimate for FY 2022. The largest of the four components, Urban Revenue Sharing, is based on state individual and corporate income tax collections two years prior to their distribution. State Shared Sales Tax revenues reflect monthly distributions of the state’s current year sales tax collections. The third component, Auto Lieu Tax, is based on current year distributions of the state’s vehicle license collections within Maricopa and Yavapai Counties. The fourth source, Highway User Revenues are discussed in the next section. The urban revenue sharing estimate is based on state income tax collection from two years prior. Due to the pandemic, the deadline for 2019 taxes was delayed until July 2020, shifting income tax shared with Peoria from FY 2022 to FY 2023. This one-time event explains the estimated dip in urban revenue sharing in FY 2022 and subsequent spike in collections for FY 2023. General Fund State Shared Revenues ($ in Millions) $70.0 $60.0 $50.0 29 25.2 $40.0 $30.0 $20.0 20.3 22.3 17 17.1 7.3 FY19 Actual 22.6 24.1 20.2 19.4 7.3 8.3 7.7 7.8 FY20 Actual FY21 Actual FY22 Budget FY23 Budget $10.0 $0.0 Auto Lieu Tax State Shared Sales Tax Urban Revenue Sharing 93 City of Peoria FY 2023 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 2023 projection for HURF revenues is $13.1 million, a 14.9% increase above the prior year’s budget estimate of $11.4 million. Based on the end of years of COVID-19 restrictions, budget staff estimates more travel in FY 2023. However, this estimate may be too optimistic given the record gas prices. Highway User Revenue ($ in Millions) $14.0 $12.0 $10.0 $8.0 $6.0 $4.0 $2.0 $0.0 FY 19 Actual FY 20 Actual FY 21 Actual 94 FY 22 Budget FY 23 Budget City of Peoria FY 2023 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 $4.6 million in FY 2023. Building permit revenues are anticipated to contribute $3.0 million, or 65% of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute $1.2 million, representing 26% of the total. Growth in permit-based revenues reflects a continued optimistic outlook for construction activity within the City. The City budgets this source at a level deemed to be reliable to avoid dependence on a revenue stream that can fluctuate from year to year. Uses The majority of license and permit revenue is collected by Development and Engineering along with the Finance Department, and the monies are placed in the City’s General Fund. License & Permit Revenues ($ in Millions) $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $0.0 FY19 Actual FY20 Actual Bldg Permits FY21 Actual FY22 Budget Business Licenses 95 FY23 Budget Other City of Peoria FY 2023 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 2.8% water rate increase for FY 2023. The rate increases will go into effect on January 1, 2023. The average resident will see their monthly water bill increase by $1.14 in FY 2023. Adjustments and modest residential account growth are projected to increase water revenues to $53.7 million in FY 2023. 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 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 Actual $48.8 0.8 0.5 0.5 0.1 0.3 0.3 0.3 2.9 FY22 Budget $47.7 0.7 0.6 0.7 0.2 0.3 0.2 0.1 1.8 FY23 Budget $48.9 0.8 0.6 0.7 0.2 0.3 0.2 0.1 1.9 $44.9 $47.8 $54.5 $52.4 $53.7 96 City of Peoria FY 2023 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 1.4% wastewater rate increase for FY 2023. The average resident will see their monthly wastewater bill increase by $0.41 in January 2023. Projected revenues for FY 2023 are $26.6 million, an increase of $0.9 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 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 Actual $23.0 1.0 0.7 0.0 0.3 FY22 Budget $24.0 1.0 0.6 0.0 0.1 FY23 Budget $24.9 1.1 0.5 0.0 0.1 Total Wastewater Utility $24.1 $24.0 $25.0 $25.7 $26.6 97 City of Peoria FY 2023 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 5.3% increase for residential solid waste in FY 2023, as well as a 3% increase for commercial solid waste. The average resident will see their monthly solid waste bill increase by $0.90 in January 2023. Fiscal Year 2023 revenues for combined Solid Waste operations are estimated at $17.0 million, about 6.9% higher than the budget estimate of 15.9 million for FY 2022. Uses The majority of revenue (84.7%) is generated from residential user fees, with $14.4 million expected in FY 2023. Commercial user fees are estimated to contribute 15.3%, or about $2.6 million in projected revenues for FY 2023. 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 FY19 Actual $2.3 10.8 FY20 Actual $2.3 11.7 FY21 Actual $2.5 12.5 FY22 Budget $2.6 13.3 FY23 Budget $2.6 14.4 $13.1 $14.0 $15.0 $15.9 $17.0 98 Programs – Performance Management 99 100 City of Peoria FY 2023 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 101 City of Peoria FY 2023 Annual Program Budget Programs – Performance Management Efficient Allocation of Resources 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. 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. Organizational Priorities 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. Continuous Service Improvement In an effort toward continual improvement, departments undertake ongoing evaluations of their performance data. Peoria managers continually evaluate performance trends, compare data to other jurisdictions, and regularly report on performance data. 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 2023 budget year are: Strategic Approach Performance measurement is most effective when integrated as part of an overall strategic 102 City of Peoria FY 2023 Annual Program Budget Programs – Performance Management Cascading Measures For performance measures to be useful, such data must be used in decision-making. Yet what is relevant to line-level staff may not be critical to elected officials. In recognition of this, the City utilizes a cascading format for tracking and managing data. 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. Department Plans Each department is responsible for creating strategies and performance measures that support tenets of excellent customer service, enhanced organizational development, transparency, and civic engagement. Each year, the City of Peoria’s departments contribute to the annual budget book, in which they communicate performance goals and their overall departmental mission. Department-specific reporting for the budget book often takes several weeks of focused effort in preparation, collection, and organization of data. The Management and Budget division is responsible for merging each department’s data into a unified document to most efficiently communicate any successes or challenges faced throughout the reorted fiscal year. 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. This process fosters effective, accountable reporting metrics that citizens and Council alike can reference in order to review department projects and deliverables. Creating this book each year additionally creates an immutable record of a department’s history, and the City’s values at a particular point in time. Budget books from 2014 through the present are accessible for public viewing on the City of Peoria’s website, under the Management and Budget division of the Finance and Budget department. New budget books are typically available and posted on the website by the end of May. Aligning departmental goals, objectives and performance measures with the City’s broader strategic direction fosters more data-driven decision making, and public transparency. 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. 103 City of Peoria FY 2023 Annual Program Budget Programs – Performance Management Survey Results Surveys, both internal and external, are another tool used to measure the city’s performance. The National Citizen Survey measures residents' opinions about city services, frequency of using city facilities and overall perceptions of quality of life, and provides data that guides the city’s programs and budget from year to year. Peoria’s most recent citizen survey was conducted by the National Research Center, which conducts the National Citizen Survey (NCS). Since the NCS was introduced in 2001, local governments in over 41 states have participated in conducting a survey of their own. This provides the ability to benchmark Peoria’s survey results against those from more than 400 jurisdictions throughout the country. Some local cities who participate in this survey include Scottsdale and Chandler. In the most recent citizen survey, nearly every resident (93%) rated the overall quality of life in Peoria as either “excellent” or “good.” Most residents also agreed with the overall direction the city is taking. These results are much higher than cities comparable to ours. The citizen surveys are undertaken periodically at the direction of the City Council. 104 Operating Budget Summary Arts, Culture and Library Services Personal Services FY20 Actual $3,039,385 FY21 Actual $2,692,360 FY22 Budget $3,564,223 FY22 YTD $2,563,988 FY23 Budget $3,873,245 Pct Chg 8.67% Contractual Services $3,062,108 $2,433,994 $3,829,863 $2,899,141 $3,665,438 (4.29%) Commodities $469,188 $333,427 $470,474 $390,895 $493,160 4.82% Capital Outlay $729,903 $59,320 $713,939 $588,393 $0 (100.00%) $7,300,585 $5,519,101 $8,578,499 $6,442,417 $8,031,843 (6.37%) FY20 Actual $132,892 FY21 Actual $100,347 FY22 Budget $183,413 FY22 YTD $86,716 FY23 Budget $169,917 Pct Chg (7.36%) $540,139 $544,047 $584,089 $485,635 $538,202 (7.86%) Percent For The Arts $1,038,303 $347,248 $1,120,758 $784,479 $421,999 (62.34%) ACLS Administration $0 $0 $0 $152,168 $347,497 100.00% Special Events Program $1,184,151 $511,607 $1,794,917 $1,193,305 $1,547,935 (13.76%) Main Library $2,657,692 $2,370,245 $2,991,980 $2,179,848 $3,073,600 2.73% Branch Library $1,739,409 $1,629,383 $1,903,342 $1,530,110 $1,932,693 1.54% $8,000 $16,225 $0 $30,155 $0 .00% $7,300,585 $5,519,101 $8,578,499 $6,442,417 $8,031,843 (6.37%) FY20 Actual 0.50 FY21 Actual 1.16 FY22 Budget 1.16 FY22 YTD 1.16 FY23 Budget 1.16 Pct Chg .03% Peoria Center for Performing Arts 0.55 0.68 0.68 0.68 0.68 (.11%) Percent For The Arts 1.00 1.00 1.00 1.00 1.00 .00% ACLS Administration 0.00 0.00 0.00 2.00 2.00 100.00% Special Events Program 2.00 1.66 1.66 1.66 1.66 .02% Main Library 17.23 17.23 17.23 16.25 16.25 (5.69%) Branch Library 12.48 13.48 13.48 13.25 13.25 (1.70%) Total Staffing 33.76 35.21 35.21 36.00 36.00 2.24% Expenditures by Category Total Expenditures Expenditures by Division Arts Commission Peoria Center for Performing Arts Library Svc & Technology Grant Total Expenditures Staffing by Division Arts Commission 105 106 ARTS, CULTURE, & LIBRARY SERVICES DEPARTMENT MISSION To activate Peoria as a place where arts, culture, and library services are distinctly inclusive, educational, and responsive to the community. DEPARTMENT DESCRIPTION The City of Peoria’s Arts, Culture, & Library Services (ACLS) Department leads and facilitates a diverse spectrum of experiences that support a superior quality of life for the community. Success is accomplished through unique design and delivery of engagements that include special events, literacy and learning services, as well as programs and performances at venues like the Peoria Center for the Performing Arts and neighborhood and community parks. Additionally, the fostering and stewardship of the extensive library and public art collections demonstrate the work and the need for professionals in technical roles. The ACLS planning, operations, and management are executed via the divisions/staffing structure as charted below. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART Arts, Culture, + Library Services Director Arts & Culture Manager Libraries & Cultural Services Manager Public Art Collection Library Operations Literacy Programming Theater Operations Collections Management Special Events Historical Archives Veterans Board Cultural Programming Arts Grants Historic Preservation Commission Arts Commission 107 Arts & Culture INITIATIVES PURPOSE To provide Peoria citizens and visitors with artistic and cultural opportunities, special events and place making experiences that educate, inform, enrich, inspire, and entertain, while enhancing the quality of life in Peoria. Increase the exposure of the Arts Grants Program and focus on diversity, equity, and inclusion. Increase the opportunities to feature local talent and artists at events, such as the recurring monthly Peoria’s 2nd Saturdays. Create an “incubator” for access to theater arts at the PCPA that is inclusive of a variety of artists. ACCOMPLISHMENTS Received WESTMARC Best of the West Quality of Life Enhancement Award – Utility Box Wraps and Happy Valley Bridge Road Mosaics Project in partnership with PUSD. Installed People of the Sun mural at Country Meadows Park. Created the first series of 12 Art Postcards and distributed to the public to highlight the public art program. Successfully brought live events back with The 4th of July All-American Festival, Somos Peoria, Halloween Monster Bash, and Old Town Holiday Festival; along with a full slate for Spring 2022. Expanded Peoria’s 2nd Saturdays, and continues to grow the small business participation and local artists showcase. Provided 20 arts program grants totaling $75,000 to local arts organizations to create diverse arts experiences in Peoria. Completed ADA updates and improvements at the Peoria Center for the Performing Arts. BUDGET NOTES *Note that attendance and number of events for FY20 and FY21 were adversely affected by the COVID pandemic, facility closures, and limited public gatherings. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Number of City Special Events 37* 14* 45 60 Number of Special Event community applications 60 28 70 60 33,421* 5,850* 26,000 40,500 27 28 29 31 PERFORMANCE MEASURES Total attendance at the Peoria Center for the Performing Arts Public Art collection (large-scale) *Note that attendance and number of events for FY20 and FY21 were adversely affected by the COVID pandemic, facility closures, and limited public gatherings. 108 Libraries PURPOSE INITIATIVES Enriching Peoria’s evolving community through equal access to information, while offering inclusive programs, innovative technology, and diverse collections. Extend our partnership with the Economic Development department to provide training and programs while adding a podcasting room at the Main Library. Continue to expand library outreach and mobile library services via unique programming, assets (book bike and StoryWalks), and strong community partnerships. Increase coordinated efforts with our Arts & Culture Division to seek and display community art within the libraries and share library services at Special Events. Collaborate with local education agencies to bring library services to schools and entities that do not have the current capacity to provide literacy skill building. Overhaul collection development philosophy with a specific focus on selection criteria to be more responsive and deliberate to the needs of the community. ACCOMPLISHMENTS Completed Main Library renovations by updating and expanding the lobby. The process also included all of the building restrooms, service points, flooring and carpet. Collaborated with the State Library through an LSTA grant, to create two StoryWalks at Paloma and Pioneer parks. Designed and built a one of a kind book bike for outreach programming. The book bike was made possible through a federally funded LSTA grant. Moved to a cloud based integrated library system for better customer service, and it assisted the City’s IT department with library systems updates and technology issues. Initiated a Passport Acceptance Services at the Main Library. Developed new modes of internal communication, discussion and review for programs, outreach events and system collection development. BUDGET NOTES The Peoria Public Library System was awarded five different LSTA grants through the State Library for programing, collection development and professional development totaling $43,443. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Total Circulation (Physical & Digital) 1,415,356 954,642 1,200,000 1,400,000 Total Visits (Physical Visits) 382,230 173,635 200,000 250,000 Total program attendance 54,359 14,479 30,000 50,000 PERFORMANCE MEASURES 109 110 Operating Budget Summary City Attorney Personal Services FY20 Actual $2,933,456 FY21 Actual $3,025,126 FY22 Budget $3,392,373 FY22 YTD $2,640,552 FY23 Budget $3,914,909 Pct Chg 15.40% Contractual Services $2,795,766 $3,025,221 $3,180,018 $2,952,050 $3,274,598 2.97% $67,939 $53,553 $81,750 $44,223 $81,650 (.12%) $5,797,161 $6,103,900 $6,654,141 $5,636,825 $7,271,157 9.27% FY20 Actual $2,268,174 FY21 Actual $2,277,735 FY22 Budget $2,543,749 FY22 YTD $1,989,931 FY23 Budget $2,989,259 Pct Chg 17.51% Victims' Assistance Prg $247,478 $262,635 $261,520 $223,798 $291,674 11.53% Criminal $972,403 $998,242 $1,043,435 $837,250 $1,183,264 13.40% $2,108,810 $2,338,893 $2,547,431 $2,381,019 $2,542,885 (.18%) $197,796 $224,788 $240,205 $196,432 $245,791 2.33% $2,500 $1,606 $17,801 $8,394 $18,284 2.71% $5,797,161 $6,103,900 $6,654,141 $5,636,825 $7,271,157 9.27% FY20 Actual 15.00 FY21 Actual 15.00 FY22 Budget 16.00 FY22 YTD 16.00 FY23 Budget 17.00 Pct Chg 6.25% Victims' Assistance Prg 2.00 2.00 2.00 2.00 2.00 .00% Criminal 7.00 7.00 7.00 7.00 8.00 14.29% Claims Admin 2.00 2.00 2.00 2.00 2.00 .00% Total Staffing 26.00 26.00 27.00 27.00 29.00 7.41% Expenditures by Category Commodities Total Expenditures Expenditures by Division Civil Claims & Insurance Claims Admin St Anti-Racketeering-Cao Total Expenditures Staffing by Division Civil 111 112 CITY ATTORNEY DEPARTMENT MISSION To serve the best interests of City of Peoria citizens by providing comprehensive, high-quality legal representation and giving legal support to further the goals, policies and objectives of the City. 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 113 Civil Division PURPOSE Provided legal assistance regarding intergovernmental agreements (IGAs) involving the Arizona Small Business Development Center, Community Paramedicine Program with Goodyear and Surprise, Immunization IGA with Maricopa County, Arizona Department of Child Safety for use of facilities, and others. Participated in National Opioid Settlement to finalize agreements and MOUs that enable the City to receive over two million dollars in settlement funds to fight the opioid crisis in Peoria. Legal assistance negotiating the acquisition of real property enabling the City to complete the planned realignment of 83rd Avenue, furthering redevelopment in the Old Town area. Resolved litigation matters, including a ten million dollar claim matter in the Arizona Court of Appeals. Collaborated with ten other cities to achieve a statewide regulation change recouping over $500,000 annually in underpayment of ambulance fees by insurance companies. The City Attorney’s Office Civil Division provides general counsel legal services to the Mayor, City Council, and 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 to water services. ACCOMPLISHMENTS Vetting and purchasing 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. Assisted with City’s use of federal funds for mitigation of the pandemic. Review and redaction of steadily increasing volume of public records and body worn camera public records requests. INITIATIVES Provide legal support on coordination of State Trust Land planning strategies. Advise Elected Officials and City Management on Pandemic Strategic Plan and Mayoral Proclamations. Legal advice and transactional legal work to assist in furthering the City’s economic development efforts. Adding new support staff position to improve response times to public records requests. BUDGET NOTES A new Assistant City Attorney position to address public records legal review, tax and finance matters, economic development and other legal services to client departments. Replacing 15-year-old case/matter management system to provide updated features and usability to continue providing high-quality legal services to the City. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 114 Criminal Division PURPOSE INITIATIVES Continued partnership with the Peoria Police Department to address homelessness and better serve individuals and the community through the Misdemeanor Repeat Offender Program (MROP). 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. This includes important notifications regarding their case, support, advocacy, and contacts with community service agencies. The Criminal Division provides three major functions: Criminal Prosecution, Victim Assistance Services, and Deferred Prosecution/ Probation. BUDGET NOTES A balanced budget, with a request for a new Criminal Division position. Factors driving the need for a new Legal Specialist include dramatically increased body worn camera evidence and burgeoning redaction workload, further exacerbated by pandemic-related impacts such as moving to virtual court appearances for hearings, trials, interviews, case deadlines, and increased rescheduling of court events. In addition, written notices and phone contacts with defendants, witnesses, and victims require more clerical support and increased postage and supplies for criminal court proceedings. ACCOMPLISHMENTS Navigated challenges created by the pandemic by working with the Peoria Municipal Court (“Court”) to identify and implement ways to resolve cases in a timely fashion while adhering to public health requirements and guidelines. This allowed prosecutors to avoid a backlog and successfully resolve 1,426 cases Continued to meet and exceed constitutionally and statutorily required victims’ rights, despite obstacles created by the pandemic Served 2,099 crime victims and provided 7,056 victim notifications. Compared to 2020, the Division served 5% more victims and sent 10% more notifications in 2021. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Number of matters opened 3,500 2,720 3,200 3,600 Number of cases resolved 1,565 1,426 1,600 1,800 Number of notifications sent to victims 6,400 7,056 8,000 8,800 Number of victims served 2,000 2,099 2,200 2,300 PERFORMANCE MEASURES 115 116 Operating Budget Summary City Clerk Personal Services FY20 Actual $756,823 FY21 Actual $680,520 FY22 Budget $731,865 FY22 YTD $554,895 FY23 Budget $812,845 Pct Chg 11.06% Contractual Services $233,702 $379,264 $693,392 $289,141 $639,191 (7.82%) Commodities $10,132 $21,774 $27,206 $5,425 $27,501 1.08% $1,000,658 $1,081,558 $1,452,463 $849,462 $1,479,537 1.86% City Clerk FY20 Actual $1,000,658 FY21 Actual $1,081,558 FY22 Budget $1,452,463 FY22 YTD $849,462 FY23 Budget $1,479,537 Pct Chg 1.86% Total Expenditures $1,000,658 $1,081,558 $1,452,463 $849,462 $1,479,537 1.86% FY20 Actual 7.00 FY21 Actual 6.00 FY22 Budget 6.00 FY22 YTD 6.00 FY23 Budget 6.50 Pct Chg 8.33% 7.00 6.00 6.00 6.00 6.50 8.33% Expenditures by Category Total Expenditures Expenditures by Division Staffing by Division City Clerk Total Staffing 117 118 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 119 Specialist Records Records Assistant CITY CLERK PURPOSE INITIATIVES The purpose of the City Clerk’s Office is to connect citizens with City government by providing transparency and public access through its activities as Clerk to the City Council, Chief Elections Officer and Chief Records Management Officer. • • • • ACCOMPLISHMENTS • • • • • Developed an Election Compendium for all of Peoria’s elections Developed individual Board and Commission applications to assist with member recruitment efforts Updated the City Clerk’s internet webpage documents to conform to ADA requirements Archived City Council meeting packets from 2015 to 2020, City Council meeting minutes from 1954 to 1982 and Board and Commission meeting minutes from 1965 to 2010 with the State Library, Archive and Public Records Prepared four years (1990-1994) of Ordinances and Resolutions for citizen access through an online public portal Develop an automated Board and Commission/Open Meeting Law Compliance/Council Subcommittee database and related processes OnBase upgrade and improved automation on the public records process 2022 Primary and General Elections Overhaul of the New Councilmember Orientation BUDGET NOTES The City Clerk’s Office has requested budget supplements and carryover requests for the following: • • • Elections Fixed, part-time contract Management Analyst position Part-time Administrative Assistance position 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 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 99.34% 99.3% 100% 100% 3.19 1.51 1.5 1.5 17.45 14.29 14.00 14.00 120 Operating Budget Summary Development and Engineering Personal Services FY20 Actual $7,214,294 FY21 Actual $7,408,597 FY22 Budget $8,686,151 FY22 YTD $6,427,237 FY23 Budget $9,677,136 Pct Chg 11.41% Contractual Services $1,441,077 $1,403,030 $1,693,981 $1,691,485 $2,071,038 22.26% Commodities $33,343 $55,382 $72,648 $43,329 $66,608 (8.31%) Capital Outlay $80,733 $130,892 $85,000 $38,389 $85,000 .00% Expenditures by Category Total Expenditures $8,769,447 $8,997,902 $10,537,780 $8,200,440 $11,899,782 12.92% Building Development FY20 Actual $2,735,045 FY21 Actual $2,847,493 FY22 Budget $3,194,204 FY22 YTD $2,513,120 FY23 Budget $3,574,793 Pct Chg 11.91% Engineering Admin $818,189 $768,143 $892,578 $690,844 $1,054,534 18.14% Site Development $952,545 $927,378 $1,130,214 $952,539 $1,413,895 25.10% Engineering Services $1,181,406 $1,382,251 $1,713,905 $1,214,953 $1,975,532 15.26% Architectural Services $610,111 $638,766 $773,345 $592,441 $813,568 5.20% Eng Inspection Svc $1,130,120 $1,079,100 $1,345,823 $1,031,651 $1,382,062 2.69% Traffic Engineering $1,342,032 $1,354,770 $1,487,711 $1,204,891 $1,685,398 13.29% Total Expenditures $8,769,447 $8,997,902 $10,537,780 $8,200,440 $11,899,782 12.92% FY20 Actual 24.00 FY21 Actual 24.00 FY22 Budget 24.00 FY22 YTD 25.00 FY23 Budget 25.00 Pct Chg 4.17% Engineering Admin 5.00 5.00 5.00 5.00 6.00 20.00% Site Development 8.00 8.00 8.00 9.00 9.00 12.50% Engineering Services 11.00 11.00 11.00 11.00 12.00 9.09% Architectural Services 4.00 4.00 4.00 4.00 4.00 .00% Eng Inspection Svc 9.00 9.00 9.00 9.00 9.00 .00% Traffic Engineering 6.00 6.00 6.00 7.00 7.00 16.67% Total Staffing 67.00 67.00 67.00 70.00 72.00 7.46% Expenditures by Division Staffing by Division Building Development 121 122 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, as well as 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 123 Engineering Services Site Development Traffic Engineering Administration PURPOSE INITIATIVES The Administration Division provides overall management direction and support. Division staff provides financial, administrative, and technical support to the department. Effectively prepare and manage the department’s fiscal year operating budget and continue to provide support with the capital budget. Provide timely and accurate processing of payment requests from vendors. Manage the development impact fee program. Maintain departmental records according to adopted records schedule. Provide accurate and timely information to customers via the phone, web or in person. Provide administrative and analytical support to all department divisions. As the department liaison to the Construction Board of Appeals, manage the Board logistics and provide support in a timely, professional manner. Provide leadership and serve on regional/valley wide committees related to various engineering issues. ACCOMPLISHMENTS Developed and managed the department operating and provided support with the capital budget. Processed pay applications within established timeframes. Provided administrative and analytical support to all department divisions. Administered the Department’s records management program. Addressed citizen inquiries via the telephone, website or in person in a timely manner. Prepared agendas, transmitted legal notices, assembled packets, compiled minutes and provided support for the Construction Board of Appeals. 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 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 98% 98% 98% 99% 124 Architectural Services PURPOSE Completed design and awarded construction for: 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. - Finance Department Customer Service Center Renovations - Sunrise Mountain Library Automated Materials Handling System Initiated design of: - Paloma Community Park Phase 2 - Peoria Center for the Performing Arts Ticket & Concessions Tenant Improvements - Airnasiums at Neighborhood Parks - Jomax WRF Operations Building Photovoltaic Solar System ACCOMPLISHMENTS Completed construction and public opening of: - Peoria Main Library Renovations Completed construction of: - Peoria Fire-Medical Fleet Storage Annex - Peoria Center for the Performing Arts Storage Expansion - Sonoran Mtn Ranch Neighborhood Park - Country Meadows Neighborhood Park - Tenant Improvements at Paloma Community Park Maintenance Shop INITIATIVES Deliver capital projects in the timeframes anticipated with skillful navigation of the pandemic induced inflation and supply chain challenges. Began construction of improvements at: - Jomax WRF Operations Building Completed design and awarded construction for: - Fire Station No. 5 Renovations - City Hall Finance Call Center Improvements LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2019 Actual FY 2021 Estimate FY 2022 Target FY 2023 % Budget Variance on Completed Capital Projects (Parks, Recreation, & Community Facilities, Neighborhood & Human Services, Police, Fire, Economic Development, Water Services, and/or City Management) -5.4% -5.6% -2.8% -2.5% Budget Value (Initial) of Completed Capital Projects (Parks, Recreation, & Community Facilities, Neighborhood & Human Services, Police, Fire, Economic Development, Water Services, and/or City Management) $6.7M $47.9M $6.1M $11.6M 125 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 building inspections. This is accomplished through a cooperative and transparent process that also helps customers achieve their goals. Provide professional level inspection services. Perform inspections on the same day as requested at a rate of 95% or higher. 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. BUDGET NOTES Recruitment of qualified plan review personnel has been challenging this past year. As a result, the Building Development Division has been utilizing contract plan review to meet desired customer service levels. ACCOMPLISHMENTS Performed same day inspections at a rate of over 98%. Provided lower turnaround times for plan review by completing reviews in less calendar days than City guidelines. Continued to process almost 100% electronic document reviews (EDR). The COVID-19 pandemic continues to affect development particularly in the form of material and labor shortages. Staff has worked closely with the development community to minimize this impact while maintaining its goal of providing safe structures for our citizens. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Average number of business days for 1 st 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 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 7.7 1.0 7.8 9.0 8.1 1.9 12.5 4.0 12.5 12.3 11.2 4.0 12.0 2.0 12.0 14.0 10.0 5.0 12.0 2.0 12.0 14.0 10.0 5.0 99% 99% 99% 99% 99.4% 98.9% 97% 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 meet or are less than City standards. 126 Engineering Inspection Services INITIATIVES PURPOSE 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. ACCOMPLISHMENTS Conducted inspections related to approximately 1,162 permits issued for non-city owned utilities and small cell sites, residential/commercial private development and CIP projects. 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). Reviewed/approved 671 traffic control plans. Ensure bore profiles are submitted with each utility application. Continue to provide training on inspection specifications, details, and methods, ensuring compliance with local, state and federal regulations. Coordinated traffic control and inspection for construction of city projects affecting the ROW/ easements within the jurisdiction of other agencies as well as projects driven by other agencies that affected City ROW/easements. Ensure current inspection information and processes are available to the public on the Development and Engineering Department webpage. To improve coverage of utility permit activity, three (3) Utility Inspection Zones were created and an Inspector was assigned to each zone. Continue to ensure compliance with COVID-19 best safety practices. Assisted with the Street Cut Policy update. Continued to serve on Maricopa Association of Governments (MAG) Pavement and Asphalt working group to update MAG Specifications and Details. BUDGET NOTES As the COVID-19 pandemic continued, Engineering Inspection Division staff continued to ensure compliance with COVID-19 best safety practices. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Number of permits issued/inspected related to development and CIP. 1,410 1,162 1,200 1,300 127 Engineering Services PURPOSE Initiated construction of the following CIP projects: - Olive & 98th Ave Traffic Signal - Peoria Sports Complex Drainage Improvements - Peoria High School HAWK Signal - Reclaimed Water Line - Segment 1 - 75th Ave Water Line; Cholla St to Thunderbird Rd Assisted city departments with utility coordination. Completed the 2021 update to the Peoria Engineering Standards Manual (PESM). Acquired and disposed of numerous deeds, roadway dedications, and various types of easements. 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. Finalized the City’s Street Cut Policy. ACCOMPLISHMENTS INITIATIVES Completed the following CIP projects: - Jomax Rd; L303 to Vistancia Blvd - Phase 3 of Section 12 Near Term Drainage - Olive & 85th Ave TS Intersection Modifications - Fire Station #7 Emergency Access Signal - New River Multi-Use Path from Pinnacle Peak Rd to Happy Valley Rd - Bridge and Guardrail Improvements - Sonoran Mtn Ranch Inline Pump Station Upgrades - 75th & Grand Ave Pressure Reducing Valve Station - Arrowhead Shores Reservoir, Well, & Pump Station Rehabilitation - Trunk Sewer Rehabilitation (2,684 LF of 30” main) 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 2022 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. Respond to Public Records Requests in a timely and efficient manner. Continue to serve on Utility Coordination Committees. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2020 Actual FY 2021 Estimate FY 2022(1) Target FY 2023(2) Average Number of Capital Projects Assigned to PM (Traffic Control, Water, Wastewater, Drainage, and Streets) 10 11 13 11 Expended Value of Capital Projects (Traffic Control, Water, Wastewater, Drainage, and Streets) $48.1M $23.9M $15.6M $23M (1) Not fully staffed (2) Assuming fully staffed 128 Site Development INITIATIVES PURPOSE 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. Hold regular status meetings with applicants of large subdivision developments to improve communication and coordination during the plan review process. 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. ACCOMPLISHMENTS Engineering review submittals have been converted to all digital Electronic Document Review (EDR). The only documents that are not processed digitally are those that require an original signature(s) for recording purposes. Completed review and issued permits for Vistancia North Village H and Cowley Phases 1 & 2, two large master planned community developments in north Peoria. Updated project as-built plan review procedures and Accela workflow to improve efficiency. BUDGET NOTES Included as part of the FY2022 Midyear Budget Amendments, the Site Development Division received authorization from City Council to add an additional Civil Engineer FTE. 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 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 13 13 13 13 99% 100% 100% 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. 129 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 (RTP). Received MAG grants for: - Median modifications at 75th Ave and Thunderbird Road - Implementation of an adaptive traffic signal technology on the Deer Valley Road corridor INITIATIVES Deployment of new emerging technologies to address traffic congestion and safety. Install an Adaptive Traffic Signal Project on Lake Pleasant Parkway. Proactively identify safety projects based on crash history. Conduct Before/After studies for radar feedback signs to determine its effectiveness. ACCOMPLISHMENTS Activated two new traffic signals: - Vistancia Boulevard at Jomax Road - Jomax Road at Loop 303 Implemented the second adaptive traffic signal control technology (ASCT) on the Olive Avenue corridor. The first ASCT was installed on Bell Road. Completed two MAG administered Roadway Safety Program projects: - Median modifications to eliminate the negative offset of left turns at 91st Avenue and Thunderbird Road. - Installation of a pedestrian hybrid beacon (also known as a HAWK – high intensity activated crosswalk) on 83rd Avenue in front of Peoria High School. BUDGET NOTES Included as part of the FY2022 Midyear Budget Amendments, the Traffic Engineering Division received authorization from City Council to add an additional Transportation/ Traffic Engineer FTE. The electronic petition process developed for the RTP as a result of the COVID-19 pandemic, has proven to be very successful and will be the new practice for Traffic Engineering moving forward. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Congestion Management (# of CCTVs) 111 111 121 125 Traffic Signals (# of New Signals Activated/ Total # of City Signals) Adaptive Technology (# of Intersections) Resident Traffic Program (# of Projects) Pedestrian and Bicycle Programs (# of Miles of Bike Lanes Added / Total Miles of Bike Lanes) Signing and Striping Plans 4 / 131 0 / 131 10 / 141 4 / 145 4 2 4 5 12 4 24 4 3 / 124 5 / 129 6 / 135 5 / 140 94 79 80 80 PERFORMANCE MEASURES 130 Operating Budget Summary Economic Development Services Personal Services FY20 Actual $924,370 FY21 Actual $950,542 FY22 Budget $1,036,228 FY22 YTD $610,271 FY23 Budget $1,085,043 Pct Chg 4.71% Contractual Services $557,818 $488,300 $795,700 $498,945 $743,706 (6.53%) Commodities $14,540 $16,865 $28,525 $31,279 $28,525 .00% $1,496,728 $1,455,707 $1,860,453 $1,140,496 $1,857,274 (.17%) FY20 Actual $278 FY21 Actual $119 FY22 Budget FY23 Budget $0 FY22 YTD $34,581 $0 Pct Chg .00% Economic Development Services $1,496,450 $1,455,588 $1,860,453 $1,105,915 $1,857,274 (.17%) Total Expenditures $1,496,728 $1,455,707 $1,860,453 $1,140,496 $1,857,274 (.17%) FY20 Actual 7.00 FY21 Actual 7.00 FY22 Budget 7.00 FY22 YTD 7.00 FY23 Budget 7.00 Pct Chg .00% 7.00 7.00 7.00 7.00 7.00 .00% Expenditures by Category Total Expenditures Expenditures by Division Economic Development Services Administration Staffing by Division Economic Development Services Total Staffing 131 132 ECONOMIC DEVELOPMENT DEPARTMENT MISSION It is the mission of the Economic Development Services Department to significantly develop and advance a prosperous and balanced business community by cultivating relationships and strategic partnerships designed to attract high quality jobs, while also providing exceptional customer service to the existing business community. DEPARTMENT DESCRIPTION The City of Peoria’s EDS team provides support to executive management in alignment with the Council’s Livability goal, Economic Prosperity. Focusing on creating a vibrant economic ecosystem, the EDS team works diligently to promote the assets and opportunities that the City of Peoria has to offer on a local, regional, national, and international level through strategic activities, partnerships, and collaboration with stakeholders, which 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 Amber Costa Economic Development Agreement Coordinator David Valenzuela Chief Business Attraction Officer Sheila Hunt Economic Development Specialist/ Marketing Coordinator Vacant Business Development Analyst Susana Trasente Project Manager Karen Calivas Operations Specialist/ Business Concierge 133 Economic Development PURPOSE • Launched the Economic Development Services LinkedIn account, generating solid leads from California and Seattle. It is the mission of the Economic Development Services Department to significantly develop and advance a prosperous and balanced business community by cultivating relationships and strategic partnerships designed to attract high quality jobs, while also providing exceptional customer service to the existing business community. *2021 calendar year INITIATIVES Business Attraction Campaign: 100 leads in 100 days. Focus Business Attraction efforts on the Vistancia Commercial Core with emphasis on the semiconductor supply chain industry. BR & E Focus: Economic Development considers Business Retention and Expansion (BRE) a high priority. It is important to maintain our current businesses while also attracting new business. ED is developing a comprehensive BRE strategy and is building a team that will focus on establishing relationships with local businesses to determine the current needs, maintain a space availability list, current broker’s index, and be available to assist when a local business requests assistance. Open for Business and Everyday Entrepreneurs video series was created to promote Peoria’s business community. More than 110 businesses have been featured with a goal of 100 more in the upcoming year. A “Shop Local” campaign was also executed. Pop-Up – In year two Pop-Up Peoria will continue to engage diverse audiences with city programming as well as serve as a retail launch-pad for local creative businesses as well as a community space for connectivity, core programing and technical assistance with the entrepreneurial community, the city and community partners. ACCOMPLISHMENTS • Deeply engaged in the supply chain for semiconductor companies with ACA and GPEC. Multiple opportunities that we have pushed directly in addition to receiving leads. • Direct call programs resulting in new leads and prospects in tech and bio sciences. • Created new relationships with site selection consultants through aggressive and direct outreach. • Focused strategy to create opportunities, that has paid off with limited personnel and resources. • Still creating high value materials internally with staff led projects. • Attraction program is producing solid and workable leads each month with direction on targets. • Using an extensive personal network with direct, in company ties to TSMC, GPL, and many other organizations. • Revived Old Town efforts through on RFP process that resulted in two proposals. • Identified new tools to increase lead generation and productivity. • RFP’s for strategic parcels. • Business Concierge visited 267 local businesses. * • 29 editions of the Business Brief were electronically delivered through Constant Contact with an open rate of 36% which is 9% above industry standards. * 134 Economic Development INITIATIVES (continued) BUDGET NOTES Peoria Forward – The goal for FY2023 is for Peoria Forward to shift and focus more on building self-sustaining ecosystem elements to facilitate connectivity as well as provide core programming and training to a diversity of innovators and entrepreneurs across the community. Lead Generation: EDS will use an updated analytical software program to increase lead production and assist with the business attraction team strategy through a CRM system. The Economic Development Services department was able to carryover budget savings into FY23. Increased software budget line to purchase licenses for a software program for statistical data analysis and lead generating purposes. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the division Actual 2021 Actual 2022 Estimate 2023 Target 2023 Increase capital expenditures (CapEx) through business attraction and expansion $7.5M $30M +2% +5% Increase awareness of concierge program by maintaining a (+/-).5% variance in customer service requests 123 193 215 215 Increase net new quality* jobs through the EDS Business Attraction and Expansion Program. *annual salary $50k+ 30 200 +2% +5% PERFORMANCE MEASURES ** 135 56.9% increase 136 Operating Budget Summary Finance and Budget Personal Services FY20 Actual $3,808,468 FY21 Actual $3,839,781 FY22 Budget $4,347,102 FY22 YTD $3,289,081 FY23 Budget $4,491,705 Pct Chg 3.33% Contractual Services $1,295,988 $1,613,015 $1,740,478 $877,656 $1,260,282 (27.59%) Commodities $270,999 $231,869 $155,931 $162,202 $75,491 (51.59%) Capital Outlay $0 $0 $0 $0 $20,000 100.00% $5,375,456 $5,684,665 $6,243,511 $4,328,939 $5,847,478 (6.34%) Finance Admin FY20 Actual $340,979 FY21 Actual $432,855 FY22 Budget $368,018 FY22 YTD $324,619 FY23 Budget $456,226 Pct Chg 23.97% Financial Services $1,546,667 $1,588,843 $1,838,071 $1,423,892 $1,957,608 6.50% Tax Audit & Collections $1,151,533 $1,044,773 $1,314,870 $581,277 $904,585 (31.20%) Management and Budget $897,067 $1,246,824 $1,213,119 $747,048 $971,429 (19.92%) Materials Management $789,883 $692,413 $944,064 $728,685 $929,518 (1.54%) Inventory Control $649,326 $678,957 $565,369 $523,417 $628,112 11.10% $5,375,456 $5,684,665 $6,243,511 $4,328,939 $5,847,478 (6.34%) FY20 Actual 2.00 FY21 Actual 2.00 FY22 Budget 2.00 FY22 YTD 2.00 FY23 Budget 2.00 Pct Chg .00% Financial Services 13.00 13.00 13.00 13.00 13.00 .00% Tax Audit & Collections 7.00 7.00 7.00 7.00 7.00 .00% Management and Budget 6.00 6.00 6.00 6.00 6.00 .00% Materials Management 7.00 7.00 7.00 7.00 7.00 .00% Inventory Control 5.00 5.00 5.00 5.00 5.00 .00% Total Staffing 40.00 40.00 40.00 40.00 40.00 .00% Expenditures by Category Total Expenditures Expenditures by Division Total Expenditures Staffing by Division Finance Admin 137 138 Operating Budget Summary Finance Utilities Personal Services FY20 Actual $2,835,319 FY21 Actual $2,940,439 FY22 Budget $3,263,122 FY22 YTD $2,512,694 FY23 Budget $3,541,873 Pct Chg 8.54% Contractual Services $1,531,012 $1,619,545 $1,891,837 $1,426,234 $1,999,335 5.68% Commodities $318,111 $326,617 $533,069 $333,195 $485,372 (8.95%) Capital Outlay $391,706 $399,265 $368,114 $327,930 $492,114 33.69% $5,076,149 $5,285,867 $6,056,142 $4,600,054 $6,518,694 7.64% FY20 Actual $2,188,915 FY21 Actual $2,232,801 FY22 Budget $2,466,207 FY22 YTD $1,816,406 FY23 Budget $2,646,221 Pct Chg 7.30% $646,068 $657,645 $829,180 $585,805 $878,171 5.91% Meter Services $1,561,603 $1,588,213 $1,791,809 $1,430,698 $1,959,722 9.37% Utility Billing $679,562 $807,208 $968,946 $767,144 $1,034,580 6.77% $5,076,149 $5,285,867 $6,056,142 $4,600,054 $6,518,694 7.64% FY20 Actual 15.00 FY21 Actual 15.00 FY22 Budget 15.00 FY22 YTD 16.00 FY23 Budget 16.00 Pct Chg 6.67% Revenue Administration 5.00 5.00 5.00 5.00 5.00 .00% Meter Services 11.00 11.00 11.00 11.00 11.00 .00% Utility Billing 7.00 7.00 7.00 7.00 7.00 .00% Total Staffing 38.00 38.00 38.00 39.00 39.00 2.63% Expenditures by Category Total Expenditures Expenditures by Division Customer Service Revenue Administration Total Expenditures Staffing by Division Customer Service 139 140 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 Purchasing 141 Inventory Control 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. Reconfigure the call center area to improve flow, aesthetics and comfort for the CSRs Self-Service – SilverBlaze online request to start and stop utility services. Remaining phases of the One-Stop Payment Solution Technology improvements: CIS Server upgrade mCare version update Neptune 360 update and transition to cloud support ACCOMPLISHMENTS Successful completion of Phase I – Utility Billing of the One-Stop Payment Solution project; The solution went live on June 21st 2021. Successful completion of Northstar version update from 6.4 to 6.6 on December 3rd 2021. Returned to normal billing and collecting practices post COVID office closures. BUDGET NOTES No significant change in division budget from prior year. 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 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 60,552 61,020 61,492 62,000 99.6% 99.7% 99.8% 99.8% 65,665 7% 35.7% 96.4% 67,137 6% 38.1% 99.9% 68,642 5.9% 40.7% 99.9% 70,181 5.9% 43.5% 99.9% $0.6M 99% 35% $0.2M 99.9% 34% $0.2M 100% 40% $0.5M 100% 45% 50,912 5% 0:58 5:26 57,452 10% 2:01 5:51 64,832 9% 1:15 5:15 65,000 8% 1:10 4:00 142 Materials Management PURPOSE INITIATIVES To provide centralized purchasing, warehousing and management of surplus property, mail distribution and the 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. Enhance contract and vendor management to improve procurement effectiveness and performance BUDGET NOTES Staff have been faced with an increase in their workload due to increased number of capital projects moving forward as well as an increase in federal stimulus funding (CARES, ARPA) which has impacted our ability to meet certain target metrics. In addition, the current labor market and supply chain constraints have required lengthier contractual negotiations resulting in extended timelines for some of our formal solicitation processes. ACCOMPLISHMENTS Expanded E-procurement by allowing new project requests to be submitted online via the Bonfire Intake module. Implemented digital signatures to increase efficiency, cost savings, and improve transparency in the city’s procurement practices. Launched Procurement Newsletter to keep departments educated and informed on topics pertaining to purchasing. 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 Actual FY 2020 Actual FY 2021 Estimated FY 2022 Target FY 2023 Percent of Formal Solicitations awarded within 120 days Compliance with Procurement Code 78% 76% 80% 80% # of Protests Received/Sustained 0/0 0/0 0/0 0/0 PERFORMANCE MEASURES 143 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. Achieve a clean audit opinion and receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 37th consecutive year. Enhance financial reporting to provide greater transparency. Facilitate debt issuances to secure funding for the city’s capital program. Develop roadmap for future replacement or major upgrade of financial system Achieve 75% funding rate for Police and Fire pension plans in PSPRS FY22 Actuarial Study. ACCOMPLISHMENTS Moody’s Investor Services upgraded the City’s General Obligation Bond rating from Aa1 to its highest rating level Aaa. Received a clean audit opinion and the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 36th consecutive year. Issued $55.88 million in General Obligation Bonds to pay for $60.9 million of projects at a true interest cost of 1.65%. Issued the City’s first Popular Annual Financial Report. BUDGET NOTES 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 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 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 + + + + 85.2% 85.38% 85% 85% 64.89% 53.02% 65% 65% 144 Management & Budget INITIATIVES PURPOSE 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. Receive the GFOA Distinguished Budget Presentation Award for the 29th consecutive year. Coordinate and complete the utility rate update for water, wastewater, and solid waste. Automate the annual program book. Continue to implement changes and updates to Questica as needed. ACCOMPLISHMENTS Received the GFOA Distinguished Budget Presentation Award for the 28th consecutive year. Implemented a new cloud-based budgeting software and management solution called Questica, required hundreds of hours of staff time for training and troubleshooting. Implemented a $3.4 million midyear budget adjustment, which authorized 36 new FTE positions. Upgraded by Moody’s to Aaa for general obligation bonds, the highest rating possible. Replaced veteran staff. BUDGET NOTES No significant changes to the division budget from the prior year. 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% 145 146 Operating Budget Summary Fire-Medical Personal Services FY20 Actual $31,608,852 FY21 Actual $32,716,145 FY22 Budget $35,599,746 FY22 YTD $28,501,467 FY23 Budget $36,821,066 Pct Chg 3.43% Contractual Services $4,773,672 $4,838,262 $5,299,811 $5,095,662 $5,713,363 7.80% Commodities $1,526,206 $1,380,459 $1,098,711 $1,674,222 $1,711,556 55.78% Capital Outlay $33,314 $81,004 $0 $5,678 $80,000 100.00% $37,942,044 $39,015,870 $41,998,268 $35,277,029 $44,325,985 5.54% Expenditures by Category Total Expenditures FY20 Actual $956,331 FY21 Actual $1,353,384 FY22 Budget $1,558,589 FY22 YTD $1,333,868 FY23 Budget $1,609,608 Pct Chg 3.27% $939,919 $1,196,170 $1,203,347 $882,850 $1,330,912 10.60% $1,049,010 $1,235,518 $915,906 $1,073,370 $1,349,817 47.38% Emergency Medical Services $843,493 $1,188,723 $1,572,449 $1,353,948 $1,548,037 (1.55%) Fire Training $255,653 $484,640 $449,878 $494,201 $592,820 31.77% Emergency Management $224,811 $237,837 $265,574 $230,269 $287,381 8.21% Fire Operations $21,766,741 $27,799,530 $30,150,420 $24,919,625 $30,578,249 1.42% Ambulance Operations $4,962,877 $5,390,143 $5,866,805 $4,838,965 $6,870,145 17.10% Smart & Safe AZ - Fire $0 $0 $0 $0 $54,086 100.00% Homeland Security Grant $38,659 $89,931 $0 $121,242 $94,730 100.00% Community Paramedicine IGA $68,125 $24,693 $0 $16,367 $0 .00% $6,821,125 $0 $0 $0 $0 .00% $15,300 $15,300 $15,300 $12,325 $10,200 (33.33%) $37,942,044 $39,015,870 $41,998,268 $35,277,029 $44,325,985 5.54% Expenditures by Division Fire Admin Fire Prevention Fire Support Services CARES Act - Fire Vol Firefighter Pension Trust Total Expenditures FY20 Actual 8.00 FY21 Actual 8.00 FY22 Budget 8.00 8.00 FY23 Budget 8.00 Pct Chg .00% Fire Prevention 8.00 8.00 8.00 8.00 8.00 .00% Fire Support Services 4.00 4.00 4.00 4.00 4.00 .00% Emergency Medical Services 3.00 3.00 4.00 4.00 4.00 .00% Fire Training 1.00 1.00 1.00 1.00 1.00 .00% Emergency Management 1.00 1.00 1.00 1.00 1.00 .00% Fire Operations 155.00 155.00 155.00 164.00 168.00 8.39% Ambulance Operations 40.00 40.00 40.00 46.00 47.00 17.50% 220.00 220.00 221.00 236.00 241.00 9.05% Staffing by Division Fire Admin Total Staffing 147 FY22 YTD 148 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 221 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 149 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. Grant application submitted for Emergency Medical Services equipment replacement (gurney lifts). Evaluation of all equipment to establish a replacement schedule. Begin design and construction of the Gene Mason Memorial located at Fire Station 191. Begin data analysis for the placement of a future fire station in the northern section of the city. Replacement of two frontline fire trucks. ACCOMPLISHMENTS BUDGET NOTES Arizona Department of Homeland Security awarded two federal grants to support special operations. Completed renovation of Fire Station 195 with the addition of a training room, bunkrooms and apparatus bay. Successfully completed the required selfassessment to retain accredited status through the Center for Public Safety Excellence. Completed overtime analysis to address firefighter wellness. Completed acquisition and refresh of warehouse to address additional space needed for Fire Support Services. The department staff has been affected by COVID throughout the pandemic. Firefighters testing positive has led to necessary increased coverage from those not affected by the virus. The increased overtime personnel cost was deflected by delaying equipment repair and maintenance, and supplies. Inflation has effected the department budget as the cost of goods and services continues to rise. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 98% 98% >98% >98% Ensure operations fleet is in service 98% of total service hours annually. 150 Operations and Training INITIATIVES PURPOSE 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 additional specialty training classes. Research new and improved firefighter safety equipment. Analysis of hiring additional firefighters to decrease overtime pressures. Refresh interior of stations that are approaching twenty years in age. BUDGET NOTES The COVID 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. Goods and services costs have increased due to inflation. ACCOMPLISHMENTS Submitted two grant proposals and awarded two grants for equipment. Implemented new process to track training hours in current software to better assess training needs. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 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 82% 90% 90% 90% ISO Standards require 220 hours of training in multiple disciplines. 100% 100% 100% 100% PERFORMANCE MEASURES 151 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. Fire Prevention division was able to utilize the existing budget to purchase seven tablets to improve staff efficiency. Fire Crews were scheduled throughout the year for visits to 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 inspector on aspects of basic plan review. Train new 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. ACCOMPLISHMENTS BUDGET NOTES Two fire inspectors completed training in Arson I via the International Association of Arson Investigators (IAAI). Fire Inspectors have been present at all City Special events to do fire inspections and consult on fire safety. The COVID pandemic has had an effect on staffing cost. This in turn has had an impact on operations as funds are diverted. Training costs have increased due to inflation. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Inspect 100% of occupied businesses annually 77% 80% 100% 100% Fire plan review average turnaround time (days) 10.75 10.5 10 10 PERFORMANCE MEASURES 152 Emergency Medical and Emergency Transportation PURPOSE Partnered with Neighborhood and Human Services, Maricopa County Public Health Albertson’s/Safeway and Peoria Unified School District for Flu and COVID vaccinations and boosters. Ambulance transports increased 29%. Four firefighters completed paramedic school. Billing staff has achieved Certified Ambulance Coder Certifications. 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 six full-time emergency response ambulances capable of transporting patients and the medical billing for all transported patients. INITIATIVES Continue to monitor and participate in regional discussions and initiatives to combat the COVID Pandemic. Analyze the addition of a reserve rescue. Analyze the need for additional billing staff due to increased transports. Analyze the need for converting the remaining BLS Ladder Company to ALS. Continue to expand the scope and reach of the Community Paramedicine Program. ACCOMPLISHMENTS Approval was granted for a sixth full-time ambulance. Utilized allocated federal ARPA funds to continue a full time Peoria specific Community Paramedicine Program. Replaced worn training equipment to provide better skills training opportunities. Continued on-line training via teleconference due to the COVID Pandemic. BUDGET NOTES The budget continues to be challenged by the COVID pandemic and inflation. 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 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Total travel time of an ambulance is less than 10:00 minutes from time of call 90% of the time 89% 90% 90% 90% Accounts Receivable Net Collection Percentage 80% 85% 87% 88% 153 154 Operating Budget Summary Human Resources Personal Services FY20 Actual $2,371,909 FY21 Actual $2,357,781 FY22 Budget $2,618,637 FY22 YTD $1,864,079 FY23 Budget $2,779,008 Pct Chg 6.12% Contractual Services $19,124,442 $24,585,193 $26,306,399 $17,637,812 $27,327,268 3.88% $88,618 $46,220 $88,500 $54,916 $79,750 (9.89%) $21,584,970 $26,989,194 $29,013,536 $19,556,807 $30,186,026 4.04% Expenditures by Category Commodities Total Expenditures FY20 Actual $3,390,666 FY21 Actual $3,339,046 FY22 Budget $3,949,729 FY22 YTD $3,070,615 FY23 Budget $4,485,609 Pct Chg 13.57% $913,931 $2,900,009 $2,807,000 $1,433,782 $3,018,000 7.52% Employee Benefits - Health $16,169,440 $19,663,439 $20,966,807 $14,133,132 $21,378,825 1.97% Employee Benefits - Dental/Vision $1,110,933 $1,084,485 $1,290,000 $919,278 $1,290,000 .00% $0 $2,216 $0 $0 $13,592 100.00% $21,584,970 $26,989,194 $29,013,536 $19,556,807 $30,186,026 4.04% Expenditures by Division Human Resources Workers Compensation Self-Insurance Employee Event Fund Total Expenditures Staffing by Division Human Resources Total Staffing FY20 Actual 21.50 FY21 Actual 21.50 FY22 Budget 21.50 FY22 YTD 21.50 FY23 Budget 21.50 Pct Chg .00% 21.50 21.50 21.50 21.50 21.50 .00% 155 156 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. The Human Resources department 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 Administration/ Employee & Labor Relations Recruitment & Workforce Programs Benefits/Compensation & Systems Employee Relations Recruitment Benefits Administration Labor Relations Education & Training Development Workers Compensation Safety Disability Management Health & Wellness Classification Compensation Employee/Public Records System Administration 157 Human Resources PURPOSE Participating in the ADOSH Battery Storage Alliance to provide input to ensure the safety of employees, first responders, and the public from battery storage facilities. Implemented individual Wellness Coaching and Blood Pressure checks for employees. Successfully negotiated a three (3) year agreement with the American Federation of State, County and Municipal Employees (AFSCME). Conducted a non-represented salary study of over 230 job classifications. Implemented a “Re-Fresh” on the topic of ethics with additional focus in employee newsletters, training and discussion forum opportunities. Successfully conducted a competitive process for the selection of a short-term disability provider and health plan third party administrator/healthcare provider network. The City of Peoria Human Resources department is a business partner, working collaboratively with 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 and revisions, system configuration and coding, employee response, contact tracing and notification, comprehensive leave management, on-site vaccinations, and reporting. Received Platinum level of the Healthy Arizona Worksites Program (HAWP) for the fifth year in a row. Implemented a Financial Wellness program with a grant funding. Held 103 wellness events (screenings, seminars, flu and other vaccine clinics, Wellness Expo, etc.). Held 102 in-person employee development opportunities in addition to the numerous online opportunities employees have in the Learning Management System. Expanded recruitment efforts to include increased social media and diversity job site presence, in addition to targeted flyers and mailers, to promote jobs and to reduce time to hire for high priority jobs. Partnered with the Neighborhood and Human Services department to develop recruitment and retention initiatives for seasonal staff. Implemented Firefighter Cancer Screening Pilot in collaboration with the Fire-Medical department. Renewal of the Public Entity Partnership Program (PEPP) with the Arizona Department of Occupational Health and Safety (ADOSH). INITIATIVES Apply for Voluntary Protection Program (VPP) with ADOSH. Implement Volunteer Tracking module in ADP. Develop additional training opportunities for supervisors and managers. Expand Functional Movement Program with interested departments. Hold a competitive process review for the City of Peoria’s designated Occupational Health Care provider. 158 Operating Budget Summary Information Technology Personal Services FY20 Actual $3,899,646 FY21 Actual $4,760,334 FY22 Budget $5,810,837 FY22 YTD $4,255,816 FY23 Budget $6,284,419 Pct Chg 8.15% Contractual Services $4,870,214 $5,334,281 $6,219,698 $4,428,631 $7,038,551 13.17% Commodities $836,421 $1,189,548 $749,997 $547,831 $1,057,255 40.97% Capital Outlay $1,737,491 $1,152,774 $1,065,710 $612,377 $454,118 (57.39%) $9,844,655 $14,834,343 7.14% Expenditures by Category Total Expenditures $11,343,771 $12,436,937 $13,846,242 FY20 Actual $8,269,264 FY21 Actual $9,255,383 FY22 Budget $11,244,637 FY22 YTD $8,077,676 FY23 Budget $12,826,498 Pct Chg 14.07% Radio System Operations $842,849 $880,258 $1,025,538 $710,103 $981,892 (4.26%) Res For System Comp Eqt $1,440,856 $1,143,350 $933,239 $603,176 $154,068 (83.49%) Res For Personal Comp Eqt $454,043 $921,783 $550,697 $419,215 $841,885 52.88% IT Projects $336,758 $236,162 $92,131 $34,485 $30,000 (67.44%) $9,844,655 $14,834,343 7.14% Expenditures by Division IT Operations Total Expenditures Staffing by Division IT Operations Radio System Operations Total Staffing $11,343,771 $12,436,937 $13,846,242 FY20 Actual 41.00 FY21 Actual 43.00 FY22 Budget 43.00 FY22 YTD 43.00 FY23 Budget 45.00 Pct Chg 4.65% 2.00 2.00 2.00 2.00 2.00 .00% 43.00 45.00 45.00 45.00 47.00 4.44% 159 160 INFORMATION TECHNOLOGY DEPARTMENT MISSION To provide high quality, reliable and secure technology services with a focus on innovation, value, 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 Business Analysis 161 Administration Expanded two-form factor authentication across the enterprise and Microsoft 365. Implemented real-time security monitoring of networks and devices helping to detect threats within the environment. Identified and established standards and environment for enterprise data program. PURPOSE To provide leadership and operational support for the Information Technology Department while also providing project management, business analysis, and security services to City departments for all technology driven initiatives. ACCOMPLISHMENTS 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 FY2021. Identified and funded enhancements of customer systems, advancing the use of technology and enterprise applications. Implemented advanced endpoint protection across all endpoints. Provided extensive business analysis support for the enterprise permitting and asset management applications and departments who use them. INITIATIVES Design and implement a new IT Asset Management process. 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. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Stayed within budgeted expenses 98% 100% 100% 100% Cost optimization for renewing technology products and services Security compliance – identify best practices for the City of Peoria security for HIPAA, PCI, CJIS, and PII compliance, document, and disseminate 95% 95% 98% 98% 90% 93% 95% 95% PERFORMANCE MEASURES 162 Operations PURPOSE INITIATIVES To provide operational services including service desk support, network infrastructure, engineering, systems administration, and radio support. Implement data center storage, core network and compute solutions. Implement additional software defined infrastructure capabilities. Upgrade network infrastructure hardware at key sites throughout the City. Continue to upgrade server operating systems to latest platform. Replace aging infrastructure cabling to maintain reliable service and uptime. Enhance and improve City owned communication medium infrastructure. Continue to implement multifactor authentication (MFA) on key systems. ACCOMPLISHMENTS Upgraded network infrastructure hardware at key sites throughout the City. Built high volume remote access capabilities. Improved the design and architecture of the network, server, security, and Wi-Fi infrastructure. Maintained security and compliance on all infrastructure and personal computing devices. Re-architected data center infrastructure to include a new disaster recovery site. Instituted a new security camera infrastructure program and began an accelerated camera replacement program. Upgraded server operating systems and databases approaching end of life. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Total uptime of infrastructure systems 99% 99% 99% 99% Service Desk Tier 1 resolution rate – calls are resolved at the Tier 1 level 70% 51% 70% 80% Replacement and enhancement of mobility services and zero trust capabilities 0% 50% 60% 65% PERFORMANCE MEASURES 163 Enterprise Applications INITIATIVES PURPOSE Develop a roadmap for enterprise applications determining on premise or cloud based solution. Expand use of enterprise licenses, including GIS Indoors. Continue to prepare data and reports for business intelligence and data initiative including dashboard views and dynamic data opportunities. Upgrade and migrate meter reading system to the cloud. Continue implementation of integrated payment portal. Expand mobility within applications. To provide enterprise application and GIS support for all City departments. Enterprise applications include services such as financials, payroll, permitting, work order and asset management, electronic document management. Additionally, systems for individual departments including library, utility billing, cashiering, sales tax, and utilities systems. ACCOMPLISHMENTS Application upgrades successfully completed for several systems including permitting, utility billing, enterprise asset management, and staffing for Police and Fire. Completed final phase of Solid Waste’s routing system. Moved the Library system to the cloud Continued in the automation of manual processes, including implementing digital signature application. Initial phase of CRM implementation Consolidated database instances throughout the environment. Upgraded server operating systems and databases approaching end of life. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Completion of strategic applications roadmap 75% 75% 85% 93% Preventive maintenance – identify and maintain a preventive maintenance process for all supported applications 0% 50% Tier 1 & 2 completion 80% Tier 1 & 2 completion 90% Tier 1 & 2 completion Percentage of known reports identified to convert for Business Intelligence 0% 0% 35% 75% PERFORMANCE MEASURES 164 Operating Budget Summary Leadership and Management Personal Services FY20 Actual $3,122,716 FY21 Actual $3,263,233 FY22 Budget $3,459,861 FY22 YTD $2,687,809 FY23 Budget $3,615,855 Pct Chg 4.51% Contractual Services $778,303 $589,635 $687,459 $655,045 $924,468 34.48% Commodities $22,823 $21,813 $44,995 $20,877 $21,167 (52.96%) $3,923,842 $3,874,681 $4,192,315 $3,363,731 $4,561,490 8.81% City Manager's Office FY20 Actual $2,708,338 FY21 Actual $2,855,000 FY22 Budget $3,150,599 FY22 YTD $2,565,075 FY23 Budget $3,414,309 Pct Chg 8.37% Governmental Affairs $466,017 $477,207 $544,206 $443,686 $566,242 4.05% Office of Real Estate Development $749,487 $542,474 $497,510 $354,970 $580,939 16.77% $3,923,842 $3,874,681 $4,192,315 $3,363,731 $4,561,490 8.81% City Manager's Office FY20 Actual 15.00 FY21 Actual 15.00 FY22 Budget 15.00 FY22 YTD 15.00 FY23 Budget 15.00 Pct Chg .00% Governmental Affairs 2.00 2.00 2.00 2.00 2.00 .00% Office of Real Estate Development 2.00 2.00 2.00 2.00 2.00 .00% 19.00 19.00 19.00 19.00 19.00 .00% Expenditures by Category Total Expenditures Expenditures by Division Total Expenditures Staffing by Division Total Staffing 165 166 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 Kelly Kincaid Sharon Roberson Chief Community Affairs Officer Assistant to the City Manager Thomas Adkins Briana Cortinas Intergovernmental Iterim Communications Affairs Director Director Scott Whyte Real Estate Development Office Andy Granger Erik Strunk Katie Gregory Deputy City Deputy City Deputy City Manager Manager Manager 167 Office of City Management INITIATIVES PURPOSE 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. Continue to lead economic development efforts to revitalize Old Town, P83 and the Vistancia Commercial Core. Work with Arizona State University, Huntington, Maricopa County Community Colleges and PUSD to support education initiatives. Implement Citizen Relationship Management System across City departments and gain user adoption. Continue to lead projects aligned with Council’s livability goals. ACCOMPLISHMENTS Professional credentialing of all eligible departments. Partnership with Arizona State University’s School of Sustainability for Project Cities initiative. Re-districting initiative resulted in Council approval of new District maps and re-balancing of City’s population following Census results. Led citywide initiatives, resulting in progress toward all seven Council livability goals. BUDGET NOTES The budget and planned initiatives will be evaluated throughout the year as revenues are calculated and Council goals set. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 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 99% 100% 100% 100% PERFORMANCE MEASURES Recognition of budget excellence by Government Finance Officers Association Receive GFOA Distinguished Budget Award Conduct transparent review of City’s financial position and pass independent audit of Annual Comprehensive Financial Report 168 Operating Budget Summary Mayor and Council Personal Services FY20 Actual $409,859 FY21 Actual $417,928 FY22 Budget $476,419 FY22 YTD $356,949 FY23 Budget $496,526 Pct Chg 4.22% Contractual Services $318,305 $302,110 $398,669 $334,447 $406,125 1.87% Commodities $11,069 $10,335 $11,300 $14,652 $8,800 (22.12%) $739,233 $730,373 $886,388 $706,048 $911,451 2.83% Mayor & City Council FY20 Actual $739,233 FY21 Actual $730,373 FY22 Budget $886,388 FY22 YTD $706,048 FY23 Budget $911,451 Pct Chg 2.83% Total Expenditures $739,233 $730,373 $886,388 $706,048 $911,451 2.83% FY20 Actual 0.00 FY21 Actual 0.00 FY22 Budget 0.00 FY22 YTD 0.00 FY23 Budget 0.00 Pct Chg 0.00% 0.00 0.00 0.00 0.00 0.00 0.00% Expenditures by Category Total Expenditures Expenditures by Division Staffing by Division Mayor & City Council Total Staffing 169 170 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 171 172 Operating Budget Summary Municipal Court Personal Services FY20 Actual $1,885,050 FY21 Actual $1,745,196 FY22 Budget $2,070,797 FY22 YTD $1,515,093 FY23 Budget $2,339,021 Pct Chg 12.95% Contractual Services $529,390 $521,345 $474,065 $533,572 $594,663 25.44% Commodities $28,642 $48,340 $24,680 $19,342 $24,680 .00% $2,443,082 $2,314,881 $2,569,542 $2,068,007 $2,958,364 15.13% FY20 Actual $2,139,960 FY21 Actual $2,193,520 FY22 Budget $2,501,241 FY22 YTD $1,961,307 FY23 Budget $2,784,478 Pct Chg 11.32% Jud Coll Enh Fund-Local $49,564 $0 $0 $0 $0 .00% Ftg Trust Fund (Court) $21,608 $22,376 $0 $14,892 $0 .00% Municipal Court Enhancement Fd $231,951 $98,985 $68,301 $91,808 $173,886 154.59% $2,443,082 $2,314,881 $2,569,542 $2,068,007 $2,958,364 15.13% FY20 Actual 20.00 FY21 Actual 20.45 FY22 Budget 21.00 FY22 YTD 21.00 FY23 Budget 23.00 Pct Chg 9.52% 0.90 0.45 0.45 0.45 0.45 .00% 20.90 20.90 21.45 21.45 23.45 9.32% Expenditures by Category Total Expenditures Expenditures by Division Municipal Court Total Expenditures Staffing by Division Municipal Court Municipal Court Enhancement Fd Total Staffing 173 174 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 Associate Judge & Pro Tem Judges Court Administrator Court Supervisor Court Supervisor Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant 175 Municipal Court PURPOSE In-custody transport reactivated to address the needs of defendants who may present behavior issues that involve an overlay of being homeless, a veteran, having mental issues, or substance abuse. For now, having a single procedural structure for in person allows the court, prosecutor’s and law enforcement to deal on an individual basis with each case and provide case management and dispositions that are potentially better suited for that defendant. To promote and preserve the rule of law and protection of citizen rights by providing a fair, independent, and impartial forum for the peaceful resolution of legal conflicts according to the law. ACCOMPLISHMENTS Peoria Municipal Court worked closely with the City of Peoria and Supreme Court to comply with all COVID-19 mandates and safety regulations. Appointment of a new associate judge. Court staff worked tirelessly developing online workflows, electronic documents and routing procedures, which significantly aided in creating virtual courtrooms. The court commenced jury trials during the pandemic and conducted one successful jury trial in FY22. INITIATIVES Technology: Evaluate and enhance court operations to provide better work products and services to all court users both online and in-person. Communication: Improve community outreach with justice partners to build collaborate problem solving court programs to serve the growing population and needs effectively. Support: Complete formal mandated judicial training for the appointed associate judge. 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 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 <1% <1% <1% <1% 130% 129% 128% 127% 0% 0% 0% 0% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 176 Operating Budget Summary Neighborhood & Human Services Personal Services FY20 Actual $5,235,168 FY21 Actual $4,656,215 FY22 Budget $6,498,477 FY22 YTD $3,588,805 FY23 Budget $7,353,546 Pct Chg 13.16% Contractual Services $2,732,500 $3,015,221 $6,656,239 $3,096,369 $8,155,017 22.52% Commodities $381,027 $195,318 $542,122 $101,530 $646,346 19.23% Capital Outlay $38,647 $0 $0 $0 $0 .00% $6,786,704 $16,154,909 17.95% Expenditures by Category Total Expenditures $8,387,342 $7,866,754 $13,696,838 FY20 Actual $1,111,535 FY21 Actual $1,027,815 FY22 Budget $1,153,974 FY22 YTD $998,170 FY23 Budget $1,458,329 Pct Chg 26.37% Community Assistance $983,645 $951,922 $1,316,310 $680,612 $1,359,895 3.31% Community Engagement $23 $211,571 $381,103 $259,278 $679,223 78.23% $776,485 $623,053 $662,575 $560,506 $684,899 3.37% $1,745,309 $1,275,809 $2,066,175 $615,818 $2,311,171 11.86% Little Learners Program $357,906 $307,107 $453,776 $199,237 $449,954 (.84%) Summer Recreation Program $112,306 $43,995 $423,483 $61,685 $442,550 4.50% Summer Camp Program $538,902 $355,986 $922,275 $254,234 $976,791 5.91% Active Adult Program $182,102 $130,651 $215,170 $133,149 $225,109 4.62% Adaptive Recreation Program $182,154 $126,331 $193,114 $136,945 $209,632 8.55% Teen Program $111,720 $64,782 $267,714 $62,023 $253,672 (5.25%) Community Center $998,253 $1,071,966 $1,015,192 $886,433 $1,051,583 3.58% Home Grant $333,663 $0 $726,422 $68,663 $853,182 17.45% Comm Dev Block Grant $403,259 $1,241,032 $3,251,355 $1,457,074 $2,205,663 (32.16%) Adult Day Prg Grant $550,080 $434,733 $648,200 $412,878 $713,256 10.04% AM/PM Program $0 $0 $0 $0 $2,005,000 100.00% Lil' Learners $0 $0 $0 $0 $110,000 100.00% Summer Camp $0 $0 $0 $0 $165,000 100.00% $6,786,704 $16,154,909 17.95% Expenditures by Division Code Compliance NHS Administration Am/Pm Program Total Expenditures $8,387,342 $7,866,754 $13,696,838 FY20 Actual 10.00 FY21 Actual 9.00 FY22 Budget 9.00 Community Assistance 4.80 4.80 Community Engagement 0.00 NHS Administration 9.00 FY23 Budget 9.00 Pct Chg .00% 5.80 5.75 5.75 (.86%) 2.00 2.00 2.00 3.00 50.00% 4.00 3.00 3.00 3.00 3.00 .00% Am/Pm Program 3.00 3.19 3.19 3.19 3.19 (.01%) Little Learners Program 2.35 2.23 2.23 2.23 2.23 .01% Summer Recreation Program 0.55 0.52 0.52 0.52 0.52 (.04%) Staffing by Division Code Compliance 177 FY22 YTD Operating Budget Summary Summer Camp Program 1.35 1.46 1.46 1.46 1.46 (.01%) Active Adult Program 1.05 1.09 1.09 1.09 1.09 .01% Adaptive Recreation Program 0.70 0.74 0.74 0.74 0.74 .01% Teen Program 0.75 0.39 0.39 0.39 0.39 .02% Community Center 3.00 3.13 3.13 3.13 3.13 .01% Comm Dev Block Grant 0.95 0.95 0.95 1.00 1.00 5.26% Adult Day Prg Grant 7.25 7.25 7.25 7.25 7.25 .00% 39.75 39.75 40.75 40.75 41.75 2.45% Total Staffing 178 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, code compliance, community assistance and community engagement. The divisions outlined below fulfill the operation and management of these areas. 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 Community Center Programs Community Assistance Community Engagement Youth Programs 179 Code Compliance Business Services 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. Oversee implementation, reporting and monitoring of $21M American Rescue Plan Act (ARPA) funding. Continue oversight of multi-departmental homeless task force. Develop and implement procedures related to encampments on City property. Implement additional homeless shelter opportunities, including start-up of an Interfaith Homeless Emergency Lodging Program (I-HELP) shelter model. Develop and implement outreach programs and/or services to reach the City’s vulnerable population. Increase outreach to traditional neighborhoods to increase knowledge and use of available programs such as Tool Lending and Neighborhood Grant Programs. Continue management of CDBG-CV funding and implement Community Housing Development Organization (CHDO) funding. ACCOMPLISHMENTS Initiated full scale implementation of the newly adopted citywide framework for community engagement and outreach. Finalized program creations for community engagement including the Block Party Program and the Pop-Up Van and held PopUp meetings. Continued rent, mortgage and utility assistance programs utilizing various grant funding sources. Managed multi-departmental homeless task force and developed and implemented policies, procedures and protocols dealing with citywide issues. Administered contracts for homeless navigation and shelter services resulting in engagements with 271 individuals and placement of 47 individuals in shelter or supportive housing. BUDGET NOTES Continued use of pandemic-related funding is represented in the budget. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Estimate FY 2022 Target FY 2023 Number of community engagement and outreach activities or projects performed. 26 50 50 Number of residents served through community engagement and outreach activities. 2,527 3,000 6,000 2,240 2,500 2,000 PERFORMANCE MEASURES Residents served through Peoria SUPPORT program and non-profit partners at the Community Assistance Resource Center Actual FY 2020 1,464 180 Active Adults PURPOSE INITIATIVES To provide meaningful leisure opportunities that sustain lifelong interests, introduce new activities, and increase socialization that enhances quality of life. 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. ACCOMPLISHMENTS The active adult program continues to offer virtual opportunities including bingo, trivia, and art classes. Continued partnership with Silver Sneakers, Optum/Renew fitness, and Silver&Fit insurance fitness coverage. Over 125 individuals have taken advantage of these insurance programs. Entered into partnerships with WellCare and Humana to provide in-kind support for wellness classes and special events. Several modified special events were hosted with limited attendance and were a huge success. Day trips resumed. Taking advantage of outdoor venues and events. BUDGET NOTES FY22 budget will see an increase in attendance that will carry over to FY23 due to COVID-19 related protocols and guidelines being modified. Survey was not conducted in FY21. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Active adult participation 16,274 1,759 10,500 13,000 Customer Satisfaction - Above average/excellent 94% 95% 95% PERFORMANCE MEASURES *Survey was not conducted in FY21. 181 Code Compliance INITIATIVES PURPOSE 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. 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. Continue focus on citywide property abatements and cleanup projects. ACCOMPLISHMENTS Opened 8,000 code cases. Addressed 11,030 code violations. Addressed public health and safety violations on three structures via enhanced abatement program. Abated 454 graffiti tags (38,291 ft²). Implemented a new educational video series called Code Talk, which won a national award for Creative Marketing. Collaborated with the Ad Hoc Code Subcommittee on code amendments. Provided educational outreach to 857 owners of vacant parcels regarding property maintenance requirements. Implemented a 72-Hour Temporary Parking Permit Pilot Program for RV and trailers. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Percentage of code violation cases resolved through: - Voluntary compliance - Induced compliance via judicial and abatement process 98% 2% 97.35% 2.63% 96% 4% 96% 4% 182 Family and Youth Services – AM/PM INITIATIVES PURPOSE The AM/PM (before and after school) 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. Provide culture-building events to enforce the Superior Public Service components Develop and implement programming objectives targeting cultural sensitivity and awareness, physical wellness and educational enrichment. Develop and implement Standard Operating Procedures (SOP). Utilize DES Childcare Workforce and Retention grant funds to implement wage increases, retention bonuses and hiring incentives for childcare staff. Utilize DES Childcare Stabilization grant for wage increases, retention and hiring bonuses/incentives, licensing fees, facility improvements and program materials/supplies. ACCOMPLISHMENTS Maintained Department of Economic Security (DES) staffing levels to ensure compliance throughout the pandemic. Received $4.5M DES Stabilization Grant to offset the expenditures for AMPM Program. Received $69,892 DES Childcare Workforce Recruitment and Retention Grant to assist with staffing challenges in childcare offerings. BUDGET NOTES Reduction in staff due to hiring and retention challenges resulted in capping sites, consolidating programs and adding student wait-lists. These factors have caused a decrease in the number registrations accepted. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Revenue Registrations Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 $2,271,822 $1,238,030 $1,234,340 $1,632,60 2,143 950 850 1,000 183 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. Implement the Youth Program Strategic Plan – Training, Communication, Culture Building and Programming. Increase knowledge in Department of Health Services (DHS) and City policies to ensure compliance. Complete and submit the First Things First Accreditation application and navigate the process to receive accreditation. Utilize grant funding to renovate facility, providing additional workspace, an outdoor educational learning space and improved security. Develop and implement a program Standard of Practice (SOP). ACCOMPLISHMENTS Developed Kindergarten readiness testing. Provided year round care without any closures during the COVID-19 pandemic. Received $4.5M DES Stabilization Grant to offset program expenditures. Received $69,892 DES Childcare Workforce Retention and Recruitment Grant to assist with program expenditures, staff recruitment and retention. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2020 Revenue Registrations 184 Actual FY 2021 Estimate FY 2022 Target FY 2023 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. Present and adopt new program model to be implemented for summer FY23. Develop and implement program Standard Operating Procedures (SOP). Prepare to consolidate into Teens budget for FY24. ACCOMPLISHMENTS There were no accomplishments in FY22 as the program was inactive. BUDGET NOTES Reduction in staff, hiring and retention challenges have resulted in a decrease in the number of registrations accepted. This will be consolidated in the Teens budget in FY24. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Revenue $31,752 $0 $0 $42,000 Registration 720 0 0 120 PERFORMANCE MEASURES 185 Family and Youth Services – Summer Camp INITIATIVES PURPOSE Summer Camp is focused on providing a safe, enriching and creative space for youth to grow, learn and develop friendships during the summer months. Implement Youth Program Strategic Plan – Training, Communication, Culture Building and Programming. Re-introduce field trips to the program and maintain quality enrichment at each program site. Provide social emotional learning and diversity, equity and inclusion training. Evaluate how these areas impact our programs. Explore a new accommodation process to better meet the needs of youth. ACCOMPLISHMENTS Maintained efficient online registration, parental resources and effective communication tools throughout the pandemic. Increased knowledge in Department of Health Services (DHS) and City policies. Utilized outside vendors in lieu of field trips to enhance educational enrichment at all Summer Camps. Provided camp specific welcome letters, weekly newsletters, and outlining upcoming activities to increase the levels of parent communication. Coordinated program enrichment visits that included Park Rangers, Code Enforcement, Libraries, Fire and Police at all sites. BUDGET NOTES Reduction in staff due to hiring and retention challenges resulted in capping sites, consolidating programs and adding student wait-lists. These factors have caused a decrease in the number registrations accepted. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Revenue Registrations Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 $490,764 $329,029 $568,768 $770,940 1,477 438 525 600 186 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. Expand opportunities for individuals with a physical challenge or a visual impairment. Develop a process for students exiting the school system to participate in Special Olympics programs. ACCOMPLISHMENTS BUDGET NOTES Special Olympics sports returned to inperson training with SOAZ COVID19 protocols in place. Overall participation has seen an increase, however due to staffing shortages a waiting list was required. Developed and implemented new virtual Escape Room and Holiday Party. Partnered with AZ Disabled Sports to offer a West Valley Sportsfest featuring wheelchair basketball and hand cycling. FY22 budget will see an increase in attendance that will carry over to FY23 now that programs have resumed. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 % surveys rated above average to excellent 96% 95% 98% 98% Participation 14,626 3,500 4,500 10,000 PERFORMANCE MEASURES 187 Teens INITIATIVES PURPOSE 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. Introduce alternative and offsite classes to expand lifelong learning opportunities. Cross promote city wide youth programs to offer inclusive and diverse teen classes. Expand programs to two locations. BUDGET NOTES ACCOMPLISHMENTS The Teen budget will be appropriately sized this year to meet the lower participation and registration. Next year the Summer Rec budget will be consolidated into the Teens Program. Implemented in-person/virtual hybrid programs, which included bingo, trivia other specialty classes. Partnered with Vistancia community to offer Cardboard Boat Races and Nerf Wars. Expanded food service programs to include additional opportunities to youth/teens in the community. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Registrations Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 3,557 802 1,200 1,500 188 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. ACCOMPLISHMENTS Food distribution programs evolved as the Community Center reopened. Summer Food Program and Kids Café held curbside distribution at both on and offsite locations. Phoenix Rescue Mission discontinued their Mobile Food Pantry at the center. Acted as a wellness hub, offering COVID19 vaccines and also boosters, flu, pneumonia and shingles shots and COVID19 test kits. Collaborated with community businesses and organizations, including: Maricopa County Health, Safeway/Albertsons Pharmacy, St Mary’s Food Bank, and HART Pantry. Increase marketing for rental opportunities and Resource Center providers Expand summer programming for youth and teens. BUDGET NOTES The center reopened in May 2021 with limited capacity and programming. Once fully open, participants have remained cautious to participate, and the number of individuals visiting has been minimal. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Food Programs FY20 Actual FY21 Actual FY22 Estimate FY23 Target Congregate Meals 10,500 12,416 6,000 8,000 Home Delivered Meals 24,995 40,733 41,000 42,000 Thursday Brown Bag 6,664 4,052 5,000 5,250 Phoenix Rescue Mission 3,250 0 0 0 Kids Café/Summer Meal Programs 4,800 5,977 4,800 6,000 TOTAL 50,209 63,178 56,800 61,250 Healthy Neighborhoods FY20 Actual FY21 Actual FY22 Estimate FY23 Target Family events 1,618 693 1,000 1,500 189 DES/DDD Contracted Adaptive Programs INITIATIVES PURPOSE 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. A Certified Therapeutic Recreation Specialist oversees all programs. Expand summer program opportunities to provide cooperative programming with Teen Program. Increase job opportunities for Group Supported Employment. BUDGET NOTES Revenue is based on DES/DDD’s published reimbursement rate, which is contingent upon the Arizona State budget appropriations. ACCOMPLISHMENTS 90% of adult day program participants returned. 35% of summer participants returned. 30% of school program participants returned. Resumed group Supported Employment and expanded into catering. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2020 Surveys rated above average to excellent Number of participants 190 Actual FY 2021 Estimate FY 2022 Target FY 2023 Operating Budget Summary Non-Departmental FY21 Actual $210,422 FY22 Budget Personal Services FY20 Actual ($11,720) FY23 Budget $0 FY22 YTD $30,000,000 $0 Pct Chg .00% Contractual Services $7,268,391 $8,835,484 $6,993,561 $8,356,019 $15,570,372 122.64% Commodities $84,151 $274,332 $69,000 $74,725 $3,277,753 4650.37% Capital Outlay $13,369,541 $13,435,930 $6,863,084 $3,373,963 $984,634 (85.65%) Total Expenditures $20,710,362 $22,756,168 $13,925,645 $41,804,707 $19,832,759 42.42% Expenditures by Category Non-Departmental FY20 Actual $1,286,615 FY21 Actual $4,290,761 FY22 Budget $978,735 FY22 YTD $23,229,068 FY23 Budget $970,631 Pct Chg (.83%) Half Cent Sales Tax $3,556,428 $2,940,985 $4,457,736 $12,327,334 $2,765,762 (37.96%) Intersection Zone 3 Dev Fee $2,547,568 $3,982,566 $8,489,174 $6,248,304 $5,000,000 (41.10%) Transportation Sales Tax $13,319,751 $11,541,856 $0 $0 $105,200 100.00% ARPA Grant $0 $0 $0 $0 $3,208,753 100.00% ARPA-Health&Social Services $0 $0 $0 $0 $3,208,753 100.00% ARPA-Healthy Work Environment $0 $0 $0 $0 $984,634 100.00% ARPA-Small Business Assistance $0 $0 $0 $0 $1,160,000 100.00% ARPA-Infrastructure $0 $0 $0 $0 $2,363,026 100.00% ARPA Grant General $0 $0 $0 $0 $66,000 100.00% $20,710,362 $22,756,168 $13,925,645 $41,804,707 $19,832,759 42.42% Expenditures by Division Total Expenditures Staffing by Division Total Staffing FY20 Actual 0.00 FY21 Actual 0.00 191 FY22 Budget 0.00 FY22 YTD 0.00 FY23 Budget 0.00 Pct Chg .00% 192 Operating Budget Summary Office of Communications Personal Services FY20 Actual $1,125,784 FY21 Actual $1,207,627 FY22 Budget $1,256,924 FY22 YTD $998,629 FY23 Budget $1,342,355 Pct Chg 6.80% Contractual Services $443,602 $386,355 $527,979 $400,100 $571,915 8.32% Commodities $193,182 $71,928 $34,348 $32,683 $34,348 .00% $1,762,569 $1,665,910 $1,819,251 $1,431,412 $1,948,618 7.11% FY20 Actual $1,178,886 FY21 Actual $1,169,696 FY22 Budget $1,341,629 FY22 YTD $1,058,791 FY23 Budget $1,433,153 Pct Chg 6.82% $583,682 $496,214 $477,622 $372,621 $515,465 7.92% $1,762,569 $1,665,910 $1,819,251 $1,431,412 $1,948,618 7.11% FY20 Actual 7.00 FY21 Actual 7.00 FY22 Budget 7.00 FY22 YTD 7.00 FY23 Budget 7.00 Pct Chg .00% Peoria Channel 11 3.00 3.00 3.00 3.00 3.00 .00% Total Staffing 10.00 10.00 10.00 10.00 10.00 .00% Expenditures by Category Total Expenditures Expenditures by Division Public Information Office Peoria Channel 11 Total Expenditures Staffing by Division Public Information Office 193 194 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 Brianna Cortinas Interim Communications Director Maryann Loya Marketing/Communications Analyst Kristina Perez Tim Eiden Marketing & Communications Manager Digital Media Manager Monty Hoffman Digital Media Specialist Shaun Mockoskl Mike Iverson Graphic Designer Jeff Ames DIgital Media Specialist Multimedia Marketing/ Communications Specialist Nick Serpa Trevor Freeman Digital Media Specialist 195 Web Content Administrator Office of Communications PURPOSE Created a marketing plan, social media content, media briefs, articles and webpage to promote the city's new online payment portal, Invoice Cloud. Created a drought and water conservation communications plan, direct mail, articles, press release, media briefs, a drought information webpage, and social media content. Developed logo, park signage, marketing plan, two ribbon-cutting ceremonies, press release, media briefs, and website and social media content for StoryWalk. Developed graphics for the interior design of the library, an invitation to council, press release, media briefs, website and social media content, and secured media coverage for the Peoria Main Library ribbon cutting ceremony. Developed a communications plan, direct mail, door hangers, social media content, press release, media briefs, and survey for the Blue Lid Program. Developed a citywide marketing plan to advertise job opportunities across all departments. Material created included web content, social media content, flyers, posters, ads and media briefs. Community engagement and communication was one of the projects that ASU students studied for ASU Project Cities, focusing specifically on hard-to-reach populations. This project will carry into 2022 as well. Created a logo, door hangers, flyers, and a webpage for this new Community Engagement team, provided communication strategy and consultation, and collaborated with the team to work on community outreach efforts for all city events and construction, development, and neighborhood projects. Created a communications plan, marketing materials, email campaign, press release, media briefs, videos, social media content, survey and master plan for the Sustainability Action Plan. 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. ACCOMPLISHMENTS Created a 30 minute all digital State of the City for the Mayor as well as online social media versions of the video. All 4 members of the digital team were certified as nighttime drone pilots allowing us to fly at night. With the help of an outside vendor, we created a workflow manual, which will ensure future turnover will not affect our ability to function. Assisted the Sports Complex with scoreboard and show control for spring training games as well as covered the games with videography and photography. Set up multiple remote live shots for WestMarc including filming with Gov. Ducey. Secured more than 192 media hits for the City of Peoria on a variety of programs, events and initiatives. RoboRide Medical: Developed a communications plan, logo, messaging, vehicle wraps, maps, ads, flyers, videos, onboard graphics, and Otto (the life-size mascot). Created a press release, media briefs, run of show, talking points and media plan. Secured more than 70 media placements online, on TV and on the radio with millions of impressions. POGO Destinations: Developed a communications plan, logo, messaging, vehicle wrap, maps, flyers, app content, ads, videos, press release, media briefs, website content, social media content, construction notices, and community engagement materials. Redistricting: Developed a redistricting communications plan, created council communications and presentations, organized staffed in-person and virtual public meetings, created and distributed educational material, established a webpage, worked closely with a consultant, and shared social media content. All content was provided in both Spanish and English. 196 Office of Communications INITIATIVES Developed submission material for the No. 1 award for Ranking AZ. Developed videos, a press release, media briefs, ads, and web and social media content. Created a targeted LinkedIn advertising campaign based on this ranking to attract California businesses to Peoria. Worked with Granicus, the website vendor, to review, refresh and migrate the city websites to a new thoughtful design that meets city brand standards, retains ADA compliance, is accessible on mobile devices, and provides a modern, clean look for residents and visitors. Helped promote local businesses through our Open for Business series including Spanish speaking videos, micro-entrepreneurs, the Mayor’s business and restaurant of the month and nonprofits organizations. Created 67 videos in FY21. Removed 34 pieces of legacy equipment and hundreds of cables from channel 11 master control. Rerouted signal flow to streamline input and output and reduce problem solving and maintenance time. Collaborated with the Economic Development Services Department to apply for a tourism grant from the state, the AOT Grant. Researched, developed and submitted a marketing plan and communications strategy. The $50,000 grant was awarded to the city as a result of these efforts. 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 2021 Estimate FY 2022 Estimate FY 2023 Target FY 2024 0%* 97% 97% 98% 193,889** 195,000 195,000 200,000 355 375 375 400 37,890 38,550 40,000 45,000 420 450 500 550 1,649,536*** 1,700,000 1,700,000 1,800,000 *Peoria Leadership Institute did not occur in FY2020, FY2021or FY2022 **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, the visits to the city’s websites were down due to lack of events, sports, Spring Training, etc. 197 198 Operating Budget Summary Parks and Recreation Personal Services FY20 Actual $8,341,545 FY21 Actual $8,640,259 FY22 Budget $11,325,394 FY22 YTD $7,696,685 FY23 Budget $12,264,844 Pct Chg 8.30% Contractual Services $8,742,845 $8,502,882 $10,172,466 $7,627,432 $11,337,548 11.45% Commodities $1,195,297 $1,034,462 $1,321,664 $1,189,671 $1,940,091 46.79% Capital Outlay $17,850 $697,745 $2,232,000 $33,575 $141,000 (93.68%) $18,297,538 $18,875,347 $25,051,524 $16,547,362 $25,683,483 2.52% Expenditures by Category Total Expenditures PRCF Administration FY20 Actual $1,505,539 FY21 Actual $1,488,192 FY22 Budget $1,730,278 FY22 YTD $1,313,054 FY23 Budget $1,406,402 Pct Chg (18.72%) Swimming Pools $1,001,814 $1,010,957 $1,466,733 $814,593 $1,479,465 .87% Outdoor Recreation Program $3,090 $3,898 $21,490 $5,132 $36,936 71.88% Special Interest Classes - Youth $89,888 $43,115 $147,689 $69,904 $155,346 5.18% Special Interest Classes - Adult $11,413 $6,883 $18,049 $11,133 $16,695 (7.50%) Sports Programs - Youth $560,225 $481,285 $753,811 $507,677 $714,405 (5.23%) Sports Programs - Adult $178,546 $79,858 $306,960 $171,286 $512,409 66.93% Rio Vista Community Park $793,286 $877,633 $1,037,264 $777,855 $1,373,359 32.40% Rio Vista Rec Center $1,481,065 $1,226,258 $1,617,183 $1,151,353 $1,904,903 17.79% Pioneer Community Park $1,051,274 $1,064,703 $1,295,529 $879,692 $1,295,153 (.03%) Paloma Community Park $351,582 $789,114 $1,430,410 $812,810 $1,559,168 9.00% Parks North $2,083,326 $2,103,994 $2,093,800 $1,790,171 $2,307,234 10.19% Parks South $1,699,437 $1,802,575 $1,918,900 $1,558,400 $1,872,319 (2.43%) $0 $0 $0 $0 $583,053 100.00% $484,415 $565,085 $802,826 $543,135 $864,060 7.63% $1,970,190 $2,005,829 $1,982,292 $1,628,140 $2,344,144 18.25% $386,912 $368,235 $681,502 $349,437 $940,761 38.04% $4,164,846 $4,439,330 $4,778,066 $4,106,098 $5,449,929 14.06% $320,373 $52,559 $730,742 $0 $730,742 .00% $0 $0 $0 $0 $100,000 100.00% $3,329 $139,638 $0 $0 $0 .00% AZSTA-Sports Complex Improvements $0 $0 $2,010,000 $0 $0 (100.00%) Complex Eqt Reserve $0 $199,791 $228,000 $33,575 $37,000 (83.77%) AZ S&T Authority Grant $68,430 $125,048 $0 $0 $0 .00% Prop 302 Grant Program $88,559 $1,370 $0 $23,916 $0 .00% $18,297,538 $18,875,347 $25,051,524 $16,547,362 $25,683,483 2.52% Expenditures by Division Facility Maintenance and Operations Park Rangers Contracted Landscape Maintenance Trails Maintenance Complex Operations/Maint Spring Training Sports Complex Improvement Reserve Sports Complex GA Surcharge Total Expenditures Staffing by Division FY20 Actual FY21 Actual FY22 Budget 199 FY22 YTD FY23 Budget Pct Chg Operating Budget Summary PRCF Administration 12.50 12.50 13.50 10.80 10.80 (20.00%) Swimming Pools 4.60 4.81 4.81 3.87 3.87 (19.54%) Special Interest Classes - Youth 0.42 0.42 0.42 0.40 0.40 (4.81%) Special Interest Classes - Adult 0.17 0.12 0.12 0.10 0.10 (16.80%) Sports Programs - Youth 2.30 3.05 3.05 1.87 1.87 (38.69%) Sports Programs - Adult 1.24 0.27 0.27 1.86 1.86 589.38% Rio Vista Community Park 4.00 4.33 4.33 3.85 3.85 (11.08%) Rio Vista Rec Center 9.60 8.65 8.65 6.10 6.10 (29.48%) Pioneer Community Park 3.99 4.32 4.32 2.85 2.85 (34.02%) Paloma Community Park 6.24 5.58 5.58 6.10 6.10 9.31% Parks North 12.07 11.72 11.72 12.15 12.15 3.67% Parks South 11.12 11.72 11.72 11.15 11.15 (4.86%) Facility Maintenance and Operations 0.00 0.00 0.00 5.25 5.25 100.00% Park Rangers 8.24 8.24 8.24 7.25 8.25 .12% Contracted Landscape Maintenance 1.61 1.61 1.61 1.75 1.75 8.70% Trails Maintenance 3.74 3.74 5.74 7.75 7.75 35.02% Complex Operations/Maint 18.50 17.96 17.96 17.90 17.90 (.33%) 100.34 99.04 102.04 101.00 102.00 (.04%) Total Staffing 200 PARKS and RECREATION 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 and Recreation Department manages the city’s recreation programs and community facilities, neighborhood and community parks, facilities maintenance, open space, trails, park rangers, right-of-way maintenance, the recreation center, and the Peoria Sports Complex. The primary focus of the Department is to provide a wide array of recreation and citizen services, programs and community facility operations, and events that enhance the quality of life for residents. The Department offers residents programming and facilities with opportunities from open access to highly personalized experiences. The Department provides stewardship for and designs the park, open space, trails, and facility planning with a focus on sustainability and balanced preservation. Maintaining amenities and program diversity 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 DIRECTOR Venue Operations & Recreation Services Parks Operations & Facility Services Field Operations & Planning Services Rio Vista Recreation Center Neighborhood Parks Community Parks and Stadium Grounds Sports Complex Operations Park Ranger Programs ROW and Landscape Aquatics Programs Park Programs Trails and Open Space Youth & Adult Sports Programs Facilities Maintenance & Custodial Services Outdoor Recreation Enrichment & Special Interest Class Programs 201 Administration PURPOSE INITIATIVES Business Services provides support to the Parks and Recreation Department, the Neighborhood and Human Services Department and the Arts, Culture and Library 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, budgetary oversight and Boards and Commissions administration. Update and create manuals and guiding documents for departmental staff, including onboarding and recruiting manuals for benefitted employees Assist staff with overcoming recruiting challenges for part-time non-benefitted positions that support program offerings Create and implement process for successful accomplishment of CAPRA reaccreditation in 2025 for Parks and Recreation ACCOMPLISHMENTS BUDGET NOTES Transitioned to on-line phone system for front desk staff at Development & Community Services Building Supported restructure and ultimate reorganization of multiple departments Created cross-functional front desk staff to support multiple locations With limited travel and extended position vacancies, the division will realize a savings for FY22. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 HR related actions in ADP 1,702 1,039 1,500 1,500 New accounts created 3,921 8,491 9,000 6,000 Registrations (Total) 16,162 16,016 18,000 30,000 Number of Refunds 4,259 1,820 2,000 2,000 PERFORMANCE MEASURES 202 PURPOSE INITIATIVES To provide essential services in the community which contribute to the physical health, mental wellness, social engagement, skill development and quality of life for citizens. Develop a business model and action plan to update comprehensive performance expectations, objectives and measurements. Execute marketing and engagement campaigns to promote recreation services, increase public awareness and improve inter-departmental relationships. Drive recreation services prosperity and sustainability by focusing on key performance indicators of fulfilling registration capacity, surveying customer satisfaction and attaining revenue goals. Identify, evaluate and actualize efficiencies in opportunity costs and operating costs through crossfunctional collaboration, public-private partnerships and intra-departmental resources. ACCOMPLISHMENTS Successfully opened all three pools for 10 full weeks of swim lessons and provided open swim at Peoria and Sunrise Pools. Received $9,500 in grants from various organizations, which provided free/reduced swim lessons to 450 participants. Despite canceling the 13th Annual Winter Water Safety Day and Polar Plunge, still had 43 participants that donated $25 or more. Significant renovations to Sunrise Pool are scheduled to be completed for swim season 2022. PUSD continues to share in 50% of the maintenance costs of operating the three pool facilities. BUDGET NOTES Recreation services continues to rebuild preCOVID levels of programs and participants. Aquatics revenue through second quarter of FY22 has increased 222% over second quarter FY21. Aquatics revenue through second quarter of FY22 is 89% of 3-year average of FY18-20. Aquatics cost recovery through second quarter of FY22 is 28% (including pending PUSD reimbursement invoiced in January 2022). LIVE PEORIA (These icons indicate the Live Peoria goals addressed by divisions within the division) PERFORMANCE MEASURES Maintain a 90% or higher overall satisfaction (above average/excellent) rating from swim lesson participant surveys Maintain a 90% or higher overall satisfaction (above average/excellent) rating from swim team participant surveys Maintain a 90% or higher overall satisfaction (above average/excellent) rating from dive team participant surveys Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 98% 97% 97% 97% 93% 93% 95% 92% 95% 95% 203 PURPOSE INITIATIVES To provide essential services in the community which contribute to the physical health, mental wellness, social engagement, skill development and quality of life for citizens. Develop a business model and action plan to update comprehensive performance expectations, objectives and measurements. Execute marketing and engagement campaigns to promote recreation services, increase public awareness and improve inter-departmental relationships. Drive recreation services prosperity and sustainability by focusing on key performance indicators of fulfilling registration capacity, surveying customer satisfaction and attaining revenue goals. Identify, evaluate and actualize efficiencies in opportunity costs and operating costs through cross-functional collaboration, public-private partnerships and intra-departmental resources. ACCOMPLISHMENTS Successfully executed three safe youth sports seasons with a total of 3,500+ participants. Successfully filled two coordinator vacancies while continuing to provide excellent programming and customer service. Invested in E-gaming equipment and video recording equipment for new citizen engagement program and improved volunteer coach training. Invested in social media presence by creating regular posts that highlighted future and ongoing programs. BUDGET NOTES Recreation services continues to rebuild preCOVID levels of programs and participants. Youth Sports revenue through second quarter of FY22 has increased 96% over second quarter FY21. Youth Sports revenue through second quarter of FY22 is 90% of 3-year average of FY18-20. Youth Sports cost recovery through second quarter of FY22 is 43%. 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 2020 3,597 Actual FY 2021 2,047 Estimate FY 2022 3,500 Target FY 2023 3,500 88% 90% 90% 90% 204 INITIATIVES PURPOSE To provide essential services in the community which contribute to the physical health, mental wellness, social engagement, skill development and quality of life for citizens. Develop a business model and action plan to update comprehensive performance expectations, objectives and measurements. Execute marketing and engagement campaigns to promote recreation services, increase public awareness and improve inter-departmental relationships. Drive recreation services prosperity and sustainability by focusing on key performance indicators of fulfilling registration capacity, surveying customer satisfaction and attaining revenue goals. Identify, evaluate and actualize efficiencies in opportunity costs and operating costs through cross-functional collaboration, public-private partnerships and intra-departmental resources. ACCOMPLISHMENTS On pace to have an overall increase in adult softball participation by approximately 30%. Contracted softball umpires to fill void left by previous staff not returning, allowing the department to continue offering the program. Surveyed public input regarding adult softball and other potential revenue-producing programs at Paloma Community Park. Creation of new programming to start in March of 2022 at Paloma Community Park. BUDGET NOTES Recreation services continues to rebuild pre-COVID levels of programs and participants. Adult Sports revenue through second quarter of FY22 has increased 68% over second quarter FY21. Adult Sports revenue through second quarter of FY22 is 62% of 3-year average of FY18-20. Adult Sports cost recovery through second quarter of FY22 is 96%. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Provide recreational organized sports leagues Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 317 174 223 250 108 . 216 . Pickleball Participation 205 Rio Vista Recreation Center PURPOSE INITIATIVES To provide essential services in the community which contribute to the physical health, mental wellness, social engagement, skill development and quality of life for citizens. Develop a business model and action plan to update comprehensive performance expectations, objectives and measurements. Execute marketing and engagement campaigns to promote venue operations, increase public awareness and improve interdepartmental relationships. Drive venue operations prosperity and sustainability by focusing on key performance indicators of fulfilling registration capacity, surveying customer satisfaction and attaining revenue goals. Identify, evaluate and actualize efficiencies in opportunity costs and operating costs through cross-functional collaboration, public-private partnerships and intra-departmental resources. ACCOMPLISHMENTS Invested in a weeklong re-grand opening to highlight new and upgraded cardio equipment, unveiled freshly-installed carpet on the first floor, held numerous fitness, health and wellness promotions, promoted rental spaces and engaged with potential customers. Increased the venue’s exposure by collaborating and partnering with a marketing company, Rethinc, to execute campaign goals and improve the venue’s initiatives and services. The insurance supplemental program continued to be a solid source of revenue even through the challenges of the pandemic. With the pandemic severely impacting events and memberships, insurance incentive programs have been a steady revenue source. The venue remained the primary facility resource for enrichment programs and revenue, providing 562 hours of space at an opportunity cost of $41,917. BUDGET NOTES Venue operations continues to rebuild preCOVID levels of events and users. Recreation Center revenue through second quarter of FY22 has increased 430% over second quarter FY21. Recreation Center revenue through second quarter of FY22 is 59% of 3-year average of FY18-20. Recreation Center cost recovery through second quarter of FY22 is 37%. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Provide daily group fitness classes Provide recreation opportunities for drop-in programming Maintain a 90% or higher overall satisfaction (above average/excellent) rating from rec center surveys Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 22,125 32,004 34,000 40,000 4,896 5,101 5,950 6,500 92% 92% 95% 95% 206 Community Parks PURPOSE INITIATIVES Complete 100% design phase of Paloma Community Park phase II Kick off Rio Vista Skate Park design study for renovation of the skate park seeking public input utilizing a local design expert. Replace dead and dying ash trees at Pioneer Community Park utilizing the SRP Right Tree, Right Place program Fill the vacant Parks and Sports Facilities Equipment Mechanic position to oversee $1.5 million maintenance equipment fleet. Research and implement new technologies to improve efficiency of operations and water conservation methodologies. Update irrigation central control and pump systems at Rio Vista as it approaches end of life. To provide exceptional recreation experiences for the City of Peoria residents and various external user groups, while offering a diverse range of amenities. ACCOMPLISHMENTS Completed replacement of isolation valves at Pioneer to improve efficiencies and operation of the irrigation system. Completed Rio Vista all-inclusive playground renovation to improve user interaction while utilizing multiple sensory features to the play structures. Utilized recommendations from stakeholders and occupational therapists. Hired and filled the two vacant Maintenance Worker III positions at Rio Vista and Paloma. Completed drainage project at Rio Vista Park to improve playability on softball fields installing 4,500 feet of drainpipe. Replaced volleyball and skate park fencing for improved safety and security Completed installation of site furnishings and alcohol permit fencing to increase revenues. BUDGET NOTES Successfully managed budgets through the community park system; however looking forward, increasing commodities pricing and labor shortages will continue to put pressure to maintain current levels of service. Obtaining operational supplies have also presented challenges as supply chain delays continue. 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 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 97% 97% 98% 98% 97% 95% 98% 98% 98% 98% 98% 207 Outdoor Recreation PURPOSE INITIATIVES Plan and implement outdoor recreational, educational and interpretive programs. Provide support to Trails and Open Space Programs through volunteerism and stewardship. Formulize and grow a network of citizen stakeholders for the citywide mountain trails and open space stewards using the support of similar organizations such as the White Tank and McDowell Sonoran Conservancy. Expand outreach and grow community between volunteer groups by organizing participants into a social group, ‘Friends of New River.’ Apply for grants to help implement educational and stewardship programs that align with the Livability goals. Establish benchmarking connections with other municipalities to gather information about riparian areas, implement opportunities for basin areas as wildlife habitats and elevating Skunk Creek Trailhead to be an important birding area by the Audubon Society. ACCOMPLISHMENTS Awarded a Department of Fire and Forestry Management grant ($5k) to be used to further Community Forestry goals. Organized 7 New River clean-up events, using 192 volunteers (596 hours) to clean 7,800 lbs. of trash from the New River. Three different high schools participated, a youth soccer team, and one event was highlighted on Channel 3 Good Morning Arizona. Lead a citizen group for the Christmas Bird Count with the Audubon Society at Lake Pleasant. Facilitated the creation of the chapter in the Sustainability Plan on Natural Systems and Community Forestry. Facilitated a public open house and trail naming survey for the new trails at Paloma Regional Preserve. Created a Trails Stewards Program with 88 people signed up as members. BUDGET NOTES Recovery goal of 25% will not be achieved due to continued COVID restrictions (no indoor classes). Program re-alignment is ongoing to identify suitable outdoor locations for classes. Researching the diversity of race events (fun runs) to attract more participants and increase revenues. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department. PERFORMANCE MEASURES Volunteer Hours Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 260 324 596 660 52 90 120 Number of Trail Stewards 208 Neighborhood Parks INITIATIVES PURPOSE 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. Create a comprehensive water management program aimed at reducing water usage by 5%. Increase use of technology to find resource efficiencies. Develop facilities and irrigation maintenance skills for front line staff. ACCOMPLISHMENTS Created a parks and facilities maintenance plan. Re-aligned maintenance of the neighborhood parks to include a dedicated superintendent and a coordinator to enhance service. Playground replacement and upgrades at Calbrisa and Roundtree Ranch parks. Reduced turf at Alta Vista, Deer Village, and Parkridge parks. Streamlined memorial tree and bench donation program to include online inquiry submission and improved ordering process to reduce lead times. BUDGET NOTES Summer water usage increased due to warmer temperatures and irrigation infrastructure deficiencies. Increase in materials costs affected landscape, janitorial and recreation supplies. Position vacancies posed unique staffing challenges. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2020 % Reduction of turf in current neighborhood park inventory (minus new construction) *New measure starting in FY22. Reliable data not available until FY21. 209 Actual FY 2021 Estimate FY 2022 Target FY 2023 2.2% 3% 5% Park Rangers 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. Coordinate facility maintenance inspections throughout the parks system, responsible for initiating over 2200 maintenance work orders in FY22. Continue to support education and outreach efforts in the Parks public spaces. Manage and provide oversight of the new open space preserve areas. ACCOMPLISHMENTS Hired and trained 1 new Park Ranger Provided extensive front-line customer service for 3 Community Parks, 37 Neighborhood Parks and over 30 miles of Recreational Trails. Responded to 321 calls for service. 54% increase in homeless referrals. Partnered with the Peoria Police department to develop and implement a Park Ranger incident reporting system using the COPLOGIC reporting platform. Participated in 7 school “Summer Camps” which provided the opportunity to lead over 200 children in activities related to good stewardship within our parks and open spaces. Facilitated and completed a Girl Scout project to install fishing line recycle bins at Paloma park urban lake. Developed and posted “How long will litter last” educational boards for Pioneer and Paloma Community parks to help reduce litter in our parks and open spaces. BUDGET NOTES Park Rangers: Maintained levels of service through state and locate mandates for COVID-19 response, as outside recreation was deemed an essential service. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department. PERFORMANCE MEASURES Completed Citizen Service Calls Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 338 415 500 500 210 Contracted Landscape Maintenance PURPOSE INITIATIVES To provide oversight and sustainable management of City maintained landscaping and community 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. Develop a Community Forestry Program based on recommendations within the Tree Shade Master Plan. Competitive bid solicitation on the Old Town/City Hall contract for operational efficiencies, which includes maintenance of several other City facility campuses. Utilize the new Customer Relations Management software to increase customer service experience with residents. Collaborate with Neighborhood & Human Services with its Neighborhood Grant process to proactively address landscape issues in the City’s ROW. ACCOMPLISHMENTS Completed 3 retention basin landscape renovation projects that included the addition of trees, shrubs, decomposed granite, and irrigation. Facilitated Engineering Department’s 91st Avenue landscape enhancement project. Leading the mobile placemaking project on vacant lots in Old Town Peoria as a cross-departmental effort to create space for residents to utilize while promoting sustainability efforts. Improving water conservation practices are ongoing, and includes selection of drought tolerant plant species and seasonal irrigation adjustments. BUDGET NOTES Contract prices have increased to meet rising costs of fuel, landscape supplies, and labor to Peoria’s contractors. All contractors have requested an increase to their contracts for FY23 between 3%-5%. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES See a decrease in the total amount of customer service requests as an indicator of contractor performance Maintain at least $5.43 per capita spending on Community Forestry expenditures * Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 267 144 223 200 $8.02 $7.85 $7.85 $8.00 *This performance measure is a mandate of the Tree City USA status through the Arbor Day Foundation. The minimum is $2 per capita, but Arizona state average is $5.43. FY21 reductions in per capita spending are attributed to Peoria’s 2020 census increase in total population. Reporting is based on calendar year. 211 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. Continue to apply Wayfinding study, researching surrounding community’s pathway and trail signage and trail maps to aid in updating map kiosks and signage Communicate with 3rd party trail applications (Alltrails, Google Maps) to update trail names, new trails created and remove unauthorized trails. Develop strategic marketing plan to attract tourism to open space preserves. Expand trail networks in existing preserves to provide additional opportunities and reduce congestion ACCOMPLISHMENTS Added traffic striping lines to the New River Trail from Northern Ave to Williams Ave to aid in congestion. Installed public refillable pet waste bag stations to reduce operational supplies of waste bags. Spot repaired several lifted concrete panels on the New River Trail for safety and usability. Added 1/2 mile of New River Trail from Pinnacle Peak to Happy Valley in coordination with ADOT and Engineering Installed 22 new Wayfinding signposts at Sunrise Mountain Preserve and 6 mile markers on Skunk Creek and ACDC. Entered a Joint Use Agreement for the Paloma Regional Preserve, opening 1,855 acres to passive non-motorized recreation. BUDGET NOTES Usage remains high across MUP’s and mountain trails facilitating the need for strategic marketing plan and technology adaptations. Staff analysis of entitled open space has revealed significant acreage will be dedicated to the City over the next several years. Working with Planning and Real Estate to phase development open space dedications and acquisition strategies for preservation of key landforms. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021* Estimate FY 2022 Target FY 2023** Linear Miles of Trail Added 4.2 11.2 6.09 5 Acres of Open Space Added 0 1855 222 441 PERFORMANCE MEASURES * Acreage and miles in FY2021 and FY2022 are attributed to the Paloma Regional Preserve and New River Trail Phase 2- Pinnacle Peak to Happy Valley **Vistancia, Cowley, & Mystic dedication and Stadium Trail. Estimates on Vistancia and Mystic dedications. 212 Peoria Sports Complex PURPOSE INITIATIVES To provide essential services in the community which contribute to the physical health, mental wellness, social engagement, skill development and quality of life for citizens. Develop a business model and action plan to update comprehensive performance expectations, objectives and measurements. Execute marketing and engagement campaigns to promote venue operations, increase public awareness and improve inter-departmental relationships. Drive venue operations prosperity and sustainability by focusing on key performance indicators of fulfilling registration capacity, surveying customer satisfaction and attaining revenue goals. Strategize, plan, and execute large-scale field renovations; including improved surface playability and water conservation methodologies. Identify, evaluate and actualize efficiencies in opportunity costs and operating costs through crossfunctional collaboration, public-private partnerships and intra-departmental resources. ACCOMPLISHMENTS Hosted spring training in 2021 with reduced capacity and enhanced protocols for public safety as well as the city’s first major return to full capacity events with the 4th of July All-American Festival. Responded to team surveys reconditioning all pitching mounds in stadium, practice fields and pitching galleries to an updated mound clay. Negotiated for the acquisition of 30,000lbs of grass seed necessary for Spring Training despite extreme shortages in supply from the northwest. Resumed a full calendar of amateur baseball events with safety protocols and full capacity, growing revenue in the category overall. BUDGET NOTES Venue operations continue to rebuild pre-COVID levels of programs and participants. Sports Complex revenue through second quarter of FY22 has increased 37% over second quarter FY21. Sports Complex revenue through second quarter of FY22 is 79% of 3-year average of FY18-20. Sports Complex cost subsidy through second quarter of FY22 is 82%. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Mariners/Padres Field Use 2,454 2,838 2,550 2,600 Stadium Usage 583 524 535 600 Sports Complex # of Events Held 232 232 220 250 PERFORMANCE MEASURES 213 Enrichment PURPOSE INITIATIVES To provide essential services in the community which contribute to the physical health, mental wellness, social engagement, skill development and quality of life for citizens. Develop a business model and action plan to update comprehensive performance expectations, objectives and measurements. Execute marketing and engagement campaigns to promote recreation services, increase public awareness and improve inter-departmental relationships. Drive recreation services prosperity and sustainability by focusing on key performance indicators of fulfilling registration capacity, surveying customer satisfaction and attaining revenue goals. Identify, evaluate and actualize efficiencies in opportunity costs and operating costs through cross-functional collaboration, public-private partnerships and intra-departmental resources. ACCOMPLISHMENTS 32 different types of enrichment programs were offered in FY22, including 11 new programs ranging from ice hockey to writing workshops. 2,300 individuals will participate in these programs by the end of the fiscal year. 27 of these programs, 84% of the total curriculum, will be hosted at Rio Vista Recreation Center in FY22. Enrichment collaboration successfully occurred for sustainability programs and the Fire Department’s CPR classes with enrichment staff scheduling the classes, reserving the facilities, coordinating the registration and marketing the program. BUDGET NOTES Recreation services continues to rebuild preCOVID levels of programs and participants. Enrichment Special Interest Classes (SIC) revenue through second quarter of FY22 has increased 422% (youth) and 1,403% (adult) over second quarter FY21. Enrichment (SIC) revenue through second quarter of FY22 is 87% (youth) and 72% (adult) of 3-year average of FY18-20. Enrichment (SIC) cost recovery through second quarter of FY22 is 134% (youth) and 112% (adult). LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Total Enrichment Programs 35 28 32 40 Total Enrichment Sessions 1,149 1,150 1,682 2,100 Total Participants 1,865 1,004 2,300 2,800 PERFORMANCE MEASURES 214 Operating Budget Summary Planning and Community Development Personal Services FY20 Actual $1,192,258 FY21 Actual $1,160,975 FY22 Budget $1,557,148 FY22 YTD $1,123,524 FY23 Budget $1,788,132 Pct Chg 14.83% Contractual Services $388,170 $257,872 $254,892 $192,833 $240,998 (5.45%) $8,171 $8,455 $41,452 $12,657 $14,495 (65.03%) $1,588,598 $1,427,301 $1,853,492 $1,329,014 $2,043,625 10.26% Community Dev Administration FY20 Actual $501,938 FY21 Actual $379,335 FY22 Budget $459,730 FY22 YTD $330,801 FY23 Budget $513,550 Pct Chg 11.71% Planning $1,086,660 $1,047,967 $1,393,762 $998,213 $1,530,075 9.78% Total Expenditures $1,588,598 $1,427,301 $1,853,492 $1,329,014 $2,043,625 10.26% FY20 Actual 3.00 FY21 Actual 3.00 FY22 Budget 3.00 FY22 YTD 3.00 FY23 Budget 3.00 Pct Chg .00% Planning 10.00 10.00 10.00 10.00 11.00 10.00% Total Staffing 13.00 13.00 13.00 13.00 14.00 7.69% Expenditures by Category Commodities Total Expenditures Expenditures by Division Staffing by Division Community Dev Administration 215 216 PLANNING DEPARTMENT 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 DIRECTOR Administration Community & Strategic Planning 217 Administration PURPOSE INITIATIVES The Planning Department’s Administration Division provides overall management, direction, and support for the Department. In addition, the Administration Division is responsible for the management and support of the department’s overall budget and policy initiatives. Update website, department collateral, and review methods to continue 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. Continued promotion of the City and the Planning Department through trade events and academic programs. ACCOMPLISHMENTS Prepared agendas, transmitted legal notices, assembled packets, compiled minutes and provided support for the following boards and commission meetings in 2021: o Board of Adjustment: 0 o Design Review Board: 3 o Historic Preservation Commission: 5 o Planning & Zoning Commission: 16 Strengthened notification requirements for development applications. Application fees updated to reflect electronic process enhancements. BUDGET NOTES The Department has additional position – Principal Planner bolster strategic planning efforts and enhance coordination with internal departments and outside agencies. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Total number of board/commission meetings held and supported 25 20 31 38 Total number of development applications received and processed for reviewing 191 198 202 210 PERFORMANCE MEASURES 218 Community & Strategic Planning INITIATIVES PURPOSE 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 efficiently as possible; thus, processes are continuously reviewed for improvement. Review and modernization of Zoning Ordinance regulations with regard to: o Commercial and Employment Zoning District Standards; o Parking and Loading Standards; o Accessory Structures; o Group Homes; and o Small-Cell Site regulations Refine roles and responsibilities for the Design Review Board as they pertain to the development process. Finalization of Accela improvements that will enable customers to submit all remaining planning applications electronically through the Development Portal interface, as well as enhanced reporting capabilities for improved Department metrics. Continued collaboration with State Land Department on final annexation and entitlement of key areas ACCOMPLISHMENTS Continued processing of development cases within target review timeframes. (Note: 35% increase in development cases processed compared to prepandemic.) Updated Mobile Food Vendor regulations in alignment with state requirements and streamlined city processes. Updated city’s marijuana regulations in response to voter approved Proposition 207 requirements. Notable Development Cases: o Legacy Point Planned Area Development; increases city limits by 204 acres o Converge Mixed-Use Development o Aloravita North Phase 3 and 4 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 2020 Actual 2021 Estimate 2022 Target 2023 22 12 13 18 14 5 19 19 15 21 17 7 12 21 23 29 21 4 21 21 21 21 21 21 Provide thorough and timely review of development cases: General Plan Amendment Rezoning Conditional Use Permits Preliminary Plats Site Plan Reviews Temporary Use Permits 219 220 Operating Budget Summary Police Personal Services FY20 Actual $41,016,524 FY21 Actual $40,937,755 FY22 Budget $44,553,264 FY22 YTD $37,133,247 FY23 Budget $48,251,017 Pct Chg 8.30% Contractual Services $8,144,949 $8,233,437 $8,885,553 $7,983,513 $10,249,749 15.35% Commodities $1,248,676 $1,320,416 $1,074,879 $919,002 $1,325,652 23.33% Capital Outlay $424,679 $83,792 $0 $170,166 $452,000 100.00% $50,834,828 $50,575,400 $54,513,696 $46,205,928 $60,278,418 10.57% Expenditures by Category Total Expenditures Police Administration FY20 Actual $2,341,762 FY21 Actual $2,552,029 FY22 Budget $3,368,882 FY22 YTD $2,690,670 FY23 Budget $3,521,764 Pct Chg 4.54% Criminal Investigation $4,530,317 $5,389,900 $6,432,263 $5,607,638 $7,661,714 19.11% Patrol Services - South $11,970,757 $12,815,592 $15,826,596 $13,234,369 $17,938,111 13.34% Patrol Services - North $7,580,973 $8,032,867 $10,639,137 $8,407,707 $10,904,075 2.49% Operations Support $5,221,389 $5,836,988 $6,969,188 $6,386,218 $7,225,193 3.67% Pd Technical Support $4,330,436 $4,916,379 $5,076,081 $4,366,940 $6,010,297 18.40% Staff Services $1,588,948 $1,466,422 $1,424,775 $1,213,497 $1,751,106 22.90% Pd Communications $2,871,991 $3,298,484 $3,521,661 $2,744,185 $3,824,741 8.61% Strategic Planning $363,403 $538,715 $648,719 $515,235 $690,303 6.41% Smart & Safe AZ - Police $0 $0 $0 $0 $85,000 100.00% St Anti-Racketeering-Pd $256,818 $221,051 $192,912 $137,636 $154,325 (20.00%) Federal Forfeiture $13,328 $42,016 $56,214 $42,897 $5,000 (91.11%) COPS Universal Hiring Grant $30,167 $0 $0 $0 $0 .00% GITEM Grant $85,146 $103,045 $102,050 $0 $102,052 .00% School Resource Officer IGA $212,000 $324,803 $0 $228,613 $0 .00% Postal Inspection System Grant $2,150 $945 $6,002 $15,426 $6,004 .03% Victims Of Crime Act Grant $3,563 $91,047 $96,277 $160,214 $224,087 132.75% Justice Assistance Grant $60,730 $84,171 $17,306 $4,072 $17,308 .01% $84 $9,049 $0 $5,779 $19,200 100.00% Governor of Highway Safety Grants (GOHS) $208,034 $265,863 $35,014 $325,442 $35,016 .01% Bulletproof Vest Partnership $16,678 $7,835 $16,753 $0 $16,753 .00% $0 $27,451 $15,000 $796 $15,000 .00% Federal DEA IGA $18,316 $20,558 $21,066 $23,083 $21,069 .01% Miscellaneous PD Grants $30,000 $35,942 $25,000 $0 $25,000 .00% Homeland Security CFDA# $71,232 $96,208 $10,300 $84,834 $10,300 .00% $9,011,905 $4,368,447 $0 $0 $0 .00% $5,296 $30,099 $2,500 $9,409 $5,000 100.00% Expenditures by Division FBI MOU Arizona Criminal Justice System Grant CARES Act - Police Citizen Donations-Pd 221 Operating Budget Summary Police Explorer Trust Fd Total Expenditures $9,406 ($504) $10,000 $1,268 $10,000 .00% $50,834,828 $50,575,400 $54,513,696 $46,205,928 $60,278,418 10.57% Police Administration FY20 Actual 11.00 FY21 Actual 13.00 FY22 Budget 14.00 FY22 YTD 14.00 FY23 Budget 14.00 Pct Chg .00% Criminal Investigation 37.00 39.00 39.00 44.00 44.00 12.82% Patrol Services - South 97.00 95.00 95.00 102.00 102.00 7.37% Patrol Services - North 57.00 56.00 58.00 58.00 58.00 .00% Operations Support 40.00 39.00 39.00 39.00 39.00 .00% Pd Technical Support 13.00 13.00 13.00 15.00 15.00 15.38% Staff Services 7.00 7.00 7.00 8.00 8.00 14.29% Pd Communications 35.00 35.00 35.00 35.00 35.00 .00% Strategic Planning 6.00 6.00 6.00 6.00 6.00 .00% Victims Of Crime Act Grant 1.00 2.00 2.00 2.00 2.00 .00% 304.00 305.00 308.00 323.00 323.00 4.87% Staffing by Division Total Staffing 222 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 Services, 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 Communications Community Services 223 Administration PURPOSE 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. In addition, the Department was able to continue their relationship with the Peoria Unified School District to hold the Youth Citizens Police Academy. This allowed junior high students to learn more about their Police Department. 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 implemented a critical incident policy and standard operating procedure to provide guidelines for Department sponsored programs that support the well-being of employees by providing, debriefings, peer support, and professional counseling services to employees who experience or may experience, adversity from critical incidents. In addition to those related to critical incidents, the Department implemented mandatory wellness for all employees based upon Department assignment. An assessment was conducted of the Department’s Forensic Technicians and their Unit. As a result, several changes have been made to include the addition of a Forensic Technician supervisor, the development of new policies and a better working relationship with law enforcement agencies throughout the West Valley. The Department took steps to make significant changes to its recruitment efforts. These efforts included changes to social media outreach, development of a QR Code, hiring incentives for Lateral Police Officers, and regular testing and hiring dates. INITIATIVES Administrative Functions Professional Standards Functions Public Information/Media Relations Management of Police Department Operations Accreditation Administration BUDGET NOTES No significant change in division budget from prior year. 224 Administration LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 1:35 5:24 1:30 5:45 1:30 5:40 1:29 5:28 264 146 281 151 289 155 297 160 NIBRS Group A crimes per 1,000 residents (CY) - Crimes Against People (CY) - Crimes Against Property (CY) - Crimes Against Society (CY) ** ** ** 11 28 7 11 27 6 10 27 6 % of NIBRS Group A crimes cleared (CY) - Crimes Against People (CY) - Crimes Against Property (CY) - Crimes Against Society (CY) ** ** ** 54.6% 16.9% 80.9% 55.0% 17.5% 81.0% 55.5% 17.7% 81.5% 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) *Note that a system error has been identified in historical data for average response times for the Police Department. This error may have resulted in an overstatement of response times from approximately 2019 to January 2022. ** Federal implementation of NIBRS (National Incident-Based Reporting System) reporting replaced Uniform Crime Reporting’s traditional Summary Reporting System (SRS) as of January 1, 2021. The two reporting systems are different; therefore, a comparison is not made between the two different methodologies. 225 Operations PURPOSE INITIATIVES The Operations Division comprises of Patrol Services and is responsible for partnering with the community to provide professional, responsible and proactive law enforcement. Activities include responding to calls, crime analysis and strategic planning. Operations Functions Management Functions Administrative Support Crime Analysis Provide Strategic Planning Information BUDGET NOTES ACCOMPLISHMENTS No significant change in division budget from prior year. Patrol continues to evaluate resource allocation by adjusting officers’ work schedules based on data collected to improve police services. The department has reduced waste and increased efficiency by converting most required paper forms to a digital format, moving toward the goal of a paperless operation. All Patrol Officers were issued cell phones, improving communication and evidence collection. Patrol continues to follow COVID-19 department established protocols and procedures to reduce exposure and the impact on staffing levels. Patrol Services Officers’ responsibilities have expanded to reduce the workload on officers by handling lower priority calls for service, parking complaints, abandoned vehicle complaints, and minor traffic collisions. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 226 Operations Support PURPOSE Three Motorcycle Safety Event were held, instructing 53 riders in motorcycle safety. The registration was free, made possible by a grant from the Governor’s Office of Highway Safety. Collaborating with other West Valley agencies, the West Valley Investigative Response Team (WIVRT) was developed. WIVRT is responsible for investigating Officer Involved Shootings and In-Custody Death investigations. The benefits of participating in the WVIRT are additional resources made available to the City of Peoria and other West Valley law enforcement agencies, in addition to further transparency as agencies will no longer investigate their own officer involved critical incidents. The Operations Support Bureau oversees Criminal Investigations 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. The Special Enforcement Section is responsible for the School Resource Officer Program, traffic enforcement, accident investigation and reconstruction, Crisis Intervention Team (CIT), Misdemeanor Repeat Offender Program (MROP), the Special Assignment Unit (SWAT), the Canine Unit, and Narcotics Investigations. INITIATIVES ACCOMPLISHMENTS Investigations West Valley Investigative Response Team (WVIRT) Participation in Federal Task Forces 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 Officer Peer Support Program 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 DUI arrests increased by over 43% (292 arrests) from the 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 EOD security sweeps. This canine is dual purpose so when not focusing on EOD, he is assigned to patrol. BUDGET NOTES No significant change in division budget from prior year. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 227 Management Services PURPOSE INITIATIVES The Management Services Division provides operating support to the Police Department. Staff is assigned to one of four sections: 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 are responsible for the entire hiring process for all employees. Officer training includes firearms, defensive tactics and other skills to maintain Arizona Peace Officer and Training (POST) certification. Communications (911 Call Center) is responsible for answering and dispatching calls for service and processing warrants in the computer aided dispatch system. Community Services emphasizes improving the quality of life and safety of our citizens through public education. Activities include the animal control officer program, community referral services, crime prevention and educational activities. Administrative Services Personnel and Training 9-1-1 Communications Community Services ACCOMPLISHMENTS The Records Unit has completed the first year of reporting on the National IncidentBased Reporting System (NIBRS). This has been successful following the federal mandate to transition from Uniform Crime Reporting’s traditional Summary Reporting System (SRS), used prior to January 2021. Personnel & Training have maintained an elevated rate of on-boarding new employees. This included a recruitment trip to Chicago, IL. Hiring incentives for lateral police officers were initiated. The Training Unit was able to add a second civilian instructor. This will continue to improve efficiency and consistency of internal training. The Property and Evidence Unit has improved warehouse shelf storage to handle a high capacity of articles. There is more to do in the storage of segregated space of narcotics and weapons. 9-1-1 Communications added software for pinpointing cell phone location. Our Communications Specialist training program for new hires has been recognized as a model that has been shared with many public safety dispatch centers in the United States. The Community Services Section completed the following: - A new leash law was adopted through city ordinance to improve owner responsibility of pets. - Joined Peoria Primary Prevention Coalition (3PC) to foster public education on drug abuse. 228 Management Services BUDGET NOTES The 9-1-1 Communications Section has continued to reduce staff overtime through the reallocation of schedules. The Property and Evidence Unit has been looking to address the need for an additional Property Technician. A position was added in 2022 following a mid-year budget approval. Several capital improvement projects has been identified. Requests for funding have been submitted: o Vehicle lifts for impound lot o Expansion of the Property intake area at the Public Safety Administration Building o Potential expansion of the Property and Evidence warehouse and customer service area As the COVID-19 pandemic continues our personnel have restored and continue programs and services: Department volunteers and public education activities have returned. Youth programs and Citizen’s Academy programs have also been restored. Two Animal Control spay and neuter events were held. The administrative staff has continued to work on site to sustain the highest level of public service. The 9-1-1 Communications center has sustained their operation without a significant disruption. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 229 230 Operating Budget Summary Public Works Personal Services FY20 Actual $12,447,320 FY21 Actual $13,681,951 FY22 Budget $15,195,019 FY22 YTD $11,676,087 FY23 Budget $17,041,154 Pct Chg 12.15% Contractual Services $22,288,054 $21,719,811 $26,616,171 $20,243,251 $26,532,480 (.31%) Commodities $4,580,529 $4,650,771 $5,293,119 $4,521,959 $6,049,449 14.29% Capital Outlay $3,266,198 $6,505,038 $4,185,907 $3,049,377 $6,898,820 64.81% $42,582,102 $46,557,571 $51,290,216 $39,490,673 $56,521,903 10.20% Expenditures by Category Total Expenditures Public Works Administration FY20 Actual $679,867 FY21 Actual $752,492 FY22 Budget $696,345 FY22 YTD $615,432 FY23 Budget $725,480 Pct Chg 4.18% Commercial Front Load $1,637,605 $1,761,544 $1,931,536 $1,621,937 $2,004,846 3.80% Commercial Roll-Off $560,327 $603,187 $608,422 $480,137 $630,926 3.70% Solid Waste Admin $596,360 $761,077 $784,494 $651,066 $826,929 5.41% Residential Collection $6,752,621 $8,074,894 $8,993,681 $7,732,101 $9,758,868 8.51% Residential Recycling $2,884,801 $3,443,461 $3,982,037 $3,060,727 $3,820,192 (4.06%) Solid Waste Environmental $513,263 $591,537 $736,246 $499,007 $817,177 10.99% Solid Waste Eqt Reserve $1,042,728 $2,442,296 $901,000 $98,949 $2,461,500 173.20% Drainage Systems Operations $1,067,905 $1,267,089 $1,388,116 $1,142,146 $1,504,433 8.38% Fleet Maintenance $5,279,029 $5,334,411 $6,226,512 $5,727,308 $7,123,339 14.40% Fleet Reserve $1,893,827 $2,565,171 $2,594,338 $2,338,181 $3,904,820 50.51% Streets/Transit Equipment Reserve $104,019 $991,656 $586,090 $498,311 $532,500 (9.14%) Facilities Admin $342,578 $306,364 $369,516 $264,083 $377,952 2.28% Daytime Facility Services $1,748,631 $1,813,536 $2,202,830 $1,689,105 $2,433,599 10.48% Nighttime Facilities Services $779,032 $830,152 $957,615 $693,631 $1,104,127 15.30% Utility Management $895,663 $878,489 $927,379 $858,237 $925,991 (.15%) Facilities Operating Projects $549,854 $530,332 $648,436 $424,028 $756,015 16.59% Technical Operations $1,659,387 $1,871,389 $1,711,739 $1,543,092 $1,655,686 (3.27%) Streets Admin $1,004,871 $1,007,667 $1,166,854 $888,979 $1,098,653 (5.84%) Signs And Striping $1,092,384 $1,213,269 $1,249,721 $880,835 $1,318,382 5.49% Traffic Signal Maintenance $2,997,901 $2,965,142 $3,102,521 $2,545,375 $3,245,285 4.60% Street Maintenance $3,077,596 $3,139,447 $3,450,218 $2,451,542 $3,928,927 13.87% Sweeper Operations $908,916 $970,914 $963,112 $786,871 $1,005,360 4.39% $4,512,936 $2,442,057 $5,111,458 $1,999,593 $4,560,916 (10.77%) $42,582,102 $46,557,571 $51,290,216 $39,490,673 $56,521,903 10.20% Expenditures by Division Transit Division Total Expenditures Staffing by Division Public Works Administration FY20 Actual 3.00 FY21 Actual 3.00 231 FY22 Budget 3.00 FY22 YTD 3.00 FY23 Budget 3.00 Pct Chg .00% Operating Budget Summary Commercial Front Load 5.10 5.10 5.10 5.10 5.10 .00% Commercial Roll-Off 2.10 2.10 2.10 2.10 2.10 .00% Solid Waste Admin 4.00 3.00 3.00 3.00 3.00 .00% Residential Collection 32.80 32.80 33.80 33.80 35.80 5.92% Residential Recycling 13.00 13.00 13.00 13.00 13.00 .00% Solid Waste Environmental 4.00 5.00 5.00 5.00 5.00 .00% Drainage Systems Operations 4.20 4.20 4.20 4.20 4.20 .00% Fleet Maintenance 14.00 14.00 14.00 14.00 15.00 7.14% Facilities Admin 3.00 2.00 2.00 2.00 2.00 .00% Daytime Facility Services 11.00 11.00 11.00 11.00 11.00 .00% Nighttime Facilities Services 10.75 10.75 10.75 10.75 11.75 9.30% Facilities Operating Projects 4.00 4.00 4.00 4.00 4.00 .00% Technical Operations 9.00 9.00 9.00 9.00 9.00 .00% Streets Admin 5.80 5.80 5.80 5.80 5.80 .00% Signs And Striping 7.00 7.00 7.00 7.00 7.00 .00% Traffic Signal Maintenance 6.00 6.00 7.00 7.00 7.00 .00% Street Maintenance 16.00 16.00 16.00 16.00 18.00 12.50% Sweeper Operations 5.00 5.00 5.00 5.00 5.00 .00% Transit Division 9.50 9.50 10.50 10.50 11.00 4.76% Total Staffing 169.25 168.25 171.25 171.25 177.75 3.80% 232 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 operations 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. Public Works delivered numerous uninterrupted essential services throughout 2022. https://www.peoriaaz.gov/government/departments/public-works-and-utilities LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART PUBLIC WORKS 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 233 Solid Waste INITIATIVES PURPOSE To reduce and eliminate adverse impacts of waste materials on human health and the environment to support economic development and superior quality of life. Adjust day of collection and collection routes throughout the City. As more residents move to Peoria and residential accounts increase, so does the need to adjust collection borders. Reduce recycling contamination throughout the city to 19%. Use Routeware to efficiently manage collection routes and driver productivity. Routeware will also allow the division to find containers, which are not accounted for and are not currently being billed. Billing for extra containers will generate revenue for the City. ACCOMPLISHMENTS Installed and implemented Routeware on each collection vehicle. Routeware is a routing and fleet optimization software. Routeware will take the place of Zonar in February 2022. Approximately 3000 recycle containers were outfitted with blue lids (recognized standard color for recycling) in an attempt to reduce recycling contamination. After the pilot concluded, data produced evidence that blue lids helped to reduce contamination. The division is exploring changing lids across the City. Implemented a green waste recycling pilot program. Selected bulk trash zones known to generate large amounts of foliage. Bulk trash crews collected 250 tons of green waste in 2021. Planned and implemented the first “Peoria Recycles Day” on November 6, 2021. Residents came to the Peoria Sports Complex to drop off e-waste and appliances, which were collected by vendors and recycled. Residents also brought confidential documents that were shredded by a vendor onsite. 613 vehicles participated in total. BUDGET NOTES COVID-19 continued to present challenges to collection schedules. Due to lack of staff, the division saw 144 “open” (vacant) collection routes in 2021. Despite this, service levels were maintained. Glendale Landfill fees will increase from $29 to $30 per ton. After paying the City of Phoenix and Waste Management for most of the year to process residential and commercial recycling, Peoria received revenue from October through December 2021. The trend is expected to continue for the near future. 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 58,816 60,108 61,350 62,708 Number of bulk trash homes serviced 30,235 38,933 40,682 42,000 Tons of recycled material collected 16,125 16,047 16,937 17,043 234 Fleet PURPOSE INITIATIVES Provide the highest quality fleet maintenance services at the lowest possible cost. Recognize our customers cannot do their job without their equipment, and therefore, focus on keeping vehicles safely on the road and out of the shop. When in the shop, return them to service as soon as possible. Maintain skilled staff in a competitive market environment for technicians. Maintain 100% ASE certification among Fleet technicians for ASE Blue Seal of Excellence. Participation in RFP for design and construction of new Fleet Maintenance Facility. Investigate opportunities for electric vehicle integration into the fleet as well as the needed infrastructure to support them. First City BEV has been ordered. ACCOMPLISHMENTS 2021 APWA recertification for the Fleet Division. Recognized as one of Government Fleet Magazine’s Leading Fleets for the third consecutive year and as NAFA Fleet Solutions The 100 Best Fleets for the fourth consecutive year. Seventh consecutive year as an ASE Blue Seal of Excellence facility. 4,950 work orders opened on more than 736 different pieces of equipment accomplished by 15,607 labor hours. This work included 1,411 PM’s. Managed the facilities, product, and record keeping of 778,447 gallons of dispensed fuel. Specify, order, register, and perform “in service” work on 70 vehicles/equipment with an acquisition cost of $3,839,452.86. BUDGET NOTES Crude oil prices are forecasted to rise from $71 to $75 a barrel by the 4th quarter of 2022. Pandemic impacts include: Continued heightened levels of uncertainty for global energy consumption. Delays in receipt of new replacement vehicles, availability challenges, and manufacturer notifications of unknown cost increases for 2022. Tire and replacement part cost increases exceeding 10% during 2021 and are forecasted to experience upward pricing pressures during 2022. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 % of repairs with one-day turn around 76 75 68 70 % of Fleet Available 95 95 93 93 PERFORMANCE MEASURES 235 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. Received approval and funding to upgrade 25 City Facilities utilizing Needlepoint Bi-polar Ionization Technology through the American Rescue Plan Act (ARPA). Received $425,000 in ARPA funds to upgrade nine community services facilities with touchless drinking fountains and touchless restroom access, in an effort to minimize the transmission of the COVID19 virus. Utilized FY21 Facility Assessment of 7 buildings to program $242,000 for Capital Improvement Projects. Established $270,515 three-year contract, starting in FY22, to complete Facility Assessment Surveys across the remaining 358,000 square feet encompassing 30 facilities. ACCOMPLISHMENTS Facilities completed a cooperative study with ADOSH on the benefits of the Needlepoint Bi-Polar Ionization Technology on air conditioning units on two City facilities. The results indicated significant improvements to the air quality within City Buildings. Completed Facility Assessments of City Hall, PSAB, Shooting Range, DCSB, Council Chambers, Information Technology Building, and the Court Building evaluating approximately 292,000 square feet of facilities at $100,000. Completed 5 Americans with Disabilities Act (ADA) Projects at the PCPA, Sunrise Family Center, PSAB, Women’s Club, and City Hall Complex. Maintained and repaired roofs at the PCPA, DCSB, Sunrise Family Center, Quintero WTP, and the Fire Support Warehouse. BUDGET NOTES CARES funding was utilized to disinfect and clean areas affected by positive COVID-19 occurrences throughout the City, expected to continue in FY23. Received approval to pursue ARPA Funds to minimize bacteria and viruses in air conditioning units and touchless alternatives at numerous City Facilities. 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 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 6,687,080 6,329,062 6,830,000 6,762,000 5,676 4,426 4,850 4,850 236 Streets INITIATIVES PURPOSE Complete third citywide technical conditional survey of City’s street network, parking lots, and sidewalk systems. Treat over 10 City parking lots at facilities and parks throughout Peoria. Pavement and concrete reconstruction/rehabilitation project in Olive Park subdivision. Match FY22 streetlight pole replacement and LED conversion efforts with an additional $500,000 in CIP funding. Enhance drainage systems operations service and inspection on storm sewer lines with implementation of underground pipe video inspection unit. 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 55.64 centerline miles of the City’s paved roads as part of our Pavement Management Program. Launched a 5-year Pavement Management Program plan to boost “rehabilitation” projects into “preservation” category thereby eliminating the worst pavement areas. Residential street sweeping cycles at a 4week average. Removed over 120 tons of debris in first six months of FY22 from various drainage systems, including channels and basins. Received $6,387 APS Rebate for Streetlight LED fixtures installed and project receiving another $4,000 rebate post FY22 CIP Streetlight Pole Replacement & LED Conversion Project. Completed over 40 streetlight pole replacements thus far with an additional 166 replacements that will take place by end of FY22. BUDGET NOTES Increased pavement preservation program and street maintenance supply accounts that fund City infrastructure maintenance in response to 13% industry inflation rate to maintain production. Requested to replace aged equipment hauling trailer, which will help operation to maintain current service levels, increase capacity and reduce downtime. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Average number of days to repair streetlight outage Average number of weeks to complete residential sweeping cycle 10 10 10 10 6 4 8 8 Average Pavement Condition Rating 77 75.70 76.58 77.48 PERFORMANCE MEASURES 237 Transit INITIATIVES PURPOSE 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. Improvement in our residents’ quality of life is advanced by transit services that focus on safety, innovation, service excellence and sustainability. Implement Sunday bus service on Route 106 on Peoria Avenue if approved. Expand bus service on Bell Road from 75th Avenue to 92nd Avenue if approved. Increase capacity on Dial-A-Ride service on weekdays. Evaluate transit options as presented in the Transit Master Plan and determine plan for future Transit projects. Evaluate new technology to improve communications with riders. ACCOMPLISHMENTS Implemented POGO Destinations to connect residents with Peoria Points of Pride. Completed the Transit Master Plan, which identifies future transit options to address changing mobility needs resulting from growth in the City. Demonstrated the RoboRide Medical Autonomous Vehicle project in the Plaza Del Rio area. Received $754,221 in federal Covid funds Implemented a Transit Education Program to teach residents how to use local and regional transit . BUDGET NOTES 83rd Avenue Fixed Route approved for regional funding in FY23. Transit service on Dial-A-Ride recovered with requests for service exceeding prepandemic levels. Currently using existing contract dollars and pursuing additional 1.5 FTE positions for Transit operators to assist in meeting requests for Transit services. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Fixed route revenue miles of service provided 446,736 312,106 385,900 450,000 98% 96% 96% 97% Maintain 95%, or better, on-time service for DialA-Ride 238 Operating Budget Summary Water Services Personal Services FY20 Actual $8,325,794 FY21 Actual $9,452,312 FY22 Budget $10,467,696 FY22 YTD $8,140,412 FY23 Budget $11,832,901 Pct Chg 13.04% Contractual Services $26,011,478 $26,998,124 $29,613,328 $25,194,127 $32,837,942 10.89% Commodities $2,501,812 $2,516,243 $2,759,668 $2,178,251 $3,038,921 10.12% Capital Outlay $483,949 $676,417 $313,000 $156,511 $438,420 40.07% $37,323,033 $39,643,096 $43,153,692 $35,669,301 $48,148,184 11.57% Expenditures by Category Total Expenditures Water Services-Water/Ww Admin FY20 Actual $1,086,072 FY21 Actual $2,138,334 FY22 Budget $1,880,986 FY22 YTD $1,554,381 FY23 Budget $2,390,649 Pct Chg 27.10% Water Services-Operations Admin $1,001,585 $1,267 $0 $452 $0 .00% Greenway Potbl Wtr Trt Plant $2,755,847 $3,225,337 $3,235,571 $2,658,234 $3,397,096 4.99% $404,521 $360,090 $447,498 $333,276 $455,912 1.88% $0 $0 $1,459,714 $1,243,238 $1,856,076 27.15% Production Svcs $4,452,874 $4,831,918 $4,605,719 $3,869,633 $4,885,228 6.07% Distribution Services $2,888,851 $2,963,503 $3,121,130 $2,870,443 $3,553,438 13.85% Blue Staking $418,593 $469,016 $469,203 $405,143 $518,278 10.46% Sustainability & Conservation $406,670 $513,979 $630,582 $494,532 $962,401 52.62% Planning and Engineering $2,014,598 $2,452,434 $1,585,247 $1,289,546 $1,316,337 (16.96%) Environmental Resources $444,338 $464,400 $442,174 $399,860 $467,838 5.80% $8,495,877 $8,521,945 $11,188,048 $8,835,621 $12,591,908 12.55% $0 $182 $0 $0 $0 .00% $1,253,410 $1,168,179 $1,332,307 $1,009,121 $1,492,875 12.05% $233,325 $304,592 $253,000 $155,947 $372,000 47.04% Beardsley Water Reclamation Facility $1,591,277 $1,858,124 $1,781,182 $1,612,045 $1,888,793 6.04% Wastewater Collection/Prevention $2,166,944 $2,062,029 $2,277,785 $1,958,413 $2,536,962 11.38% $926,223 $967,745 $1,060,152 $896,278 $1,387,576 30.88% Jomax Water Reclamation Facility $1,264,517 $1,393,969 $1,478,328 $1,137,950 $1,677,189 13.45% Butler Water Reclamation Facility $5,305,065 $5,574,227 $5,845,066 $4,945,188 $6,331,208 8.32% $212,445 $371,825 $60,000 $0 $66,420 10.70% $37,323,033 $39,643,096 $43,153,692 $35,669,301 $48,148,184 11.57% Expenditures by Division Quintero Treatment Plant Operational Technology Water Supply Utilities Engineering Drinking Water Environmental Wtr Eqt Reserve Wastewater Environmental Ww Eqt Reserve Total Expenditures Water Services-Water/Ww Admin FY20 Actual 4.00 FY21 Actual 3.00 FY22 Budget 4.00 Water Services-Operations Admin 2.00 0.00 Greenway Potbl Wtr Trt Plant 9.60 Quintero Treatment Plant 0.40 Staffing by Division 5.00 FY23 Budget 5.00 Pct Chg 25.00% 0.00 0.00 0.00 .00% 10.60 10.60 10.60 10.60 .00% 0.40 0.40 0.40 0.40 .00% 239 FY22 YTD Operating Budget Summary Operational Technology 0.00 8.00 8.00 8.00 8.00 .00% Production Svcs 8.20 8.20 8.20 8.20 9.20 12.20% Distribution Services 13.55 13.55 13.55 13.55 14.55 7.38% Blue Staking 3.00 3.00 3.00 3.00 3.00 .00% Sustainability & Conservation 2.00 2.00 2.00 3.00 3.00 50.00% Planning and Engineering 12.00 5.00 4.00 4.00 5.00 25.00% Environmental Resources 2.50 2.50 2.50 2.50 2.50 .00% Drinking Water Environmental 6.25 6.25 6.25 6.25 6.25 .00% Beardsley Water Reclamation Facility 5.00 5.00 5.00 5.00 5.00 .00% Wastewater Collection/Prevention 10.25 10.25 10.25 10.25 10.25 .00% Wastewater Environmental 5.25 5.25 5.25 5.25 6.25 19.05% Jomax Water Reclamation Facility 4.00 4.00 4.00 4.00 4.00 .00% Butler Water Reclamation Facility 10.00 11.00 11.00 11.00 12.00 9.09% Total Staffing 98.00 98.00 98.00 100.00 105.00 7.14% 240 WATER SERVICES DEPARTMENT MISSION 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. 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 offer water services in a safe, reliable and responsible manner to enhance the quality of life in Peoria. Water Services treated 4,294.05 million gallons of wastewater and delivered 11,403.97 Million Gallons of Potable water in FY21. 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 Planning, Engineering & Sustainability Manager Field Operations Plant Operations Environmental 241 Water Resources Administration PURPOSE Updated Strategic Plan for the department. Managed the city’s water portfolio and created strategies for long term source planning. 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. Additionally, it is INITIATIVES 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. Manage water portfolio and develop supplies. responsible for coordinating and acquiring water rights, planning for the costeffective acquisition and/or development of additional supplies, ACCOMPLISHMENTS Produced the amount of potable water needed for customers. Maintained compliance with all water and wastewater regulations. Effectively treated all water received from the water reclamation facilities. Operated within established departmental and capital improvement project (CIP) budgets. BUDGET NOTES All operations have continued as normal LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Employee and Leadership Development - OSHA recordable incident rate less than 8 Financial Viability - Maintain AA Bond Rating or higher Operational Resiliency - Staffing levels at a minimum of 95% of budgeted positions Operational Resiliency - Staffing level per population served Stakeholder Understanding and Support - Maintain (FY Water Operational Expenses ($) / FY Water Operations Budget ($)<1 Actual FY 2020 Actual FY 2021 Estimate FY 2022 Target FY 2023 Yes <8/0 Yes Yes <8/0 Yes Yes <8/0 Yes Yes <8/0 Yes 93.3% 92.4% >95% >95% 1,870.99 1,948.83 1,948.00 1,892.00 82.55% 87.32% <100% <100% 242 Water Treatment Plants INITIATIVES PURPOSE 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 deliver the water. The Quintero water treatment plant supplies water to the Quintero community located in the far northwest portion of Peoria. ACCOMPLISHMENTS The expansion of the Pyramid Peak Water Treatment Plant is substantially complete and the treatment capacity has increased from 11 MGD to 24 MGD. Pilot testing of Nano-Bubble technology for the control of algae growth within the Greenway treatment plant was completed. A permanent system is in design and is scheduled to be online by the end of FY22. Greenway has completed installation of new isolation valves for the filters, replaced the 36” water meter that measures flow leaving the plant, and completed a TTHM study to maximize surface water usage. Maintained compliance status with OSHA Process Safety Management requirements. 243 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. This is below the nationwide average cost of $0.89 per thousand gallons treated. Greenway and Quintero Water Treatment Plants are both on track for FY22. Budget expenditures are expected to be within 3% of the budget targets. Capital Improvement Projects are on schedule and anticipated to be completed by the end of the budget period. Water Treatment Plants LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Maintain and Enhance Product Quality Compliance with 100% of all regulatory water quality standards Employee and Leadership Development OSHA recordable incident rate less than 8 Operational Optimization - kWh/MG Water Produced Resource Adequacy and Sustainability Show yearly progress towards reducing well pumping to 15% or less of Peoria’s annual water supply by 2030 (Calendar Year) Stakeholder Understanding and Support Maintain (FY Water Operational Expenses ($) / FY Water Operations Budget ($)<1 Actual FY 2020 100% Actual FY 2021 99.995% Estimate FY 2022 100% Target FY 2023 100% Yes <8/0 1,598 Yes <8/0 1,516 Yes <8/0 77 and we eliminated most of the backlog of failing pavements. The results validated our overall program with technical data that matched our forecasts and goals. In an optimal program of maintenance, each segment of road is treated every 7-10 years. From FY23-FY26, the Division proposes to continue its focus on the pavement segments that require rehabilitation - currently 55 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. Budget by Fiscal Year Funding Source Carryover/ Base Svc Charges-Arts Commission Construction Highway User Transportation Sales Tax Construction Svc Charges-Arts Commission Construction Category FY 2023 FY 2024 Base $0 $35,000 $39,594 $44,741 $50,558 $370,218 $540,111 Base $0 $0 $940,594 $940,594 $940,594 $4,702,970 $7,524,752 Highway User Base $3,500,000 $3,500,000 $3,959,406 $4,474,129 $5,055,765 $37,021,883 $57,511,183 Transportation Sales Tax Base $0 $0 $9,406 $9,406 $9,406 $47,030 $75,248 Capital Projects-Outside Srces Base $0 $249,826 $0 $0 $0 $0 $249,826 $3,500,000 $3,784,826 $4,949,000 $5,468,870 Total Budget 438 FY 2025 FY 2026 FY 2027 FY 28-32 Total $6,056,323 $42,142,10 $65,901,120 1 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Pavement Management Program - Rehabilitation Project Number: PW13000 Project Location: Citywide Live Peoria Goal: Integrated Transportation In FY17, the Streets Division introduced its Pavement Management Program and provided a technical data report conducted by a third party. The results indicated that Peoria streets were in better condition than the national average (60-65/100) with an overall pavement condition index (PCI) of 72. In FY18-20, our budgets increased and we treated nearly 190 miles of pavement to increase Peoria's pavement condition rating to >77 and we eliminated most of the backlog of failing pavements. The results validated our 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. Preservation treatments average $140,000 per center line mile versus the costs of rehabilitation at approximately $590,000 per centerline mile - 4 times as much. 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. We propose a systematic approach to reduce or eliminate these areas with rehabilitation projects planned over the next five years which will then shift virtually all Peoria streets into the Preservation category of our 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 return on investment and increase overall citizen satisfaction while Peoria takes pride in managing some of the best roads around. Budget by Fiscal Year Category Svc Charges-Arts Commission Construction Funding Source Carryover/ Base Future GO Bonds Base Future GO Bonds FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total $0 $68,000 $68,000 $68,000 $0 $0 $204,000 $27,200,000 Base $6,800,000 $6,800,000 $6,800,000 $6,800,000 $0 $0 Total Budget $6,800,000 $6,868,000 $6,868,000 $6,868,000 $0 $0 $27,404,000 439 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Peoria Ave; 69th Ave-79th Ave Shade & Landscape Project Number: EN00690 Project Location: Peoria Ave; 69th Av to 79th Av Live Peoria Goal: Superior Public Services This project includes refreshing decomposed granite, enhancing the landscape and irrigation system, repairing, washing, and painting the existing perimeter walls along Peoria Avenue between 69th Avenue and 79th Avenue. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $67,000 $67,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,400,000 $1,400,000 Svc Charges-Arts Commission Design Transportation Sales Tax Base $0 $0 $0 $0 $0 $15,250 $15,250 Transportation Sales Tax Base $0 $0 $0 $0 $0 $125,000 $125,000 Total Budget $0 $0 $0 $0 $0 $1,607,250 $1,607,250 440 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Quick Response Street Repairs Project Number: PW00027 Project Location: Citywide Live Peoria Goal: Superior Public Services Major Street Repairs includes urgent, unplanned, or unfunded street work that needs to be completed promptly to mitigate or avoid hazardous conditions and they 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 Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Highway User Base $200,000 $200,000 $200,000 $200,000 $225,000 $1,200,000 $2,225,000 Svc Charges-Arts Commission Highway User Base $0 $2,000 $2,000 $2,000 $2,250 $12,000 $20,250 $200,000 $202,000 $202,000 $202,000 $227,250 $1,212,000 $2,245,250 Category Total Budget 441 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Rehabilitation/Reconstruction Pavement and Sidewalk - Olive Park Project Number: PW13001 Project Location: East of 71st Av & Caron to Mission Dr Live Peoria Goal: Healthy Neighborhoods Olive Park is a small community from Caron Dr (north of Olive Ave) to Mission Ln just east of 71st Ave. This area was originally a private community and the streets were not built to our standards. Public Works previously added some treatments to extend its lifecycle but the streets are now in need of reconstruction. Core samples indicated that the existing asphalt is only 1"-3" thick. To bring the roads to current standard, requires extensive reconstruction including over-excavation and base construction prior to placement of new asphalt. Additionally, the sidewalks and concrete are non-compliant with ADA requirement and extensive retrofit and reconstruction of concrete is required. Budget by Fiscal Year Category Construction Funding Source Other Capital Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $705,000 $0 $0 $0 $0 $0 $705,000 Total Budget $705,000 $0 $0 $0 $0 $0 $705,000 442 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Rural Area Road Maintenance Project Number: PW00163 Project Location: Citywide Live Peoria Goal: Superior Public Services This project provides for the application of a rubberized chip, seal coats or other treatments, asphalt and/or concrete preservation and rehabilitation 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 Avenues from Happy Valley Rd to Jomax Rd; 77th - 81st Avenues from Pinnacle Peak to Peay Drive alignment; 91st - 93rd Avenues from Hatfield Rd to Happy Valley Pkwy and between 67th & 71st Ave from Camino de Oro - Calle Lejos. Budget by Fiscal Year Category Svc Charges-Arts Commission Construction Funding Source Carryover/ Base Highway User Highway User FY 2023 FY 2024 Base $0 Base $0 Total Budget $0 443 FY 2025 FY 2026 FY 2027 FY 28-32 Total $0 $4,608 $0 $0 $4,608 $9,216 $0 $460,805 $0 $0 $460,805 $921,610 $0 $465,413 $0 $0 $465,413 $930,826 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Sidewalks Annual Program Project Number: PW00046 Project Location: Citywide Live Peoria Goal: Superior Public Services This program includes design and construction of concrete sidewalks along arterial streets due to the lack of adjacent development or older developments that did not complete the sidewalk improvements. Budget by Fiscal Year Funding Source Carryover/ Base FY 2023 FY 2024 Construction Highway User Carryover $200,000 Cap ENG Chargebacks Highway User Base $0 Construction Highway User Base $200,000 Svc Charges-Arts Commission Highway User Category Base Total Budget FY 2025 FY 2026 FY 2027 FY 28-32 Total $0 $0 $0 $0 $12,800 $0 $0 $0 $200,000 $12,800 $25,600 $51,200 $0 $200,000 $0 $200,000 $400,000 $1,000,000 $0 $0 $2,000 $0 $2,000 $4,000 $8,000 $400,000 $0 $214,800 $0 $214,800 $429,600 $1,259,200 444 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Sonoran Mountain Ranch Emergency Access Project Number: EN00599 Project Location: 74th Av Alignment; Bajada Rd to 74th Ln Live Peoria Goal: Integrated Transportation This project includes the construction of the Sonoran Mountain Ranch Emergency Access Road beginning from the north boundary of Aloravita Parcel 15 to 74th Lane. The Sonoran Mountain Ranch development is currently served by one roadway in and out, Pyramid Peak Parkway. If for any reason, this roadway becomes blocked or is taken out of service, this can be problematic. The proposed emergency access will serve existing and future residents and provide the necessary emergency service access to the area. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Transportation Sales Tax Base $425,000 $0 $0 $0 $0 $0 $425,000 Design Transportation Sales Tax Base $45,000 $0 $0 $0 $0 $0 $45,000 Total Budget $470,000 $0 $0 $0 $0 $0 $470,000 445 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Streetlight Pole Replacement & Infill Program Project Number: PW11160 Project Location: Citywide Live Peoria Goal: Healthy Neighborhoods This program provides for the replacement of old streetlights and citizen requests for new/additional streetlights in residential areas. There are 2,858 streetlights that are more than 30 years old. Most of those were buried directly into the ground where water and weathering has damaged them by causing rust and deterioration at the base. This compromises the poles' structural integrity. Each year, several fall due to this condition and in some cases, these incidents have caused property damage. Each pole replacement costs approximately $6,300 so the total replacement cost for all would be more than $18,000,000. At the proposed rate, we will continue to prioritize replacement of the oldest, most damaged poles and those in areas of significant water exposure from landscape and irrigation. This program is also utilized to address citizen requests for streetlight infill in existing communities. Budget by Fiscal Year Category Street Repairs Funding Source Highway User Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $1,000,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,500,000 Total Budget $1,000,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,500,000 446 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Technical Pavement Condition Survey & Support Project Number: PW00512 Project Location: Citywide Live Peoria Goal: Integrated Transportation Since FY17, the department has engaged the services of a contractor to provide a comprehensive, technical condition survey of every Peoria street. This survey facilitates a consistent, objective data report and summary of our overall pavement condition in the city. It also facilitates benchmarking against other cities and our own progress, validation of our program and it is an integral part of the formula for prioritization of future projects. This analysis is integral to our transparency and ongoing execution of 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. The survey provides multiple levels of data reporting on the conditions of our pavement surfaces as well as structure and sub-structure. Upon compilation of survey results, the data is 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 budget-based scenarios. A citywide complete technical survey will be repeated every three years to update the changed conditions for maximum efficiency of our pavement management program. Budget by Fiscal Year Category Other Professional Services Other Professional Services Funding Source Carryover/ Base Highway User Highway User FY 2023 FY 2024 FY 2025 Carryover $78,052 $0 Base $700,000 $0 Total Budget $778,052 $0 447 FY 2026 FY 2027 FY 28-32 Total $0 $0 $0 $0 $78,052 $0 $300,000 $0 $600,000 $1,600,000 $0 $300,000 $0 $600,000 $1,678,052 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Thunderbird Rd & 83rd Av Ped & Shade Initiative Project Number: EN00645 Project Location: Thunderbird Rd & 83rd Av Live Peoria Goal: Superior Public Services This project includes the enhancement of pedestrian shade and walkability by adding improvements to the Thunderbird Road and 83rd Avenue area. Pedestrian and shade projects provide or enhance connectivity to existing destinations, improve pedestrian networks and connectivity, construct corridor and intersection improvements, and enhance lighting. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Design Transportation Sales Tax Base $100,000 $0 $0 $0 $0 $0 $100,000 Construction Transportation Sales Tax Carryover $90,310 $0 $0 $0 $0 $0 $90,310 Construction Transportation Sales Tax Base $650,000 $0 $0 $0 $0 $0 $650,000 Other Acquisitions General Carryover $117,322 $0 $0 $0 $0 $0 $117,322 Total Budget $957,632 $0 $0 $0 $0 $0 $957,632 448 City of Peoria FY2023 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 83rd Av Live Peoria Goal: Superior Public Services This project will include refreshing the existing decomposed granite, enhancing the landscape and irrigation system, repairing, washing and painting existing perimeter walls along Thunderbird Road between 67th Avenue and 83rd Avenue. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $78,500 $78,500 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,550,000 $1,550,000 Svc Charges-Arts Commission Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $16,900 $16,900 Transportation Sales Tax Base $0 $0 $0 $0 $0 $140,000 $140,000 Total Budget $0 $0 $0 $0 $0 $1,785,400 $1,785,400 449 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Streets Utility Undergrounding Program Project Number: EN00563 Project Location: Citywide Live Peoria Goal: Superior Public Services This program is for utility undergrounding. Projects to be completed as part of this program include, but are not limited to, trenching, installation of conduit, cabinets, and pedestals, pulling of new wire, removing existing overhead facilities, and installation of a new streetlight system. Budget by Fiscal Year Funding Source Carryover/ Base Construction Future GO Bonds Design Future GO Bonds Svc Charges-Arts Commission Cap ENG Chargebacks Future GO Bonds Category Future GO Bonds FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $0 $0 $0 $0 $0 $2,250,000 $2,250,000 Base $0 $0 $0 $0 $0 $250,000 $250,000 Base $0 $0 $0 $0 $0 $25,000 $25,000 Base $0 $0 $0 $0 $0 $150,000 $150,000 Total Budget $0 $0 $0 $0 $0 $2,675,000 $2,675,000 450 City of Peoria FY2023 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 Live Peoria Goal: Integrated Transportation This project includes intersection improvements and installation of a traffic signal at the intersection of 107th Avenue and Rose Garden Lane. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total $0 $40,000 $0 $0 $0 $0 $40,000 $50,000 $0 $0 $0 $0 $0 $50,000 Cap ENG Chargebacks Transportation Sales Tax Base Other Professional Services Construction Transportation Sales Tax Carryover Transportation Sales Tax Base $0 $575,269 $0 $0 $0 $0 $575,269 Construction Capital Projects-Outside Srces Transportation Sales Tax Base $0 $474,731 $0 $0 $0 $0 $474,731 Base $0 $12,000 $0 $0 $0 $0 $12,000 Transportation Sales Tax Base $50,000 $0 $0 $0 $0 $0 $50,000 Svc Charges-Arts Commission Land Acquisition Design Capital Projects-Outside Srces Base $157,736 $0 $0 $0 $0 $0 $157,736 Total Budget $257,736 $1,102,000 $0 $0 $0 $0 $1,359,736 451 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control 83rd Av & Hillcrest Dr Traffic Signal Project Number: EN00777 Project Location: 83rd Av & Hillcrest Dr Live Peoria Goal: Integrated Transportation This project includes intersection improvements and installation of a traffic signal at the intersection of 83rd Avenue and Hillcrest Boulevard. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $56,000 $0 $0 $0 $0 $56,000 Design Transportation Sales Tax Base $115,000 $0 $0 $0 $0 $0 $115,000 Svc Charges-Arts Commission Construction Transportation Sales Tax Base $0 $10,300 $0 $0 $0 $0 $10,300 Transportation Sales Tax Base Total Budget $0 $981,000 $0 $0 $0 $0 $981,000 $115,000 $1,047,300 $0 $0 $0 $0 $1,162,300 452 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control 83rd Av (Westwing Pkwy) and Jomax Rd Traffic Signal Project Number: EN00310 Project Location: 83rd Av (Westwing Pkwy) & Jomax Rd Live Peoria Goal: Integrated Transportation This project will include intersection improvements and installation of a traffic signal at the intersection of 83rd Avenue (Westwing Parkway) and Jomax Road. Budget by Fiscal Year Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Capital Projects-Outside Srces Streets Dev Zone 2 Post 8-1-2014 Transportation Sales Tax Base $121,000 $0 $0 $0 $0 $0 $121,000 Base $63,000 $0 $0 $0 $0 $0 $63,000 Base $0 $0 $86,750 $0 $0 $0 $86,750 Base $25,300 $0 $0 $0 $0 $0 $25,300 Design Streets Dev Zone 2 Post 8-1-2014 Transportation Sales Tax Base $0 $0 $0 $0 $0 $0 $0 Construction Transportation Sales Tax Base $0 $0 $1,505,000 $0 $0 $0 $1,505,000 Svc Charges-Arts Commission Land Acquisition Transportation Sales Tax Base $0 $0 $15,050 $0 $0 $0 $15,050 Category Design Design Cap ENG Chargebacks Land Acquisition Funding Source Transportation Sales Tax Base Total Budget $0 $0 $0 $0 $0 $0 $0 $209,300 $0 $1,606,800 $0 $0 $0 $1,816,100 453 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control 85th Av & Olive Av Traffic Signal Project Number: EN00657 Project Location: 85th Av & Olive Av Live Peoria Goal: Integrated Transportation 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 Avenue and Olive Avenue and intersection modifications. The improvements will include: a new traffic signal, roadway paving, curb and gutter, new handicap ramps, roadway widening of 85th Avenue on the south leg of the intersection, re-striping 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 Construction Funding Source Transportation Sales Tax Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Total Budget $30,000 $0 $0 $0 $0 $0 $30,000 454 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control Cactus Rd & 89th Av Traffic Signal Project Number: EN00724 Project Location: Cactus Rd and 89th Av Live Peoria Goal: Integrated Transportation This project will include intersection improvements and installation of a traffic signal at the intersection of Cactus Road and 89th Avenue. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Transportation Sales Tax Base $760,000 $0 $0 $0 $0 $0 $760,000 Design Transportation Sales Tax Base $130,000 $0 $0 $0 $0 $0 $130,000 Construction Capital Projects-Outside Srces Base $255,000 $0 $0 $0 $0 $0 $255,000 Total Budget $1,145,000 $0 $0 $0 $0 $0 $1,145,000 455 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control Deer Valley Rd and 105th Av Traffic Signal Project Number: EN00781 Project Location: Deer Valley Rd & 105th Av Live Peoria Goal: Integrated Transportation The project includes intersection modifications and installation of a traffic signal at the intersection of Deer Valley Road and 105th Avenue. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Transportation Sales Tax Base $0 $960,000 $0 $0 $0 $0 $960,000 Svc Charges-Arts Commission Cap ENG Chargebacks Transportation Sales Tax Base $0 $9,655 $0 $0 $0 $0 $9,655 Transportation Sales Tax Base $0 $53,300 $0 $0 $0 $0 $53,300 Design Transportation Sales Tax Base $134,500 $0 $0 $0 $0 $0 $134,500 Total Budget $134,500 $1,022,955 $0 $0 $0 $0 $1,157,455 456 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control HV Pkwy; LPP to L303 Intercom Conduit and Fiber Project Number: EN00739 Project Location: Happy Valley Pkwy; LPP to L303 Live Peoria Goal: Integrated Transportation This project provides for the installation of interconnect conduit and fiber optics for the City and Peoria Unified School District (PUSD) on Happy Valley Parkway between Lake Pleasant Parkway and Loop 303. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Design Transportation Sales Tax Base $0 $0 $100,000 $0 $0 $0 $100,000 Svc Charges-Arts Commission Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $16,000 $0 $0 $0 $16,000 Transportation Sales Tax Base $0 $0 $104,000 $0 $0 $0 $104,000 Construction Transportation Sales Tax Base $0 $0 $1,500,000 $0 $0 $0 $1,500,000 Total Budget $0 $0 $1,720,000 $0 $0 $0 $1,720,000 457 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control Intelligent Transportation System Advanced Technology Enhancements Project Number: EN00789 Project Location: Citywide Live Peoria Goal: Integrated Transportation This project is an annual program that provides for the installation of Adaptive Signal Control Technology (ASCT) and signal upgrades within the City of Peoria. ASCT allows for real time changes in signal timing due to traffic fluctuations. Traffic signal upgrades include the installation of flashing yellow arrows (FYA) to allow for time of day protection and infrastructure improvements to accommodate FYA and ASCT. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Svc Charges-Arts Commission Construction Transportation Sales Tax Base $0 $0 $13,000 $0 $13,000 $26,000 $52,000 Transportation Sales Tax Base $1,300,000 $0 $1,300,000 $0 $1,300,000 $2,600,000 $6,500,000 Cap ENG Chargebacks Transportation Sales Tax $26,000 $52,000 $104,000 $1,339,000 $2,678,000 $6,656,000 Base Total Budget $0 $0 $26,000 $0 $1,300,000 $0 $1,339,000 $0 458 City of Peoria FY2023 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 Ln Live Peoria Goal: Integrated Transportation This project includes intersection improvements and installation of a traffic signal at the intersection of Lake Pleasant Road and Rose Garden Lane. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Design Transportation Sales Tax Base $120,000 $0 $0 $0 $0 $0 $120,000 Construction Transportation Sales Tax Base $710,000 $0 $0 $0 $0 $0 $710,000 Construction Capital Projects-Outside Srces Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total Budget $930,000 $0 $0 $0 $0 $0 $930,000 459 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control North Peoria Communications Backup Project Number: EN00675 Project Location: 83rd Ave/LPP North of Bell Rd Live Peoria Goal: Integrated Transportation This project includes the construction and installation of conduit and a fiber trunk line that will provide redundancy for the area north of Bell Road, the northern portion of Peoria. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Studies Transportation Sales Tax Base $62,500 $0 $0 $0 $0 $0 $62,500 Construction Transportation Sales Tax Base $1,660,000 $0 $0 $0 $0 $0 $1,660,000 Design Transportation Sales Tax Base $145,000 $0 $0 $0 $0 $0 $145,000 Total Budget $1,867,500 $0 $0 $0 $0 $0 $1,867,500 460 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control Peoria High School Hawk Signal Project Number: EN00742 Project Location: 83rd Av, South of Shangri-La Live Peoria Goal: Superior Public Services 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 Avenue, 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 Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Transportation Sales Tax Carryover $372,444 $0 $0 $0 $0 $0 $372,444 Construction Capital Projects-Outside Srces Carryover $120,000 $0 $0 $0 $0 $0 $120,000 Total Budget $492,444 $0 $0 $0 $0 $0 $492,444 Category 461 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control Traffic Management Center Equipment Replacement Project Number: EN00433 Project Location: Peoria Municipal Complex Live Peoria Goal: Superior Public Services 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. Equipment includes video wall monitors, computer hardware and switches, video conferencing equipment, and other related equipment. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $30,000 $0 $0 $0 $30,000 $60,000 Construction Transportation Sales Tax Base $0 $500,000 $0 $0 $0 $500,000 $1,000,000 Svc Charges-Arts Commission Transportation Sales Tax Base $0 $5,000 $0 $0 $0 $5,000 $10,000 Total Budget $0 $535,000 $0 $0 $0 $535,000 $1,070,000 462 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Interconnect Project (TSIP) Project Number: PW00133 Project Location: Citywide Live Peoria Goal: Integrated Transportation This project will include installation of additional conduit, fiber optic cable, computer networking equipment, communication lines, and ITS equipment (CCTV cameras, dynamic message signs, etc.). The fiber optics communication system will aid in maintaining the coordination of the City's traffic signals, as well as obtaining valuable intersection information from a central location. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Transportation Sales Tax Base $0 $175,000 $0 $175,000 $0 $525,000 $875,000 Svc Charges-Arts Commission Design Transportation Sales Tax Base $0 $2,000 $0 $2,000 $0 $6,000 $10,000 Transportation Sales Tax Base $0 $25,000 $0 $25,000 $0 $75,000 $125,000 Cap ENG Chargebacks Transportation Sales Tax Base $0 $5,000 $0 $5,000 $0 $15,000 $25,000 Total Budget $0 $207,000 $0 $207,000 $0 $621,000 $1,035,000 463 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Program Project Number: EN00170 Project Location: Citywide Live Peoria Goal: Integrated Transportation The Traffic Signal Program includes funding for traffic studies, and construction of 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, and CCTV. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $44,500 $44,500 $44,500 $44,500 $222,500 $400,500 Construction Transportation Sales Tax Base $750,000 $550,000 $550,000 $550,000 $550,000 $2,750,000 $5,700,000 Construction Transportation Sales Tax Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Svc Charges-Arts Commission Transportation Sales Tax $5,500 $27,500 $49,500 $600,000 $3,000,000 $6,250,000 Base Total Budget $0 $5,500 $5,500 $5,500 $850,000 $600,000 $600,000 $600,000 464 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Renovation and Replacement Project Number: PW00993 Project Location: Citywide Live Peoria Goal: Integrated Transportation This project provides for lifecycle maintenance and updates to ensure the safe and consistent operation of the City's traffic signals and controls. Our traffic signal systems change rapidly as they include a significant array of technical assets including Intelligent Traffic System, Closed Circuit TV, flashing arrow and adaptive timing software technology in addition to the hardware: signal cabinets, critical wiring, battery back-ups, and controllers. Signal system renovation and replacement is critical to the functionality of all of these transportation systems. The 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. Budget by Fiscal Year Category Other Equipment Funding Source Highway User Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $309,000 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,090,000 Total Budget $309,000 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,090,000 465 466 City of Peoria FY 2023 Annual Program 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 - $195,796,811 $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY23 FY24 FY25 FY26 FY27 467 FY28 FY29 FY30 FY31 FY32 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Summary by Funding Source Fund Number and Name FY2023 FY2024 FY2025 FY2026 FY2027 FY28-32 Total 2050 - Water $5,939,938 $5,827,000 $100,300 $100,300 $4,563,863 $14,626,688 $31,158,089 2165 - Water Impact Fees - Vistancia $2,130,000 $2,000,000 $0 $0 $0 $0 $4,130,000 $277,228 $0 $0 $0 $0 $0 $277,228 $0 $0 $0 $0 $4,000,000 $0 $4,000,000 2400 - Wastewater $23,062,833 $10,156,900 $5,535,500 $2,222,700 $4,237,888 $68,193,863 $113,409,684 2453 - Prp W/S Rev Bonds 2021 (WW) $9,861,072 $6,000,000 $0 $0 $0 $12,000,000 $27,861,072 $0 $3,499,200 $0 $0 $0 $0 $3,499,200 $2,573,980 $0 $0 $0 $0 $8,117,558 $10,691,538 $770,000 $0 $0 $0 $0 $0 $770,000 $0 $0 $0 $0 $0 $0 $0 $44,615,051 $27,483,100 $5,635,800 $2,323,000 $12,801,751 $102,938,109 $195,796,811 2166 - Wtr IF 2019 N of Bell 2222 - Prp W/S Rev Bonds 2021 (Wtr) 2506 - Wastewater Impact Fees - East of Agua Fria 2507 - Wastewater Impact Fees West of Agua Fria 2509 - Wastewater Impact Fees - Post 1-1-2012 7000 - Highway User Total - Wastewater 468 City of Peoria FY 2023 Annual Program Budget Capital Improvement Program Wastewater Summary by Project Project Name FY2023 FY2024 FY2025 FY2026 FY2027 FY28-32 Total Agua Fria Lift Station - Wastewater Campus Land $200,000 $4,200,000 $0 $0 $0 $0 $4,400,000 Beardsley Equipment Upgrade & Replacement Program $126,250 $126,250 $126,250 $126,250 $126,250 $631,250 $1,262,500 $22,061,353 $0 $0 $0 $0 $0 $22,061,353 Beardsley WRF Expansion Beardsley WRF Recharge Basins $0 $0 $0 $0 $353,500 $3,535,000 $3,888,500 Butler Equipment Upgrade & Replacement Program $503,500 $202,000 $202,000 $202,000 $202,000 $1,010,000 $2,321,500 Butler IPS Equipment Upgrade & Replacement Program $786,781 $101,000 $101,000 $101,000 $101,000 $505,000 $1,695,781 Butler WRF Odor Control System Upgrades $470,000 $4,747,000 $0 $0 $0 $0 $5,217,000 El Mirage Road Sewer Infrastructure Upsizing $776,878 $0 $0 $0 $0 $0 $776,878 Emergency Generator Equipment Upgrades $37,385 $0 $0 $0 $0 $0 $37,385 Jomax Equipment Upgrade & Replacement Program $126,250 $126,250 $126,250 $126,250 $126,250 $631,250 $1,262,500 Jomax WRF Expansion $4,899,546 $7,070,000 $0 $0 $0 $53,530,000 $65,499,546 Jomax WRF Operations Building $1,447,816 $0 $0 $0 $0 $0 $1,447,816 $0 $0 $0 $0 $0 $13,080,000 $13,080,000 Lake Pleasant Pkwy 18-inch Sewer; L303 to SR74 Lake Pleasant Pkwy 24-inch Reclaimed Waterline; L303 to SR74 $0 $0 $0 $0 $0 $7,630,000 $7,630,000 Lift Station Reconditioning Program $2,004,331 $404,000 $404,000 $404,000 $404,000 $2,020,000 $5,640,331 Local Wastewater Line Improvement Program $1,500,000 $202,000 $202,000 $202,000 $202,000 $1,010,000 $3,318,000 $66,685 $0 $0 $0 $0 $117,558 $184,243 LPH Mystic Wastewater Oversizing Manhole Rehabilitation Program $423,596 $404,000 $404,000 $404,000 $404,000 $2,020,000 $4,059,596 Reclaimed Water System Upgrade Program $2,800,000 $808,000 $808,000 $50,500 $50,500 $252,500 $4,769,500 Reclaimed Water Transmission Main - Project 2 $1,300,000 $7,635,600 $0 $0 $0 $0 $8,935,600 Reclaimed Water Transmission Main - Project 3 $1,000,000 $0 $0 $0 $10,125,251 $10,125,251 $21,250,502 SROG Line Assessment & Repair $536,222 $0 $0 $0 $0 $0 $536,222 Trunk Sewer Line Inspection $600,000 $750,000 $0 $0 $0 $750,000 $2,100,000 Trunk Sewer Rehabilitation $0 $0 $2,555,300 $0 $0 $2,555,300 $5,110,600 $699,930 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,062,930 $2,248,528 $0 $0 $0 $0 $0 $2,248,528 $44,615,051 $27,483,100 $5,635,800 $2,323,000 $12,801,751 $102,938,109 $195,796,811 Wastewater System R&M Expense Program West Agua Fria Wastewater Lines Total - Wastewater 469 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Agua Fria Lift Station - Wastewater Campus Land Project Number: UT00284 Project Location: CAP Canal and Agua Fria River Live Peoria Goal: Smart Growth 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 (IWUMP) 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 Land Acquisition Other Professional Services Land Acquisition Funding Source Wastewater Impact Fees - East of Agua Fria Prp W/S Rev Bonds 2021 (WW) Wastewater Carryover/ Base Base Carryover Base Total Budget FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total $0 $3,499,200 $0 $0 $0 $0 $3,499,200 $200,000 $0 $0 $0 $0 $0 $200,000 $0 $700,800 $0 $0 $0 $0 $700,800 $200,000 $4,200,000 $0 $0 $0 $0 $4,400,000 470 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Beardsley Equipment Upgrade & Replacement Program Project Number: UT00317 Project Location: Beardsley Water Reclamation Facility Live Peoria Goal: Superior Public Services This program will replace and update existing plant equipment at the Beardsley Water Reclamation Facility (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. The Beardsley WRF is an important treatment facility located in the heart of Peoria's ongoing growth. Repairing and replacing equipment is an important part of keeping this facility in peak operating condition and in compliance with all applicable permits and regulatory requirements. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Other Equipment Water Base $15,000 $31,200 $31,200 $31,200 $31,200 $156,000 $295,800 Other Equipment Wastewater Base $111,250 $95,050 $95,050 $95,050 $95,050 $475,250 $966,700 Total Budget $126,250 $126,250 $126,250 $126,250 $126,250 $631,250 $1,262,500 471 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Beardsley WRF Expansion Project Number: UT00314 Project Location: 111th Avenue and Beardsley Road Live Peoria Goal: Superior Public Services 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 Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $8,000,000 $0 $0 $0 $0 $0 $8,000,000 Construction Prp W/S Rev Bonds 2021 (WW) Water Base $3,751,772 $0 $0 $0 $0 $0 $3,751,772 Construction Wastewater Base $10,032,353 $0 $0 $0 $0 $0 $10,032,353 Design Wtr IF 2019 N of Bell $277,228 Category Construction Funding Source Base Total Budget $277,228 $0 $0 $0 $0 $0 $22,061,353 $0 $0 $0 $0 $0 $22,061,353 472 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Beardsley WRF Recharge Basins Project Number: UT00515 Project Location: Beardsley Water Reclamation Facility Live Peoria Goal: Smart Growth This project will design and construct additional recharge basins at the Beardsley Water Reclamation Facility (WRF). The completion of two large reclaimed water transmission main projects will make the Beardsley WRF the central storage and delivery facility for reclaimed water in Peoria. In order to accommodate this increased demand, additional basins are needed. 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 Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Wastewater Base $0 $0 $0 $0 $0 $2,625,000 $2,625,000 Construction Water Base $0 $0 $0 $0 $0 $875,000 $875,000 Construction Prp W/S Rev Bonds 2021 (Wtr) Wastewater Base $0 $0 $0 $0 $87,500 $0 $87,500 Base $0 $0 $0 $0 $262,500 $0 $262,500 Prp W/S Rev Bonds 2021 (Wtr) Wastewater Base $0 $0 $0 $0 $875 $0 $875 Base $0 $0 $0 $0 $2,625 $26,250 $28,875 Water Base $0 $0 $0 $0 $0 $8,750 $8,750 Total Budget $0 $0 $0 $0 $353,500 $3,535,000 $3,888,500 Construction Svc Charges-Arts Commission Svc Charges-Arts Commission Svc Charges-Arts Commission 473 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Butler Equipment Upgrade & Replacement Program Project Number: UT00333 Project Location: Butler Water Reclamation Facility Live Peoria Goal: Superior Public Services This program will replace and update existing plant equipment at the Butler Water Reclamation Facility (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 Other Equipment Water Other Equipment Wastewater Other Equipment Wastewater Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $37,500 $37,500 $37,500 $37,500 $37,500 $112,500 $300,000 Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Base $316,000 $164,500 $164,500 $164,500 $164,500 $897,500 $1,871,500 Total Budget $503,500 $202,000 $202,000 $202,000 $202,000 $1,010,000 $2,321,500 474 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Butler IPS Equipment Upgrade & Replacement Program Project Number: UT00422 Project Location: 99th Avenue & Northern Avenue Live Peoria Goal: Superior Public Services The Butler Influent Pump Station (IPS) receives wastewater flow from the Butler drainage basin and is the sole provider of wastewater to the Butler Water Reclamation Facility (WRF), therefore it is critical to upgrade and replace aging equipment to provide continuous and reliable service. 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. Budget by Fiscal Year Funding Source Carryover/ Base FY 2023 Other Equipment Wastewater Carryover $657,950 $0 $0 $0 $0 $0 $657,950 Other Equipment Wastewater Base $101,000 $101,000 $101,000 $101,000 $101,000 $505,000 $1,010,000 Wastewater System R &M Wastewater Category FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $27,831 $0 $0 $0 $0 $0 $27,831 Total Budget $786,781 $101,000 $101,000 $101,000 $101,000 $505,000 $1,695,781 475 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Butler WRF Odor Control System Upgrades Project Number: UT00525 Project Location: Butler Water Reclamation Facility Live Peoria Goal: Superior Public Services This project provides for the project coordination, public involvement, design, construction, materials testing, and construction administration for the installation of a biological odor control system at the Butler Water Reclamation Facility (WRF). The Butler WRF currently uses a chemical odor control system to remove foul air and corrosive sewer gasses from the headworks and solids handling buildings. The existing chemical system is expensive to operate, lacks efficiency and does not adequately remove foul air from these buildings. The biological odor control system will remove the cost of the chemicals and will more efficiently remove the corrosive sewer gasses, prolonging the life of the equipment inside the headworks and solid handling buildings. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Wastewater Base $0 $4,700,000 $0 $0 $0 $0 $4,700,000 Svc Charges-Arts Commission Design Wastewater Base $0 $47,000 $0 $0 $0 $0 $47,000 Wastewater Base $470,000 $0 $0 $0 $0 $0 $470,000 Total Budget $470,000 $4,747,000 $0 $0 $0 $0 $5,217,000 476 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater El Mirage Road Sewer Infrastructure Upsizing Project Number: UT00432 Project Location: Vistancia Live Peoria Goal: Smart Growth This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, and utility coordination for the installation of a new trunk sewer main primarily along El Mirage Road from Jomax Road to Westland Road. The project will be constructed by a local developer, but the City will fund 'oversizing' of the sewer main to account for capacity needs of future development. The oversizing cost will be paid for by future developers through impact fee assessment. Budget by Fiscal Year Category Funding Source Construction Wastewater Construction Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Fees - West of Agua Fria Construction Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $294,030 $0 $0 $0 $0 $0 $294,030 Carryover $182,878 $0 $0 $0 $0 $0 $182,878 Base $299,970 $0 $0 $0 $0 $0 $299,970 Total Budget $776,878 $0 $0 $0 $0 $0 $776,878 477 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Emergency Generator Equipment Upgrades Project Number: UT00514 Project Location: Citywide Live Peoria Goal: Superior Public Services This program provides funding to repair, rehabilitate and replace emergency generators at various facilities within the Water Services Department. Budget by Fiscal Year Category Other Equipment Funding Source Wastewater Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $37,385 $0 $0 $0 $0 $0 $37,385 Total Budget $37,385 $0 $0 $0 $0 $0 $37,385 478 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Jomax Equipment Upgrade & Replacement Program Project Number: UT00323 Project Location: Jomax Water Reclamation Facility Live Peoria Goal: Superior Public Services This program will replace and update existing plant equipment at the Jomax Water Reclamation Facility (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 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Other Equipment Water Base $31,600 $31,600 $31,600 $31,600 $31,600 $158,000 $316,000 Other Equipment Wastewater Base $94,650 $94,650 $94,650 $94,650 $94,650 $473,250 $946,500 Total Budget $126,250 $126,250 $126,250 $126,250 $126,250 $631,250 $1,262,500 479 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Jomax WRF Expansion Project Number: UT00388 Project Location: Jomax Water Reclamation Facility Live Peoria Goal: Smart Growth 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 Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Svc Charges-Arts Commission Construction Water Impact Fees Vistancia Wastewater Base $0 $20,000 $0 $0 $0 $0 $20,000 Base $1,020,000 $928,900 $0 $0 $0 $45,000,000 $46,948,900 Svc Charges-Arts Commission Construction Wastewater Base $0 $50,000 $0 $0 $0 $530,000 $580,000 Prp W/S Rev Bonds 2021 Base $0 $4,091,100 $0 $0 $0 $0 $4,091,100 Construction Water Impact Fees Vistancia Wastewater Impact Fees - West of Agua Fria Prp W/S Rev Bonds 2021 (WW) Base $1,980,000 $1,980,000 $0 $0 $0 $0 $3,960,000 Construction Construction Base $1,000,000 $0 $0 $0 $0 $8,000,000 $9,000,000 Carryover $899,546 $0 $0 $0 $0 $0 $899,546 Total Budget $4,899,546 $7,070,000 $0 $0 $0 $53,530,00 $65,499,546 0 480 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Jomax WRF Operations Building Project Number: UT00389 Project Location: Jomax Water Reclamation Facility Live Peoria Goal: Superior Public Services 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 Funding Source Carryover/ Base Construction Highway User Construction Construction Water Impact Fees Vistancia Wastewater Construction Water Construction Wastewater Construction Wastewater Impact Fees - West of Agua Fria Water Impact Fees Vistancia Category IT Technology Systems FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $0 $0 $0 $0 $0 $0 $0 Base $0 $0 $0 $0 $0 $0 $0 Carryover $900,000 $0 $0 $0 $0 $0 $900,000 Carryover $397,816 $0 $0 $0 $0 $0 $397,816 $0 $0 $0 $0 $0 $0 $0 Base $0 $0 $0 $0 $0 $0 $0 Carryover Base $150,000 $0 $0 $0 $0 $0 $150,000 Total Budget $1,447,816 $0 $0 $0 $0 $0 $1,447,816 481 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Lake Pleasant Pkwy 18-inch Sewer; L303 to SR74 Project Number: UT00528 Project Location: Lake Pleasant Pkwy - L303 to SR74 Live Peoria Goal: Smart Growth This project provides for the project coordination, public involvement, pre-design studies, design, land acquisition, construction, materials testing, construction administration, and utility coordination for the installation of approximately 12,000 linear feet of new 18-inch sanitary sewer along Lake Pleasant Parkway from Loop 303 to SR74. As development occurs in the Lake Pleasant Parkway corridor, new sewer infrastructure will be needed to accommodate that growth. Budget by Fiscal Year Category Construction Svc Charges-Arts Commission Design Funding Source Prp W/S Rev Bonds 2021 (WW) Wastewater Wastewater Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 Base $0 $0 $0 Base $0 $0 $0 FY 2027 FY 28-32 Total $0 $0 $12,000,000 $12,000,000 $0 $0 $120,000 $120,000 $960,000 $960,000 Base $0 $0 $0 $0 $0 Total Budget $0 $0 $0 $0 $0 $13,080,00 $13,080,000 0 482 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Lake Pleasant Pkwy 24-inch Reclaimed Waterline; L303 to SR74 Project Number: UT00529 Project Location: Lake Pleasant Parkway - L303 to SR74 Live Peoria Goal: Smart Growth This project provides for the project coordination, public involvement, pre-design studies, design, land acquisition, construction, materials testing, construction administration, and utility coordination for the installation of approximately 12,000 linear feet of new 24-inch reclaimed waterline along Lake Pleasant Parkway from Loop 303 to SR74. As development occurs in the Lake Pleasant Parkway corridor, new reclaimed water transmission infrastructure will be needed to accommodate that growth. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Design Wastewater Base $0 $0 $0 $0 $0 $140,000 $140,000 Svc Charges-Arts Commission Construction Wastewater Base $0 $0 $0 $0 $0 $70,000 $70,000 Water Base $0 $0 $0 $0 $0 $5,302,500 $5,302,500 Design Water Base $0 $0 $0 $0 $0 $420,000 $420,000 Construction Wastewater Base $0 $0 $0 $0 $0 $1,697,500 $1,697,500 Total Budget $0 $0 $0 $0 $0 $7,630,000 $7,630,000 483 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Lift Station Reconditioning Program Project Number: UT00116 Project Location: Citywide Live Peoria Goal: Superior Public Services This program will address ongoing needs at all City wastewater lift stations. Wastewater lift stations operate in a corrosive environment where equipment damage and odor generation are ongoing issues. Maintaining operational efficiencies and extending the life of these facilities can be accomplished through effective replacement and upgrade of key components. The funds will be used to address pre-treatment, odor control, corrosion prevention, eye wash units, equipment upgrades and replacements. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Svc Charges-Arts Commission Construction Wastewater Base $0 $4,000 $4,000 $4,000 $4,000 $20,000 $36,000 Wastewater Carryover $1,596,886 $0 $0 $0 $0 $0 $1,596,886 Construction Wastewater Base $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 $4,000,000 Construction Prp W/S Rev Bonds 2021 (WW) $0 $0 $7,445 $404,000 $2,020,000 $5,640,331 Carryover $7,445 $0 $0 $0 Total Budget $2,004,331 $404,000 $404,000 $404,000 484 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Local Wastewater Line Improvement Program Project Number: UT00191 Project Location: Citywide Live Peoria Goal: Superior Public Services This program provides funding to rehabilitate, realign, assess or extend the City's existing wastewater collection system to ensure its continued efficient operation. Priority is placed on the assessment and repair of historical problem areas, which minimizes the risk of sanitary sewer overflows. 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 Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Svc Charges-Arts Commission Construction Wastewater Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 Wastewater Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Construction Prp W/S Rev Bonds 2021 (WW) Wastewater Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Construction Base $700,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,500,000 Total Budget $1,500,000 $202,000 $202,000 $202,000 $202,000 $1,010,000 $3,318,000 485 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater LPH Mystic Wastewater Oversizing Project Number: UT00446 Project Location: Lake Pleasant Heights Development Live Peoria Goal: Smart Growth 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 Svc Charges-Arts Commission Construction Funding Source Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - West of Agua Fria Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Base $0 $0 $0 $0 $0 $1,176 $1,176 Base $66,685 $0 $0 $0 $0 $116,382 $183,067 Total Budget $66,685 $0 $0 $0 $0 $117,558 $184,243 486 FY 28-32 Total City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Manhole Rehabilitation Program Project Number: UT00307 Project Location: Citywide Live Peoria Goal: Superior Public Services This program will assess and rehabilitate existing sewer manholes, manhole rings and manhole covers throughout the City's wastewater collection system. As the City's wastewater collection system utility assets age, capital repairs and maintenance are necessary to ensure continuous and reliable service. Rehabilitation restores the structural integrity of manholes, stops water infiltration and exfiltration, and protects manholes, manhole rings and manhole covers from deterioration due to exposure to corrosive gases present in the sewer system. Proactive rehabilitation projects help ensure these assets reach their maximum useful life and minimizes system failures. The City has over 14,000 manholes with an expected life of 30 to 50 years. Budget by Fiscal Year Category Funding Source Carryover/ Base Svc Charges-Arts Commission Construction Wastewater Base Wastewater Carryover Construction Wastewater Base Total Budget FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total $0 $4,000 $4,000 $4,000 $4,000 $20,000 $36,000 $423,596 $0 $0 $0 $0 $0 $423,596 $0 $400,000 $400,000 $400,000 $400,000 $2,000,000 $3,600,000 $423,596 $404,000 $404,000 $404,000 $404,000 $2,020,000 $4,059,596 487 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Reclaimed Water System Upgrade Program Project Number: UT00511 Project Location: Citywide Live Peoria Goal: Superior Public Services 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 Carryover/ Base Svc Charges-Arts Commission Construction Wastewater Base Wastewater Carryover Construction Wastewater FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total $0 $8,000 $8,000 $500 $500 $2,500 $19,500 $800,000 $0 $0 $0 $0 $0 $800,000 Base $2,000,000 $800,000 $800,000 $50,000 $50,000 $250,000 $3,950,000 Total Budget $2,800,000 $808,000 $808,000 $50,500 $50,500 $252,500 $4,769,500 488 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Reclaimed Water Transmission Main - Project 2 Project Number: UT00512 Project Location: Lone Mountain Road Alignment - Lake Pleasant Parkway to El Mirage Road Live Peoria Goal: Smart Growth This project will design and construct approximately five (5) 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. Reclaimed water produced at our Jomax WRF currently suffers from seasonal demand issues. By connecting the two reclaimed water systems together, the City eliminates these seasonal issues and increases operational flexibility of the system in northern Peoria. This project was identified in a City Council presentation outlining plans to expand our reclaimed water infrastructure. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total $0 $0 $0 $0 $0 $337,500 Design Wastewater Base $337,500 Svc Charges-Arts Commission Construction Base $0 $76,356 $0 $0 $0 $0 $76,356 Base $0 $1,832,544 $0 $0 $0 $0 $1,832,544 Design Prp W/S Rev Bonds 2021 (WW) Prp W/S Rev Bonds 2021 (WW) Water Base $962,500 $0 $0 $0 $0 $0 $962,500 Construction Water Base $0 $5,651,700 $0 $0 $0 $0 $5,651,700 Cap ENG Chargebacks Water Base $0 $75,000 $0 $0 $0 $0 $75,000 $1,300,000 $7,635,600 $0 $0 $0 $0 $8,935,600 Total Budget 489 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Reclaimed Water Transmission Main - Project 3 Project Number: UT00513 Project Location: Butler WRF to Beardsley WRF Live Peoria Goal: Smart Growth This project will provide funding for design and construction of a new 24-inch reclaimed water transmission main that will deliver reclaimed water from the Butler Water Reclamation Facility (WRF) to the Beardsley WRF. The new transmission main will be approximately eleven (11) miles in length and will be constructed in existing streets, rights of way and easements. A study is needed to determine the alignment that will be the most affordable and the least impact on the residents during construction. The study will also be used to update cost estimates for the future transmission main construction. 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 Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Cap ENG Chargebacks Water Base $0 $0 $0 $0 $25,000 $0 $25,000 Svc Charges-Arts Commission Design Water Base $0 $0 $0 $0 $0 $101,252 $101,252 Base $0 $0 $0 $0 $2,243,750 $0 $2,243,750 Studies Prp W/S Rev Bonds 2021 (Wtr) Water Base $743,750 $0 $0 $0 $0 $0 $743,750 Svc Charges-Arts Commission Construction Prp W/S Rev Bonds 2021 (Wtr) Water Base $0 $0 $0 $0 $71,253 $0 $71,253 Base $0 $0 $0 $0 $3,682,313 $7,492,686 $11,174,999 Design Water Base $0 $0 $0 $0 $756,250 $0 $756,250 Studies Wastewater Base $256,250 $0 $0 $0 $0 $0 $256,250 Construction Prp W/S Rev Bonds 2021 (Wtr) Wastewater Base $0 $0 $0 $0 $1,596,622 $0 $1,596,622 Base $0 $0 $0 $0 $1,750,063 $2,531,313 $4,281,376 $1,000,000 $0 $0 $0 $10,125,251 $10,125,251 $21,250,502 Construction Total Budget 490 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater SROG Line Assessment & Repair Project Number: UT00321 Project Location: 99th Avenue and Northern Avenue Live Peoria Goal: Superior Public Services 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. In case of a wastewater treatment emergency, a bypass to the 99th Avenue interceptor can deliver the City's raw wastewater to the SROG system. Having this backup in place is key to effectively managing and maintaining the City's wastewater system. 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 Other Professional Services Construction Wastewater Wastewater Construction Wastewater Category FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $24,750 $0 $0 $0 $0 $0 $24,750 Base $496,472 $0 $0 $0 $0 $0 $496,472 Carryover $15,000 $0 $0 $0 $0 $0 $15,000 Total Budget $536,222 $0 $0 $0 $0 $0 $536,222 491 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Trunk Sewer Line Inspection Project Number: UT00322 Project Location: Citywide Live Peoria Goal: Superior Public Services 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. As sewer lines age and operate in a very harsh environment, periodic assessments are needed to monitor the condition of the infrastructure, providing a proactive approach and increasing the performance predictability of the system. This project will also perform periodic assessments of the City's existing sanitary sewer force mains. Budget by Fiscal Year Category Svc Charges-Arts Commission Other Professional Services Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Wastewater Base $0 $7,500 $0 $0 $0 $7,500 $15,000 Wastewater Base $600,000 $742,500 $0 $0 $0 $742,500 $2,085,000 Total Budget $600,000 $750,000 $0 $0 $0 $750,000 $2,100,000 492 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Trunk Sewer Rehabilitation Project Number: UT00296 Project Location: Citywide Live Peoria Goal: Superior Public Services The City's Water Services Department performs regular condition assessments of our existing sewer infrastructure to identify areas of concern. This project will provide design and construction funding to rehabilitate trunk sewer mains identified as deficient in the studies to be performed in FY24 and FY29. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Wastewater Base $0 $0 $230,000 $0 $0 $230,000 $460,000 Construction Wastewater Base $0 $0 $2,300,000 $0 $0 $2,300,000 $4,600,000 Svc Charges-Arts Commission Wastewater Base $0 $0 $25,300 $0 $0 $25,300 $50,600 Total Budget $0 $0 $2,555,300 $0 $0 $2,555,300 $5,110,600 493 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater Wastewater System R&M Expense Program Project Number: UT00436 Project Location: Citywide Live Peoria Goal: Superior Public Services Sewer systems operate in a harsh environment where components are subject to damage from corrosive sewer gasses. This program will provide for major repair, maintenance, and rehabilitation of our wastewater infrastructure to ensure uninterrupted service to our customers. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Wastewater Base $699,930 $699,930 $699,930 $699,930 $699,930 $3,499,650 $6,999,300 Svc Charges-Arts Commission Wastewater Base $0 $7,070 $7,070 $7,070 $7,070 $35,350 $63,630 $699,930 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,062,930 Total Budget 494 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Wastewater West Agua Fria Wastewater Lines Project Number: UT00171 Project Location: Vistancia Live Peoria Goal: Superior Public Services 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 Category Construction Construction Construction Construction Funding Source Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Fees - West of Agua Fria Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $500,000 $0 $0 $0 $0 $0 $500,000 Carryover $770,000 $0 $0 $0 $0 $0 $770,000 Carryover $271,203 $0 $0 $0 $0 $0 $271,203 Carryover $707,325 $0 $0 $0 $0 $0 $707,325 Total Budget $2,248,528 $0 $0 $0 $0 $0 $2,248,528 495 496 City of Peoria FY 2023 Annual Program 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 additional wells and water main at the CAP and Lake Pleasant Parkway, 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 - $229,360,472 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY23 FY24 FY25 FY26 FY27 497 FY28 FY29 FY30 FY31 FY32 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Summary by Funding Source Fund Number and Name FY2023 FY2024 FY2025 FY2026 FY2027 FY28-32 Total 1210 - Half Cent Sales Tax $3,537,520 $0 $0 $0 $0 $0 $3,537,520 2050 - Water $21,614,782 $14,781,000 $9,470,000 $9,916,075 $9,709,790 $32,671,370 $98,163,017 2161 - Water Expansion $14,516 $0 $0 $0 $0 $0 $14,516 2162 - Water Impact Fees - Post 1-12012 $20,987 $0 $0 $0 $0 $0 $20,987 2163 - Water Impact Fees - South of Bell Rd $1,486,823 $957,500 $2,857,725 $0 $0 $58,398 $5,360,446 2164 - Water Impact Fees - North of Bell Rd $1,992,823 $900,000 $0 $0 $0 $0 $2,892,823 2165 - Water Impact Fees - Vistancia $1,090,515 $3,600,000 $3,148,500 $3,241,500 $3,419,200 $3,163,500 $17,663,215 $805,872 $3,443,000 $0 $459,500 $1,946,300 $4,108,402 $10,763,074 $0 $1,117,023 $563,007 $535,871 $508,666 $481,461 $3,206,028 2222 - Prp W/S Rev Bonds 2021 (Wtr) $8,051,611 $0 $20,000,000 $28,000,000 $0 $1,320,000 $57,371,611 2270 - WIFA Loan 2015(New River Util) $71,766 $0 $0 $0 $0 $0 $71,766 2273 - WIFA 2021 Loan (Reclaimed Water) $13,442,807 $0 $0 $0 $0 $0 $13,442,807 2400 - Wastewater 2166 - Wtr IF 2019 N of Bell 2167 - Water Resource Fees - Post 81-2014 $1,066,377 $300,000 $132,000 $1,723,425 $1,721,710 $3,072,927 $8,016,439 2506 - Wastewater Impact Fees - East of Agua Fria $138,853 $0 $5,000 $0 $0 $249,103 $392,956 2507 - Wastewater Impact Fees West of Agua Fria $20,500 $0 $5,000 $0 $0 $75,500 $101,000 2590 - Commercial Solid Waste $25,000 $0 $13,000 $25,000 $0 $252,000 $315,000 2600 - Residential Solid Waste $50,000 $0 $27,000 $50,000 $0 $523,000 $650,000 $0 $0 $5,000 $0 $0 $70,000 $75,000 $250,000 $0 $0 $0 $0 $0 $250,000 4810 - Capital Projects-Outside Srces $2,052,267 $0 $0 $0 $0 $0 $2,052,267 7125 - ARPA Grant $5,000,000 $0 $0 $0 $0 $0 $5,000,000 $60,733,019 $25,098,523 $36,226,232 $43,951,371 $17,305,666 $46,045,661 $229,360,472 2700 - Storm Water Drainage System 4254 - GO Bonds 2021 Total - Water 498 City of Peoria FY 2023 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY2023 FY2024 FY2025 FY2026 FY2027 FY28-32 Total 67th Ave 16-in Waterline - Pinnacle Pk to Hatfield $128,662 $2,424,000 $0 $0 $0 $0 $2,552,662 83rd & Northern Well Relocation $70,000 $1,720,000 $2,780,000 $0 $0 $0 $4,570,000 Agua Fria Booster Station - Phase II $0 $0 $0 $459,500 $3,881,300 $0 $4,340,800 Asset Management Program $403,231 $0 $0 $0 $0 $0 $403,231 Bailey Well Site Improvements $250,000 $0 $0 $0 $0 $0 $250,000 Bartlett Dam Modification Feasibility Study CostShare Agreement $100,000 $100,000 $100,000 $0 $0 $0 $300,000 CAP Pump Station Rehabilitation - Quintero $3,359,950 $0 $0 $0 $0 $0 $3,359,950 CAP/LPP Intersection Wellfield $10,005,000 $2,600,000 $13,735,000 $13,735,000 $0 $0 $40,075,000 Desert Harbor Well Rehabilitation $0 $1,421,500 $0 $0 $0 $0 $1,421,500 El Mirage Road Waterline Upsizing $0 $1,700,000 $0 $0 $0 $0 $1,700,000 Facility Reconditioning & Water Quality Program $2,400,000 $1,616,000 $808,000 $808,000 $808,000 $4,040,000 $10,480,000 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 $2,100,000 $600,000 $150,000 $150,000 $150,000 $750,000 $3,900,000 Integrated Water Utility Master Plan (IWUMP) $541,000 $0 $0 $0 $0 $810,000 $1,351,000 Jomax Booster Station Upgrades $2,306,412 $0 $0 $0 $0 $0 $2,306,412 Jomax Waterline - Loop 303 to El Mirage Road $0 $0 $0 $0 $0 $2,001,500 $2,001,500 Lake Pleasant Pkwy 24-inch Waterline; Loop 303 - SR74 $0 $0 $0 $0 $0 $7,630,000 $7,630,000 $1,000,000 $252,500 $252,500 $252,500 $252,500 $1,262,500 $3,272,500 $383,325 $0 $0 $0 $0 $0 $383,325 $2,220,286 $0 $0 $0 $0 $0 $2,220,286 $6,326,190 Local Waterline Improvement Program LPH Mystic Water Oversizing New River Utility Co. Acquisition & Improvements Patterson Reservoir - Existing Well Connection $372,990 $0 $420,000 $4,060,000 $0 $1,473,200 Quintero Equipment Upgrade & Replacement Program $130,223 $101,000 $50,500 $50,500 $50,500 $252,500 $635,223 Reclaimed Water Master Plan Implementation $13,692,807 $0 $0 $0 $0 $0 $13,692,807 Risk & Resiliency Improvements $150,000 $151,500 $151,500 $0 $0 $0 $453,000 SCADA Equipment Replacement Program $638,866 $550,000 $150,000 $150,000 $150,000 $750,000 $2,388,866 $4,827,445 $0 $0 $0 $0 $0 $4,827,445 $100,000 $0 $300,000 $2,530,000 $0 $0 $2,930,000 Sweetwater Well Site Rehabilitation $0 $257,500 $2,552,725 $0 $0 $0 $2,810,225 Technology and Security Master Plan $231,763 $0 $0 $0 $0 $0 $231,763 Sports Complex Well Relocation Sports Complex/W115 Well Connection Terramar Booster Pump Station Rehabilitation $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Utility Billing System $0 $0 $150,000 $0 $0 $2,660,000 $2,810,000 Vistancia Zone 5W Waterline $0 $0 $0 $201,500 $1,484,200 $0 $1,685,700 Water & Wastewater Rate Study $175,000 $0 $0 $175,000 $0 $175,000 $525,000 Water Line Assessment and Replacement $2,651,400 $1,515,000 $1,515,000 $1,515,000 $1,515,000 $7,575,000 $16,286,400 Water Loss Audit System Improvements $99,000 $0 $0 $0 $0 $0 $99,000 Water Meter Replacement Program $45,000 $0 $0 $4,725,000 $4,870,000 $5,010,000 $14,650,000 Water System R&M Expense Program $1,000,000 $606,000 $606,000 $606,000 $606,000 $3,030,000 $6,454,000 $340,672 $50,000 $50,000 $50,000 $50,000 $250,000 $790,672 Water/Wastewater Hydraulic Model Update Program 499 City of Peoria FY 2023 Annual Program Budget Water/Wastewater/Expansion Fee Update Capital Improvement Program $100,000 $0 $0 $0 $0 $100,000 $200,000 Weedville Well Site Rehabilitation $2,363,708 $0 $0 $0 $0 $0 $2,363,708 Wellhead Water Quality Mitigation $1,750,000 $0 $0 $0 $0 $0 $1,750,000 Wells - New Construction $1,975,242 $4,343,000 $0 $0 $0 $6,027,000 $12,345,242 West Agua Fria Water Lines $1,871,037 $1,900,000 $0 $0 $0 $0 $3,771,037 Westland Reservoir/Booster Station - Phase II $0 $0 $3,090,500 $3,040,000 $0 $0 $6,130,500 White Mountain Apache Tribe Water Rights Purchase $0 $1,817,023 $563,007 $535,871 $508,666 $481,461 $3,906,028 $350,000 $0 $0 $0 $0 $0 $350,000 Zone 1/2 PRV Upgrades (91st and Cactus) Zone 2/3 Booster Station Zone 6E Reservoir & Booster Pump Station Total - Water $0 $0 $520,000 $2,626,000 $2,626,000 $0 $5,772,000 $250,000 $1,020,000 $7,928,000 $7,928,000 $0 $0 $17,126,000 $60,733,019 $25,098,523 $36,226,232 $43,951,371 $17,305,666 $46,045,661 $229,360,472 500 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water 67th Ave 16-in Waterline - Pinnacle Pk to Hatfield Project Number: UT00440 Project Location: 67th Avenue and Pinnacle Peak Road Live Peoria Goal: Superior Public Services 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 16inch 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. The project is programmed to be constructed simultaneously with the regional storm drain project and the 67th Avenue Street Improvements project. The waterline will increase water system redundancy, reliability and availability in the area. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Water Base $0 $2,400,000 $0 $0 $0 $0 $2,400,000 Svc Charges-Arts Commission Construction Water Base $0 $24,000 $0 $0 $0 $0 $24,000 Water Carryover $128,662 $0 $0 $0 $0 $0 $128,662 Total Budget $128,662 $2,424,000 $0 $0 $0 $0 $2,552,662 501 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water 83rd & Northern Well Relocation Project Number: UT00518 Project Location: 83rd Avenue and Northern Avenue Live Peoria Goal: Superior Public Services 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 relocation of an existing well located at the northwest corner of 83rd Avenue and Northern Avenue. This well is located inside of the proposed right of way for the Northern Parkway project and must be relocated to allow for widening of the roadway. This project also serves the purpose of adding another reliable groundwater source in Pressure Zone 1. This well is currently disconnected from the system due to water quality issues, therefore relocating the well to the north will provide an additional water source and greater system redundancy. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Land Acquisition Water Base $70,000 $0 $0 $0 $0 $0 $70,000 Design Water Base $0 $200,000 $250,000 $0 $0 $0 $450,000 Construction Water Base $0 $1,500,000 $2,500,000 $0 $0 $0 $4,000,000 Cap ENG Chargebacks Water Base $0 $5,000 $5,000 $0 $0 $0 $10,000 Svc Charges-Arts Commission Water Base $0 $15,000 $25,000 $0 $0 $0 $40,000 $70,000 $1,720,000 $2,780,000 $0 $0 $0 $4,570,000 Total Budget 502 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Agua Fria Booster Station - Phase II Project Number: UT00501 Project Location: Lake Pleasant Parkway and Lone Mountain Road Live Peoria Goal: Superior Public Services 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 Construction Cap ENG Chargebacks Svc Charges-Arts Commission Construction Construction Cap ENG Chargebacks Svc Charges-Arts Commission Construction Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Water Impact Fees Vistancia Wtr IF 2019 N of Bell Base $0 $0 $0 $0 $1,894,468 $0 $1,894,468 Base $0 $0 $0 $5,000 $2,507 $0 $7,507 Water Impact Fees Vistancia Water Impact Fees Vistancia Wtr IF 2019 N of Bell Base $0 $0 $0 $0 $19,094 $0 $19,094 Base $0 $0 $0 $0 $18,945 $0 $18,945 Base $0 $0 $0 $0 $1,905,532 $0 $1,905,532 Water Impact Fees Vistancia Wtr IF 2019 N of Bell Base $0 $0 $0 $0 $2,493 $0 $2,493 Base $0 $0 $0 $4,500 $19,206 $0 $23,706 Wtr IF 2019 N of Bell Base $0 $0 $0 $450,000 $19,055 $0 $469,055 Total Budget $0 $0 $0 $459,500 $3,881,300 $0 $4,340,800 503 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Asset Management Program Project Number: UT00256 Project Location: Citywide Live Peoria Goal: Superior Public Services 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 Other Professional Services Other Professional Services Other Professional Services Other Professional Services Other Professional Services Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Wastewater Carryover $250,000 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $0 $125,165 $0 $0 $0 $0 $0 $125,165 Water Base Water Carryover Wastewater Base $0 $0 $0 $0 $0 $0 $0 Wastewater Carryover $28,066 $0 $0 $0 $0 $0 $28,066 Total Budget $403,231 $0 $0 $0 $0 $0 $403,231 504 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Bailey Well Site Improvements Project Number: UT00414 Project Location: 11940 N 75th Av Live Peoria Goal: Superior Public Services 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 Construction Funding Source Water Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 505 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Bartlett Dam Modification Feasibility Study Cost-Share Agreement Project Number: UT00517 Project Location: Verde River Live Peoria Goal: Smart Growth This project will study the technical, environmental, economic, and financial feasibility of increasing the height and storage capacity of the Salt River Project’s existing Bartlett Dam on the Verde River. This project constitutes Peoria’s portion of the non-federal cost-share requirement for the Bartlett Dam Modification Feasibility Study as a full voting member of the study steering committee. The project is a necessary step to ultimately restore and protect Salt River Project’s reservoir storage capacity that Peoria relies on for its renewable water supply. It may also result in additional renewable water supply. Peoria’s Principles of Sound Water Management calls for engaging in regional discussions regarding additional water supply and its 2015 Integrated Water Utilities Master Plan recommends pursuing additional renewable supplies. Budget by Fiscal Year Category Studies Funding Source Water Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $100,000 $100,000 $100,000 $0 $0 $0 $300,000 Total Budget $100,000 $100,000 $100,000 $0 $0 $0 $300,000 506 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water CAP Pump Station Rehabilitation - Quintero Project Number: UT00274 Project Location: 163rd Av & Jomax Rd Live Peoria Goal: Superior Public Services 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 site work 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 Funding Source Carryover/ Base Construction Water Construction Prp W/S Rev Bonds 2021 (Wtr) Category FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Carryover $3,259,950 $0 $0 $0 $0 $0 $3,259,950 Total Budget $3,359,950 $0 $0 $0 $0 $0 $3,359,950 507 Total City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water CAP/LPP Intersection Wellfield Project Number: UT00523 Project Location: Lake Pleasant Parkway & CAP Canal Live Peoria Goal: Smart Growth 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 site work for the construction of five new potable water wells, approximately 9,200 linear feet of new 16-inch waterline, 1,200 linear feet of 24-inch waterline, and 3,100 linear feet of 36-inch waterline in the vicinity of Lake Pleasant Parkway and the CAP Canal. While drilling new wells is clearly identified as a significant need in the City's Integrated Water Utility Master Plan (IWUMP), declining Colorado River supply conditions and potential impacts to the City’s CAP allocation have triggered a need to accelerate the timeline on developing new groundwater wells. These wells are crucial to providing system redundancy in the event of surface water curtailment or outages. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Design Water Base $0 $2,500,000 $0 $0 $0 $0 $2,500,000 Other Professional Services Construction Water Base $100,000 $100,000 $100,000 $100,000 $0 $0 $400,000 Water Base $3,625,000 $0 $0 $0 $0 $0 $3,625,000 Studies Water Base $380,000 $0 $0 $0 $0 $0 $380,000 Construction Prp W/S Rev Bonds 2021 Base $0 $0 $13,500,000 $13,500,000 $0 $0 $27,000,000 Svc Charges-Arts Commission Land Acquisition Water Base $0 $0 $135,000 $135,000 $0 $0 $270,000 Water Base $900,000 $0 $0 $0 $0 $0 $900,000 Construction ARPA Grant $5,000,000 Base $5,000,000 $0 $0 $0 $0 $0 Total Budget $10,005,000 $2,600,000 $13,735,000 $13,735,000 $0 $0 $40,075,000 508 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Desert Harbor Well Rehabilitation Project Number: UT00510 Project Location: 91st Avenue and Greenway Road Live Peoria Goal: Superior Public Services 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 non-potable water to the Desert Harbor HOA Lake due to arsenic concerns. The blending of this water source with the Arrowhead Shores Well will allow for an increase in the reliable water supply for the area. This project 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 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Cap ENG Chargebacks Water Base $0 $7,500 $0 $0 $0 $0 $7,500 Construction Water Base $0 $1,400,000 $0 $0 $0 $0 $1,400,000 Svc Charges-Arts Commission Water Base $0 $14,000 $0 $0 $0 $0 $14,000 Total Budget $0 $1,421,500 $0 $0 $0 $0 $1,421,500 509 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water El Mirage Road Waterline Upsizing Project Number: UT00430 Project Location: Vistancia/Lake Pleasant Heights Live Peoria Goal: Smart Growth 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 Svc Charges-Arts Commission Construction Funding Source Water Impact Fees Vistancia Water Impact Fees Vistancia Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $0 $17,000 $0 $0 $0 $0 $17,000 Base $0 $1,683,000 $0 $0 $0 $0 $1,683,000 Total Budget $0 $1,700,000 $0 $0 $0 $0 $1,700,000 510 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Facility Reconditioning & Water Quality Program Project Number: UT00206 Project Location: Citywide Live Peoria Goal: Superior Public Services This program will upgrade and recondition over 40 existing water distribution and production facilities. As these facilities age, the reliability and efficiency of the water system can be affected. This program will also upgrade sites with new technologies, as appropriate, to allow the system to continue to operate at peak efficiency and reliability, while ensuring excellent water quality. 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 Category Funding Source Carryover/ Base Svc Charges-Arts Commission Construction Water Base Water Carryover Construction Water FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total $0 $16,000 $8,000 $8,000 $8,000 $40,000 $80,000 $800,000 $0 $0 $0 $0 $0 $800,000 $4,000,000 $9,600,000 Base $1,600,000 $1,600,000 $800,000 $800,000 $800,000 Total Budget $2,400,000 $1,616,000 $808,000 $808,000 $808,000 $4,040,000 $10,480,000 511 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Fire Hydrant & Valve Replacement Program Project Number: UT00204 Project Location: Citywide Live Peoria Goal: Superior Public Services 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 Svc Charges-Arts Commission Construction Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Water Base $0 $3,500 $3,500 $3,500 $3,500 $17,500 $31,500 Water Base $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 $3,500,000 Total Budget $350,000 $353,500 $353,500 $353,500 $353,500 $1,767,500 $3,531,500 512 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Greenway Equipment Upgrade & Replacement Program Project Number: UT00316 Project Location: Greenway Water Treatment Plant Live Peoria Goal: Superior Public Services The Greenway Water Treatment Plant was constructed in 2001, and like any critical facility, requires equipment and component replacement and rehabilitation on a periodic basis to ensure continuous and reliable operation. Projects may involve any items necessary for the water treatment process, but typically include equipment such as pumps, motors, mixers, influent screens, chemical treatment components, and miscellaneous building and site improvements. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Other Equipment Water Base $600,000 $600,000 $150,000 $150,000 $150,000 $750,000 $2,400,000 Other Equipment Water Carryover $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Total Budget $2,100,000 $600,000 $150,000 $150,000 $150,000 $750,000 $3,900,000 513 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Integrated Water Utility Master Plan (IWUMP) Project Number: UT00271 Project Location: Citywide Live Peoria Goal: Smart Growth This project will update the Integrated Water Utilities Master Plan (IWUMP), which addresses the City's water, wastewater, and reuse systems, as well as the City's water portfolio. This master planning study focuses on the condition of our existing systems, water supply and demand, as well as how to plan for future growth. According to the City's adopted Principles of Sound Water Management, staff will update the IWUMP on a seven-year cycle, to keep up with development and regulatory changes. The current IWUMP was completed in FY15; accordingly, the next update in FY22 has been started and will be completed in FY23. Budget by Fiscal Year Category Other Professional Services Other Professional Services Other Professional Services Other Professional Services Other Professional Services Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Wtr IF 2019 N of Bell Base $102,547 $0 $0 $0 Wastewater Base $120,100 $0 $0 $0 Water Base $189,000 $0 $0 Water Impact Fees South of Bell Rd Wastewater Impact Fees - East of Agua Fria Base $20,000 $0 Base $109,353 $0 Total Budget $541,000 $0 Funding Source 514 FY 28-32 Total $0 $56,402 $158,949 $0 $286,597 $406,697 $0 $0 $319,000 $508,000 $0 $0 $0 $23,398 $43,398 $0 $0 $0 $124,603 $233,956 $0 $0 $0 $810,000 $1,351,000 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Jomax Booster Station Upgrades Project Number: UT00285 Project Location: 7075 W Jomax Rd Live Peoria Goal: Superior Public Services 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 site work 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 Construction Other Professional Services Water System Funding Source Capital Projects-Outside Srces Water Water Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $2,052,267 $0 $0 $0 $0 $0 $2,052,267 Carryover $3,520 $0 $0 $0 $0 $0 $3,520 $0 $0 $0 $0 $0 $0 $0 $250,625 $0 $0 $0 $0 $0 $250,625 $0 $0 $0 $0 $0 $0 $0 $2,306,412 $0 $0 $0 $0 $0 $2,306,412 Base Construction Wtr IF 2019 N of Bell Carryover Water System Water Impact Fees Vistancia Base Total Budget 515 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Jomax Waterline - Loop 303 to El Mirage Road Project Number: UT00503 Project Location: Jomax Blvd and El Mirage Rd Live Peoria Goal: Smart Growth 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 Cap ENG Chargebacks Construction Construction Svc Charges-Arts Commission Funding Source Water Impact Fees Vistancia Water Impact Fees Vistancia Water Impact Fees Vistancia Water Impact Fees Vistancia Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $0 $0 $0 $0 $0 $32,000 $32,000 Base $0 $0 $0 $0 $0 $1,800,000 $1,800,000 Base $0 $0 $0 $0 $0 $150,000 $150,000 Base $0 $0 $0 $0 $0 $19,500 $19,500 Total Budget $0 $0 $0 $0 $0 $2,001,500 $2,001,500 516 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Lake Pleasant Pkwy 24-inch Waterline; Loop 303 - SR74 Project Number: UT00527 Project Location: Lake Pleasant Parkway - Loop 303 to SR74 Live Peoria Goal: Smart Growth This project provides for the project coordination, public involvement, pre-design studies, design, land acquisition, construction, materials testing, construction administration, and utility coordination for the installation of approximately 12,000 linear feet of new 24-inch waterline along Lake Pleasant Parkway from Loop 303 to SR74. As development occurs in the Lake Pleasant Parkway corridor, new water transmission infrastructure will be needed to accommodate that growth. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Design Water Base $0 $0 $0 $0 $0 $560,000 $560,000 Construction Water Base $0 $0 $0 $0 $0 $7,000,000 $7,000,000 Svc Charges-Arts Commission Water Base $0 $0 $0 $0 $0 $70,000 $70,000 Total Budget $0 $0 $0 $0 $0 $7,630,000 $7,630,000 517 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Local Waterline Improvement Program Project Number: UT00203 Project Location: Citywide Live Peoria Goal: Superior Public Services 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 waterline extensions in advance of street improvement projects. Budget by Fiscal Year Category Svc Charges-Arts Commission Construction Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Water Base $0 $2,500 $2,500 $2,500 $2,500 $12,500 $22,500 Water Base $1,000,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 $3,250,000 Total Budget $1,000,000 $252,500 $252,500 $252,500 $252,500 $1,262,500 $3,272,500 518 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water LPH Mystic Water Oversizing Project Number: UT00445 Project Location: Lake Pleasant Heights Development Live Peoria Goal: Superior Public Services 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 Category Construction Construction Construction Funding Source Water Impact Fees Vistancia Water Impact Fees North of Bell Rd Wtr IF 2019 N of Bell Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $94,528 $0 $0 $0 $0 $0 $94,528 Carryover $261,097 $0 $0 $0 $0 $0 $261,097 Carryover $27,700 $0 $0 $0 $0 $0 $27,700 Total Budget $383,325 $0 $0 $0 $0 $0 $383,325 519 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water New River Utility Co. Acquisition & Improvements Project Number: UT00390 Project Location: Live Peoria Goal: Superior Public Services 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 Category Funding Source Other Acquisitions WIFA Loan 2015(New River Util) Water Construction Water Construction Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $71,766 $0 $0 $0 $0 $0 $71,766 Carryover $750,000 $0 $0 $0 $0 $0 $750,000 Carryover $1,398,520 $0 $0 $0 $0 $0 $1,398,520 Total Budget $2,220,286 $0 $0 $0 $0 $0 $2,220,286 520 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Patterson Reservoir - Existing Well Connection Project Number: UT00328 Project Location: 107th Avenue - Deer Valley Road to Williams Road Live Peoria Goal: Superior Public Services 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 two existing well sites to the Patterson Reservoir (W211) site. The location of the existing wells are 104th Ave. and Deer Valley Rd. and 105th Ave. and Rose Garden Ln. These wells have water quality issues, primarily cloudy water resulting from dissolved air in the water. While not a health risk, this is an aesthetic issue for our customers and the air needs to be removed in order for the wells to be returned to service. This project will connect the wells to the W211 Patterson Reservoir site for the purpose of air removal through dissipation in the reservoir. By sending the water from each well to a reservoir site, the water can be treated at one central location and provide additional water system redundancy in the area. The expected pipeline route will be along 107th Ave. between Deer Valley Rd. and Williams Rd. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Design Water Base $0 $0 $400,000 $0 $0 $120,000 $520,000 Cap ENG Chargebacks Water Base $0 $0 $20,000 $20,000 $0 $20,000 $60,000 Construction Prp W/S Rev Bonds 2021 (Wtr) Water Base $0 $0 $0 $4,000,000 $0 $1,320,000 $5,320,000 Svc Charges-Arts Commission Construction Water $0 $0 $0 $40,000 $0 $13,200 $53,200 Carryover Base $372,990 $0 $0 $0 $0 $0 $372,990 Total Budget $372,990 $0 $420,000 $4,060,000 $0 $1,473,200 $6,326,190 521 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Quintero Equipment Upgrade & Replacement Program Project Number: UT00418 Project Location: Quintero Water Treatment Plant Live Peoria Goal: Superior Public Services 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 Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Other Equipment Water Carryover $103,683 $0 $0 $0 $0 $0 $103,683 Construction Water Carryover $13,270 $0 $0 $0 $0 $0 $13,270 Other Equipment Water Base $0 $101,000 $50,500 $50,500 $50,500 $252,500 $505,000 Water System R & M Water Category Carryover $13,270 $0 $0 $0 $0 $0 $13,270 Total Budget $130,223 $101,000 $50,500 $50,500 $50,500 $252,500 $635,223 522 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Reclaimed Water Master Plan Implementation Project Number: UT00505 Project Location: Citywide Live Peoria Goal: Superior Public Services This project provides for coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, administration, utility coordination, and all related site work 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 Construction Construction Construction Construction Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total WIFA 2021 Loan (Reclaimed Water) GO Bonds 2021 Carryover $8,708,143 $0 $0 $0 $0 $0 $8,708,143 Carryover $250,000 $0 $0 $0 $0 $0 $250,000 WIFA 2021 Loan (Reclaimed Water) WIFA 2021 Loan (Reclaimed Water) Carryover $1,260,400 $0 $0 $0 $0 $0 $1,260,400 $3,474,264 Funding Source Base $3,474,264 $0 $0 $0 $0 $0 Total Budget $13,692,807 $0 $0 $0 $0 $0 $13,692,807 523 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Risk & Resiliency Improvements Project Number: UT00522 Project Location: Citywide Live Peoria Goal: Superior Public Services The Water Services Department recently completed a risk and resiliency study per the requirements of America's Water Infrastructure Act of 2018. This study provides an assessment of risks to the physical assets in our water and wastewater systems, while also evaluating our operational resiliency during natural disasters or emergencies. Several items were identified as needing improvement in the study. This project will provide funding for design and construction of physical improvements recommended in the final report. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Water Base $150,000 $150,000 $150,000 $0 $0 $0 $450,000 Svc Charges-Arts Commission Water Base $0 $1,500 $1,500 $0 $0 $0 $3,000 $150,000 $151,500 $151,500 $0 $0 $0 $453,000 Total Budget 524 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water SCADA Equipment Replacement Program Project Number: UT00266 Project Location: Citywide Live Peoria Goal: Superior Public Services 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. As equipment ages and becomes obsolete, new equipment is needed to more effectively and efficiently operate our water and wastewater systems and provide more flexibility for our operations staff. 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 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Other Equipment Wastewater Base $275,000 $275,000 $75,000 $75,000 $75,000 $375,000 $1,150,000 Construction Wastewater Carryover $47,800 $0 $0 $0 $0 $0 $47,800 Other Equipment Water Base $275,000 $275,000 $75,000 $75,000 $75,000 $375,000 $1,150,000 Other Equipment Wastewater Carryover $41,066 $0 $0 $0 $0 $0 $41,066 Total Budget $638,866 $550,000 $150,000 $150,000 $150,000 $750,000 $2,388,866 525 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Sports Complex Well Relocation Project Number: UT00391 Project Location: Peoria Sports Complex Live Peoria Goal: Superior Public Services This project will abandon the existing Sports Complex Well (W114) and drill a new well next to the Sports Complex Reservoir (R103) facility. Relocation of this well will allow for further development at the Peoria Sports Complex, as well as provide increased water production and enhanced water quality. 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 Funding Source Carryover/ Base Construction Water Construction Half Cent Sales Tax Construction Water Construction Half Cent Sales Tax Category FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $14,575 $0 $0 $0 $0 $0 $14,575 Base $3,424,650 $0 $0 $0 $0 $0 $3,424,650 Base $1,275,350 $0 $0 $0 $0 $0 $1,275,350 Carryover $112,870 $0 $0 $0 $0 $0 $112,870 Total Budget $4,827,445 $0 $0 $0 $0 $0 $4,827,445 526 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Sports Complex/W115 Well Connection Project Number: UT00327 Project Location: Peoria Sports Complex Live Peoria Goal: Superior Public Services 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 Svc Charges-Arts Commission Studies Construction Design Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Water Base $0 $0 $0 $30,000 $0 $0 $30,000 Water Impact Fees South of Bell Rd Water Base $100,000 $0 $0 $0 $0 $0 $100,000 Base $0 $0 $0 $2,500,000 $0 $0 $2,500,000 Water Impact Fees South of Bell Rd Base Total Budget $0 $0 $300,000 $0 $0 $0 $300,000 $100,000 $0 $300,000 $2,530,000 $0 $0 $2,930,000 527 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Sweetwater Well Site Rehabilitation Project Number: UT00442 Project Location: 91st Avenue & Loop 101 Live Peoria Goal: Superior Public Services 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 site work 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. The Sweetwater Well has not been in service for years due to water quality concerns. This project will perform a study to evaluate options that will bring the well to acceptable water quality standards. In addition, rehabilitation of the existing well could lead to increased water supply that will provide additional redundancy for the local water system. The project will also bring the site to current City standards. Budget by Fiscal Year Category Svc Charges-Arts Commission Construction Cap ENG Chargebacks Design Funding Source Water Impact Fees South of Bell Rd Water Impact Fees South of Bell Rd Water Impact Fees South of Bell Rd Water Impact Fees South of Bell Rd Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Base $0 Base $0 Base $0 Total $2,500 $25,225 $0 $0 $0 $27,725 $0 $2,522,682 $0 $0 $0 $2,522,682 $5,000 $4,818 $0 $0 $0 $9,818 Base $0 $250,000 $0 $0 $0 $0 $250,000 Total Budget $0 $257,500 $2,552,725 $0 $0 $0 $2,810,225 528 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Technology and Security Master Plan Project Number: UT00304 Project Location: Citywide Live Peoria Goal: Superior Public Services 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 Other Professional Services Other Professional Services Other Professional Services Funding Source Water Impact Fees - Post 1-1-2012 Water Impact Fees South of Bell Rd Water Impact Fees North of Bell Rd Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $20,987 $0 $0 $0 $0 $0 $20,987 Carryover $39,776 $0 $0 $0 $0 $0 $39,776 Carryover $171,000 $0 $0 $0 $0 $0 $171,000 Total Budget $231,763 $0 $0 $0 $0 $0 $231,763 529 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Terramar Booster Pump Station Rehabilitation Project Number: UT00412 Project Location: 7075 W Jomax Rd Live Peoria Goal: Superior Public Services 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 Construction Funding Source Prp W/S Rev Bonds 2021 (Wtr) Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Total Budget $2,000,000 $0 $0 $0 $0 $0 $2,000,000 530 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Utility Billing System Project Number: UT00160 Project Location: Citywide Live Peoria Goal: Superior Public Services This project will replace the existing utility billing system with a new customer information system (CIS) for utility billing and revenue collection. The current utility billing system is several years old. The current system's performance will likely begin to degrade as the number of utility accounts increases, and the vendor may soon stop providing support for this version of its product. A new system will enhance functionality for utility customers and provide a stable, supported platform for this critical system that will accommodate the City's system requirements for several more years. This system will interface with other City information systems, such as meter reading, fixed asset accounting, financial accounting and e-government software. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Water Impact Fees South of Bell Rd Residential Solid Waste Base $0 $0 $5,000 $0 $0 $95,000 $100,000 Base $0 $0 $5,000 $0 $0 $55,000 $60,000 Base $0 $0 $5,000 $0 $0 $30,000 $35,000 Base $0 $0 $27,000 $0 $0 $473,000 $500,000 Base $0 $0 $5,000 $0 $0 $70,000 $75,000 Base $0 $0 $58,000 $0 $0 $1,142,000 $1,200,000 Computer Software Storm Water Drainage System Water Impact Fees Vistancia Wastewater Base $0 $0 $32,000 $0 $0 $568,000 $600,000 Computer Software Commercial Solid Waste Computer Software Computer Software Computer Software Computer Software Computer Software Computer Software Base $0 $0 $13,000 $0 $0 $227,000 $240,000 Total Budget $0 $0 $150,000 $0 $0 $2,660,000 $2,810,000 531 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Vistancia Zone 5W Waterline Project Number: UT00520 Project Location: Lone Mountain Parkway and Loop 303 Live Peoria Goal: Superior Public Services This project provides for the project coordination, public involvement, design, land acquisition, construction, materials testing, construction administration, utility coordination, and all related sitework for the construction of approx. 2,500 linear feet of 24-inch waterline near Lone Mountain Parkway and Loop 303. The new waterline will connect the Zone 4/5 Booster Pump Station to an existing 24-inch waterline in Lone Mountain Parkway, providing additional redundancy and improved system pressures in the Vistancia Zone 5W pressure zone. Budget by Fiscal Year Category Design Cap ENG Chargebacks Construction Svc Charges-Arts Commission Funding Source Water Impact Fees Vistancia Water Impact Fees Vistancia Water Impact Fees Vistancia Water Impact Fees Vistancia Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $0 $0 $0 Base $0 $0 $0 $150,000 $0 $0 $150,000 $50,000 $50,000 $0 $100,000 Base $0 $0 $0 $0 $1,420,000 $0 $1,420,000 Base $0 $0 $0 $1,500 $14,200 $0 $15,700 Total Budget $0 $0 $0 $201,500 $1,484,200 $0 $1,685,700 532 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Water & Wastewater Rate Study Project Number: UT00298 Project Location: Citywide Live Peoria Goal: Superior Public Services 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 Category Other Professional Services Other Professional Services Other Professional Services Other Professional Services Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Wastewater Base $50,000 $0 $0 $50,000 $0 $50,000 $150,000 Residential Solid Waste Base $50,000 $0 $0 $50,000 $0 $50,000 $150,000 Water Base $50,000 $0 $0 $50,000 $0 $50,000 $150,000 Funding Source Commercial Solid Waste Base $25,000 $0 $0 $25,000 $0 $25,000 $75,000 Total Budget $175,000 $0 $0 $175,000 $0 $175,000 $525,000 533 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Water Line Assessment and Replacement Project Number: UT00335 Project Location: Citywide Live Peoria Goal: Superior Public Services This project will include the identification, design, and replacement of waterlines throughout the City that have a history of main breaks or are reaching their end of service life. Portions of the City's water distribution system exceeds 25 years in age and some are constructed of materials that would not meet the current design criteria. These issues are compounded in some areas by improper pipe bedding during installation. By replacing these aging or substandard waterlines, the City can help minimize costly main breaks, service outages and property damage. Budget by Fiscal Year Funding Source Carryover/ Base Other Professional Services Construction Water Water Svc Charges-Arts Commission Construction Water Base Category Water FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $151,400 $0 $0 $0 $0 $0 $151,400 Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 $7,500,000 $15,000,000 Base $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 Total Budget $2,651,400 $1,515,000 $1,515,000 $1,515,000 $1,515,000 $7,575,000 $16,286,400 534 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Water Loss Audit System Improvements Project Number: UT00521 Project Location: Citywide Live Peoria Goal: Smart Growth The Water Services Department recently completed a water loss audit per the American Water Works Association (AWWA) standards. Several items were identified as needing improvement to reduce water loss in our system. Reducing water loss has been identified as a goal in our new sustainability program and is a significant step in reducing our long-term water needs. This project will provide funding for design and construction of items such as flow meter replacement, leak detection and monitoring devices and other related system improvements. Budget by Fiscal Year Category Construction Funding Source Water Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $99,000 $0 $0 $0 $0 $0 $99,000 Total Budget $99,000 $0 $0 $0 $0 $0 $99,000 535 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Water Meter Replacement Program Project Number: UT00326 Project Location: Citywide Live Peoria Goal: Superior Public Services The City has an inventory of over 62,000 water meters that provide potable water to our community. It is very important to ensure that the City’s water billing data meets accuracy standards going forward, and the most cost-effective approach to accomplish that is to replace meters at the end of their lifecycle. In addition, an increased City focus on water conservation has identified a need to update the technology of these meters. This project will provide funding for a technology study and replacement of our water meters on a periodic basis. In FY23, funding is provided to replace bad-tune meters. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Other Equipment Wastewater Base $0 $0 $0 $1,573,425 $1,621,710 $1,668,330 $4,863,465 Other Equipment Base $0 $0 $0 $2,700,000 $0 $0 $2,700,000 Other Equipment Prp W/S Rev Bonds 2021 (Wtr) Water Base $0 $0 $0 $451,575 $3,248,290 $3,341,670 $7,041,535 Studies Water $0 $0 $45,000 Base $45,000 $0 $0 $0 Total Budget $45,000 $0 $0 $4,725,000 536 $4,870,000 $5,010,000 $14,650,000 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Water System R&M Expense Program Project Number: UT00438 Project Location: Citywide Live Peoria Goal: Superior Public Services This project will provide for major repair, maintenance, assessment and rehabilitation of our water distribution and treatment infrastructure. As the City's water system ages it becomes necessary to account for replacement and rehabilitation of existing infrastructure to maintain an efficient and reliable system. This project will provide funding for high dollar projects not normally handled through an O&M budget. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Water Base $600,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,000,000 Construction Water Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Svc Charges-Arts Commission Water $6,000 $30,000 $54,000 $606,000 $3,030,000 $6,454,000 Base Total Budget $0 $6,000 $6,000 $6,000 $1,000,000 $606,000 $606,000 $606,000 537 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Water/Wastewater Hydraulic Model Update Program Project Number: UT00428 Project Location: Citywide Live Peoria Goal: Superior Public Services This project provides funding to utilize the City's existing hydraulic models for scenario planning of the 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. Budget by Fiscal Year Category Other Professional Services Other Professional Services Other Professional Services Other Professional Services Funding Source Carryover/ Base FY 2023 Wastewater FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $229,345 $0 $0 $0 $0 $0 $229,345 Water Base $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 Water Carryover $61,327 $0 $0 $0 $0 $0 $61,327 Wastewater Base $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 Total Budget $340,672 $50,000 $50,000 $50,000 $50,000 $250,000 $790,672 538 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Water/Wastewater/Expansion Fee Update Project Number: UT00070 Project Location: Citywide Live Peoria Goal: Smart Growth This study will update water and wastewater expansion fees. These fees are required to be updated every four 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 Category Other Professional Services Other Professional Services Other Professional Services Other Professional Services Other Professional Services Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Wtr IF 2019 N of Bell Base $25,000 $0 $0 $0 $0 $25,000 $50,000 Wastewater Impact Fees - East of Agua Fria Water Impact Fees South of Bell Rd Water Impact Fees Vistancia Wastewater Impact Fees - West of Agua Fria Base $29,500 $0 $0 $0 $0 $29,500 $59,000 Base $5,000 $0 $0 $0 $0 $5,000 $10,000 Base $20,000 $0 $0 $0 $0 $20,000 $40,000 Base $20,500 $0 $0 $0 $0 $20,500 $41,000 Total Budget $100,000 $0 $0 $0 $0 $100,000 $200,000 Funding Source 539 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Weedville Well Site Rehabilitation Project Number: UT00441 Project Location: 72nd Lane and Redfield Road Live Peoria Goal: Superior Public Services 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 site work for rehabilitation of the existing Weedville Well and Reservoir sites. The project will be a joint project with SRP to drill and equip a new well. In addition, the City will rehabilitate the existing reservoir and booster pump station site to bring it up to current City standards. This project may also include processing of utility company (APS, Cox, Qwest/CenturyLink, SRP, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Construction Construction Funding Source Prp W/S Rev Bonds 2021 (Wtr) Water Impact Fees South of Bell Rd Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $1,041,661 $0 $0 $0 $0 $0 $1,041,661 Carryover $1,322,047 $0 $0 $0 $0 $0 $1,322,047 Total Budget $2,363,708 $0 $0 $0 $0 $0 $2,363,708 540 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Wellhead Water Quality Mitigation Project Number: UT00272 Project Location: Citywide Live Peoria Goal: Superior Public Services 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 rehabilitation or arsenic treatment systems. Budget by Fiscal Year Category Construction Funding Source Prp W/S Rev Bonds 2021 (Wtr) Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Carryover $1,750,000 $0 $0 $0 $0 $0 $1,750,000 Total Budget $1,750,000 $0 $0 $0 $0 $0 $1,750,000 541 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Wells - New Construction Project Number: UT00117 Project Location: Citywide Live Peoria Goal: Smart Growth 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, pre-design 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: a test well to determine feasibility of the location, drilling of the well, and equipping of the well to pump water into the system. With land acquisition included, this is typically a three-year process. Budget by Fiscal Year Category Funding Source Carryover/ Base Construction Water Land Acquisition Water Impact Fees North of Bell Rd Wtr IF 2019 N of Bell Carryover FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total $0 $0 $0 $0 $0 $2,000,000 $2,000,000 $64,380 $0 $0 $0 $0 $0 $64,380 Base $0 $43,000 $0 $0 $0 $57,000 $100,000 Wtr IF 2019 N of Bell Base $0 $0 $0 $0 $0 $70,000 $70,000 Water Impact Fees North of Bell Rd Wtr IF 2019 N of Bell Base $0 $900,000 $0 $0 $0 $0 $900,000 Base $0 $3,400,000 $0 $0 $0 $3,700,000 $7,100,000 Other Professional Services Construction Wtr IF 2019 N of Bell Base $0 $0 $0 $0 $0 $200,000 $200,000 Water Expansion Carryover $14,516 $0 $0 $0 $0 $0 $14,516 Construction Water Impact Fees North of Bell Rd Water Impact Fees North of Bell Rd Wtr IF 2019 N of Bell Carryover $1,121,638 $0 $0 $0 $0 $0 $1,121,638 Carryover $374,708 $0 $0 $0 $0 $0 $374,708 $0 $400,000 Svc Charges-Arts Commission Land Acquisition Construction Construction Other Professional Services Design Base FY 2023 Base $400,000 $0 $0 $0 $0 Total Budget $1,975,242 $4,343,000 $0 $0 $0 $6,027,000 $12,345,242 542 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water West Agua Fria Water Lines Project Number: UT00170 Project Location: Vistancia Live Peoria Goal: Smart Growth 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 2023 Construction Water Carryover Svc Charges-Arts Commission Construction Water Impact Fees Vistancia Water Impact Fees Vistancia Water Impact Fees Vistancia Category Construction FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total $895,050 $0 $0 $0 $0 $0 $895,050 Base $0 $18,812 $0 $0 $0 $0 $18,812 Base $0 $1,881,188 $0 $0 $0 $0 $1,881,188 Carryover $975,987 $0 $0 $0 $0 $0 $975,987 Total Budget $1,871,037 $1,900,000 $0 $0 $0 $0 $3,771,037 543 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Westland Reservoir/Booster Station - Phase II Project Number: UT00502 Project Location: 126th Avenue and Westland Road Live Peoria Goal: Superior Public Services 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 Cap ENG Chargebacks Construction Svc Charges-Arts Commission Design Funding Source Water Impact Fees Vistancia Water Impact Fees Vistancia Water Impact Fees Vistancia Water Impact Fees Vistancia Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Base $0 $0 Base $0 $0 Base $0 $0 $30,500 Total $10,000 $10,000 $0 $0 $20,000 $2,450,000 $3,000,000 $0 $0 $5,450,000 $30,000 $0 $0 $60,500 Base $0 $0 $600,000 $0 $0 $0 $600,000 Total Budget $0 $0 $3,090,500 $3,040,000 $0 $0 $6,130,500 544 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water White Mountain Apache Tribe Water Rights Purchase Project Number: UT00234 Project Location: Citywide Live Peoria Goal: Smart Growth This project addresses a potential future shortage of renewable water resources as identified in the 2015 Integrated Water Utilities Master Plan (IWUMP). This project will purchase an additional 1,289 acre-feet of White Mountain Apache Tribe water, pending completion of negotiations between the federal government and the White Mountain Apache Tribe and approval by Congress. Budget by Fiscal Year Category Wholesale Water Purchases Wholesale Water Purchases Funding Source Water Impact Fees South of Bell Rd Water Resource Fees Post 8-1-2014 Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Base $0 $700,000 $0 $0 $0 $0 $700,000 Base $0 $1,117,023 $563,007 $535,871 $508,666 $481,461 $3,206,028 Total Budget $0 $1,817,023 $563,007 $535,871 $508,666 $481,461 $3,906,028 545 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Zone 1/2 PRV Upgrades (91st and Cactus) Project Number: UT00261 Project Location: 91st Ave & Cactus Rd Live Peoria Goal: Superior Public Services 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 Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Water Carryover $350,000 $0 $0 $0 $0 $0 $350,000 Water System Water Base $0 $0 $0 $0 $0 $0 $0 Water System Water Category Carryover $0 $0 $0 $0 $0 $0 $0 Total Budget $350,000 $0 $0 $0 $0 $0 $350,000 546 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Zone 2/3 Booster Station Project Number: UT00516 Project Location: 91st Avenue and Greenway Road Live Peoria Goal: Superior Public Services 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. In addition, the Principles of Sound Water Management document has identified the need to utilize more of our Greenway SRP surface water. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Svc Charges-Arts Commission Design Water Base $0 $0 $0 $26,000 $26,000 $0 $52,000 Water Base $0 $0 $520,000 $0 $0 $0 $520,000 Construction Water Base $0 $0 $0 $2,600,000 $2,600,000 $0 $5,200,000 Total Budget $0 $0 $520,000 $2,626,000 $2,626,000 $0 $5,772,000 547 City of Peoria FY2023 Annual Program Budget Capital Improvement Program Water Zone 6E Reservoir & Booster Pump Station Project Number: UT00526 Project Location: Lake Pleasant Parkway and CAP Canal Live Peoria Goal: Smart Growth The Zone 6E Reservoir & Booster Pump Station will serve as a regional storage and booster pump facility for a large geographical area near Lake Pleasant Parkway between Loop 303 and SR74. This facility is needed to serve expected commercial and residential growth in the Lake Pleasant Parkway corridor, as well as to provide possible treatment of water produced at multiple area wells. Expected improvements include a 2.5 million gallon reservoir, two booster pump stations serving Pressure Zones 5E and 6E, chlorine disinfection, arsenic treatment, on-site pipeline and all associated electrical, instrumentation and control equipment. Budget by Fiscal Year Category Funding Source Carryover/ Base FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 28-32 Total Construction Water Base $0 $0 $1,300,000 $0 $0 $0 $1,300,000 Construction Prp W/S Rev Bonds 2021 (Wtr) Water Base $0 $0 $6,500,000 $7,800,000 $0 $0 $14,300,000 Base $0 $0 $78,000 $78,000 $0 $0 $156,000 Svc Charges-Arts Commission Studies Water Base $250,000 $0 $0 $0 $0 $0 $250,000 Design Water Base $0 $1,000,000 $0 $0 $0 $0 $1,000,000 Cap ENG Chargebacks Water $120,000 Base Total Budget $0 $20,000 $50,000 $50,000 $0 $0 $250,000 $1,020,000 $7,928,000 $7,928,000 $0 $0 $17,126,000 548 Schedules 549 550 City of Peoria FY 2023 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 a list of projected Streetlight and Maintenance Improvement Districts revenues. 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 the City’s Capital Improvement Projects for the upcoming year. Schedule 10 is a summary of new budget requests, called “supplementals.” Schedule 11 is State of Arizona Auditor General Schedule A which shows the estimated revenues and expenditures. Schedule 12 is State of Arizona Auditor General Schedule B which summarizes the tax levy and tax rate information. Schedule 13 is State of Arizona Auditor General Schedule C which is a summary of the fund type of revenues other than property taxes. Schedule 14 is State of Arizona Auditor General Schedule D which shows the fund type of other financing sources/uses and interfund transfers. Schedule 15 is State of Arizona Auditor General Schedule E which summarizes by the department expenditures within each fund type. Schedule 16 is State of Arizona Auditor General Schedule F which is a summary of fund expenditures/expenses by department. Schedule 17 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. 551 Schedule 1 - All Funds Summary Estimated Balance 7/1/22 Fund Name Project Revenues Transfers In Total Sources 1 General Fund $ 98,079,138 $ 186,089,035 $ 2 Half Cent Sales Tax Fund $ 46,059,222 $ 30,661,851 $ 3 Other Reserve Funds $ 5,910,000 $ 50,000 $ 5,000,000 $ 10,960,000 $ 150,048,360 $ 216,800,886 $ 17,234,469 $ 384,083,715 4 Streets $ 12,717,385 $ 17,108,765 $ 2,099,179 $ 31,925,329 5 Streetlight Improvement Districts $ 18,536 $ 1,101,179 $ - $ 1,119,715 6 Maintenance Improvement Districts $ 1,168 $ 96,688 $ - $ 97,856 7 Transportation Sales Tax Fund $ 21,065,299 $ 18,675,891 $ - $ 39,741,190 8 Development Fee Funds $ 31,536,029 $ 14,393,291 $ - $ 45,929,320 9 Public Housing $ - $ - $ - $ - 10 Home and Housing Grants $ - $ 853,182 $ - $ 853,182 $ 755,000 $ $ 6,199,738 $ 18,284 $ - $ 18,284 $ 1,837,843 $ - $ 3,233,624 24,562,195 Total General & Other - 296,402,642 76,721,073 $ 12 Attorney Grants $ 13 Public Safety Grants $ 1,395,781 14 Other Grants $ 18,597,186 $ 5,965,009 $ - $ 15 Community Service Grants $ 126,800 $ 600,000 $ - $ 726,800 $ 87,625,922 $ 61,405,132 $ $ 154,407,233 - 3,277,000 $ $ 11 Transit Total Special Revenue Funds 2,167,738 12,234,469 5,376,179 16 Water $ 38,354,036 $ 53,725,098 $ - $ 92,079,134 17 Water Replacement & Reserves $ 12,023,208 $ 1,702,984 $ 317,000 $ 14,043,192 18 Water Expansion $ 12,012,361 $ 7,712,781 $ - $ 19,725,142 19 Water Bonds $ 2,899,575 $ 20,018,894 $ - $ 22,918,469 20 Water Improvement Districts $ 21 Wastewater $ 23,052,605 22 Wastewater Replacement & Reserves $ 9,761,109 $ 23 Wastewater Expansion $ 4,021,989 $ 24 Wastewater Bonds $ 1,861,072 $ 8,096,610 25 Wastewater Improvement Districts $ 26 Residential Solid Waste $ 6,122,154 27 Commercial Solid Waste $ 2,104,366 $ 2,605,706 $ - $ 4,710,072 28 Solid Waste Reserves $ 2,753,826 $ 1,829,077 $ 111,500 $ 4,694,403 $ - $ - $ $ $ 29 Solid Waste Expansion $ 97 30 Sports Complex Operations/Maintenance $ (382,634) $ 31 Sports Complex Equipment Reserves $ 1,040,728 $ 115,624,492 Total Enterprise Funds - $ - $ $ - $ 49,624,037 203,290 $ 66,420 $ 10,030,819 3,872,675 $ - $ 7,894,664 $ - $ 9,957,682 $ - $ $ - $ 26,571,432 14,379,616 - $ 2,526,000 $ $ 304,956 $ $ 143,549,119 $ 4,056,800 4,551,720 $ 97 6,200,166 $ 1,345,684 $ 263,725,331 $ 776,063 $ 6,424,855 $ 33 Fleet Reserve $ 12,367,026 $ 3,155,764 $ 34 Insurance Reserve $ 29,584,054 $ 28,257,854 $ 35 Facilities Maintenance $ 1,092,671 $ 7,182,788 $ 36 Information Technology $ 1,837,856 $ 12,953,246 $ 1,060,996 37 Information Technology Reserve $ 2,707,808 $ 770,006 $ 38 Information Technology Projects $ 306,667 $ - $ Total Internal Service Funds $ 48,672,145 $ 58,744,513 $ 39 Fireman's Pension $ 13,157 $ 125 $ 40 Agency Funds $ - $ - $ $ 13,157 $ 125 $ 41 General Obligation Bonds $ 30,318,445 $ 42,854,104 $ 42 MDA Bonds $ - $ 65,135 $ 43 HURF Bonds $ - $ - $ - $ 44 Capital Projects - Streets/Economic Development $ $ - $ Total Trust & Agency Funds 14,243,391 $ 6,700,779 20,501,770 $ 32 Fleet Maintenance - - $ 7,200,918 $ 16,858,154 - $ 57,841,908 - $ 8,275,459 $ 15,852,098 1,311,660 $ 4,789,474 30,000 $ 336,667 3,738,020 $ 111,154,678 - $ 13,282 - $ - - $ 13,282 - $ 73,172,549 - $ 65,135 1,335,364 20,944,170 45 Improvement Districts $ - $ - $ - $ - 46 Facility Projects $ - $ - $ - $ - 47 Outside Source Fund $ 1,114,190 $ 28,546,526 $ - $ 29,660,716 $ 45,676,026 $ 78,166,544 $ - $ 123,842,570 48 General Obligation Bonds $ 14,399,108 $ 22,019,530 $ $ 36,418,638 49 Other Bonds $ 5,280,602 $ 26,550 $ $ 9,506,002 50 Improvement Districts $ $ - $ Total Capital Projects Funds - 4,198,850 - $ - Total Debt Service Funds $ 19,679,710 $ 22,046,080 $ 4,198,850 $ 45,924,640 All Funds Total $ 467,339,812 $ 580,712,399 $ 35,099,238 $ 1,083,151,449 552 Schedule 1 - All Funds Summary Estimated Balance Operations Capital Projects Long-Term Debt Contingency Total Expenditure Transfers Out Total Uses 6/30/23 $ 189,585,683 $ 10,941,482 $ - $ 39,593,299 $ 240,120,464 $ 7,675,514 $ 247,795,978 $ 48,606,664 1 $ 2,765,762 $ 6,620,958 $ - $ 20,000,000 $ 29,386,720 $ 16,496,016 $ 45,882,736 $ 30,838,337 2 $ 8,275,627 $ - $ $ 8,275,627 $ $ 8,275,627 $ 2,684,373 3 $ 25,838,067 $ - $ 59,593,299 $ 277,782,811 $ $ 301,954,341 $ 82,129,374 $ 9,278,359 1,500,000 $ 23,060,364 $ - $ 192,351,445 $ 12,282,005 $ - $ - $ - $ $ 105,200 $ 27,679,210 $ 5,000,000 $ 11,683,438 $ - $ - - $ - $ $ - $ - - $ - $ $ - $ 3,500,000 3,000,000 $ - $ $ - $ - - $ $ - $ 31,284,410 $ 19,683,438 $ - 24,171,530 $ 325,928 $ 23,386,292 $ 8,539,037 4 $ 1,099,179 $ 1,099,179 $ 20,536 5 $ 96,588 $ 96,588 $ 1,268 6 $ 8,294,996 $ 39,579,406 $ 161,784 7 19,683,438 $ 26,245,882 $ - $ $ - $ - $ $ 853,182 $ - $ - $ - $ 853,182 $ - $ 853,182 $ $ 4,560,916 $ - $ - $ - $ 4,560,916 $ - $ 4,560,916 $ - 8 9 - 10 1,638,822 11 $ 18,284 $ - $ - $ - $ 18,284 $ - $ 18,284 $ - 12 $ 3,179,930 $ - $ - $ - $ 3,179,930 $ - $ 3,179,930 $ 53,694 13 $ 13,806,306 $ $ 713,256 $ $ 40,519,079 $ $ 33,888,036 $ $ 1,876,433 $ $ 265,270 $ 7,885,871 $ - $ - $ 8,151,141 $ - $ $ - $ 22,918,469 $ - $ - $ 22,918,469 $ - $ $ - $ 5,408,070 $ - $ $ - $ 54,049,077 $ - $ 11,000,000 27,851,111 $ 8,317,279 $ 3,000,000 - - - $ $ - - $ $ 3,000,000 - - - $ 22,214,376 $ 225,327 $ 22,439,703 $ 2,122,492 14 $ 713,256 $ - $ 713,256 $ 13,544 15 $ 105,568,156 $ 10,042,018 $ 115,610,174 $ 38,797,059 $ 73,056,426 $ 576,320 $ 73,632,746 $ 18,446,388 16 $ 1,876,433 $ - $ 1,876,433 $ 12,166,759 17 8,151,141 $ 11,574,001 22,918,469 $ $ - $ - $ $ 194,870 $ - $ - 18 19 - 20 $ 13,821,728 $ 66,420 $ $ - $ - $ 66,420 $ - $ 66,420 $ 9,964,399 22 $ - $ 3,536,773 $ - $ - $ 3,536,773 $ - $ 3,536,773 $ 4,357,891 23 $ - $ 9,957,682 $ - $ - $ 9,957,682 $ - $ 9,957,682 $ - $ - $ - $ - $ - $ $ - $ $ - $ - $ $ 111,500 $ $ 24,336,546 - $ 4,525,299 $ 2,000,000 $ 44,683,573 - 44,878,443 - $ 4,745,594 21 24 25 $ 15,223,166 $ 50,000 $ 2,635,772 $ 25,000 $ - $ - $ 2,660,772 $ - $ 2,660,772 $ 2,049,300 27 $ 2,461,500 $ - $ - $ - $ 2,461,500 $ - $ 2,461,500 $ 2,232,903 28 $ $ $ - $ - $ - $ 6,180,671 $ - $ - $ - $ $ 137,000 $ 151,500 $ - $ - $ 76,555,996 $ 96,712,952 $ $ 7,123,339 $ - $ - $ $ 4,437,320 $ - $ - $ $ 28,475,501 $ - $ - $ $ - 1,000,000 12,842,578 $ 16,273,166 $ - $ 6,180,671 $ - $ $ 288,500 $ - $ 192,111,526 $ 882,690 - $ 7,123,339 $ - $ 4,437,320 $ $ 31,475,501 $ 6,000,000 3,000,000 - 16,384,666 - $ 4,117,104 26 $ 97 29 6,180,671 $ 19,495 30 $ 288,500 $ 1,057,184 31 $ 192,994,216 $ 70,731,115 3,000 $ 7,126,339 $ 74,579 - $ 4,437,320 $ 12,420,834 33 - $ 31,475,501 $ 26,366,407 34 32 $ 7,253,370 $ - $ - $ - $ 7,253,370 $ - $ 7,253,370 $ 1,022,089 35 $ 13,808,390 $ - $ - $ - $ 13,808,390 $ - $ 13,808,390 $ 2,043,708 36 $ 995,953 $ $ 30,000 $ $ 62,123,873 $ $ 10,200 $ - $ - $ $ - $ - $ - $ $ 10,200 $ - $ - $ - $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ 26,551,243 $ $ - $ - $ 7,525,455 $ $ - $ - $ $ - $ $ - $ - $ 34,076,698 $ - $ 34,076,698 $ 46,919,276 $ $ 783,000,000 $ $ 371,560,593 $ 2,537,676 2,537,676 66,480,693 - $ - $ - $ 3,533,629 $ - $ 3,533,629 $ 1,255,845 37 $ - $ - $ 30,000 $ - $ 30,000 $ 306,667 38 $ - $ $ 67,661,549 $ 3,000 $ 67,664,549 $ 43,490,129 - $ 10,200 $ - $ 10,200 $ 3,082 39 - $ - $ - $ - $ - 40 $ 10,200 $ - $ 10,200 $ 3,082 66,480,693 66,480,693 $ 6,691,856 41 $ 65,135 42 3,000,000 $ - $ - $ $ - $ - $ $ - $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ 28,506,526 $ - $ - $ 105,789,060 $ - $ - 10,801,841 284,926,832 - - - $ - $ - $ - $ $ - $ - $ - $ - $ - - $ - $ - $ - 28,506,526 $ - $ 28,506,526 $ 1,154,190 $ 105,789,060 $ - $ 105,789,060 $ 18,053,510 - $ 26,551,243 $ - $ 26,551,243 $ 9,867,395 48 - $ 7,525,455 $ - $ 7,525,455 $ 1,980,547 49 $ - $ $ - $ 34,076,698 $ 11,847,942 $ 818,099,238 $ 265,052,211 79,593,299 553 - $ $ 10,801,841 - 35,099,238 10,801,841 - $ $ $ 10,142,329 - 43 44 45 46 47 50 554 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals FY2021 Actuals FY2022 Budget FY2023 Budget Cablevision Franchise $1,639,805 $1,573,928 $1,700,000 $1,700,000 $5,969 $0 $0 $0 $4,418,893 $4,810,892 $5,165,020 $5,483,655 $411,493 $145,790 $250,000 $150,000 General Fund Taxes Govt Prop Lease Excise Tax Rev Property Tax Sales Tax Recoveries Sales Tax-Advertising $25,582 $29,592 $30,000 $30,000 Sales Tax-Amusements $693,602 $717,468 $700,000 $700,000 Sales Tax-Apts/Rm House/Resid $2,209,092 $2,504,922 $2,298,010 $2,707,849 Sales Tax-Commercial Rental $1,817,258 $2,010,908 $1,891,625 $2,155,794 Sales Tax-Constr Contracting $6,373,160 $5,928,942 $6,000,000 $6,225,390 Sales Tax-Hotels/Motels $1,027,551 $1,004,224 $971,375 $1,076,578 Sales Tax-Job Printing $22,048 $23,283 $23,000 $23,000 Sales Tax-Penalties/Interest $56,807 $12,413 $75,000 $20,000 Sales Tax-Publishing $28,129 $25,654 $30,000 $30,000 Sales Tax-Rent/Tangible Prop $1,198,698 $1,194,481 $1,237,225 $1,219,565 Sales Tax-Restaurants/Bars $8,283,755 $9,642,892 $8,262,508 $10,424,075 Sales Tax-Retail $29,239,415 $35,239,593 $31,794,432 $38,094,396 $402,954 $274,451 $400,084 $250,000 Sales Tax-Telecommunication Sales Tax-Trailer Courts $0 $0 $0 $0 Sales Tax-Transp for Hire $4,621 $13,471 $0 $0 $2,516,083 $2,740,023 $2,526,000 $2,521,000 $0 $0 $0 $0 Small Cell Annual Fees $5,109 ($19,647) $0 $0 SRP In-lieu Tax $53,831 $52,880 $30,000 $30,000 Use Tax $1,296,543 $1,972,827 $1,431,500 $1,812,831 Utility Franchise $3,131,342 $3,411,670 $3,536,097 $3,566,276 $64,861,739 $73,310,659 $68,351,876 $78,220,409 Auto Lieu Tax $7,313,007 $8,349,703 $7,712,000 $7,835,000 Grant Revenue $0 $52,371 $0 $0 Sales Tax-Utilities Sales Tax-Vehicle Rental Subtotal - Taxes Intergovernmental Revenue Grant Revenue - Federal $60,223 $4,605 $0 $0 Grant Revenue-Comm Svc $9,534 $528,215 $0 $0 Intergovtl Participation $0 $25,185 $0 $0 Intergovtl Partic-PD $0 $0 $0 $0 Peoria Distr Share-Pool $195,025 $199,079 $253,548 $288,606 State Shared Sales Tax $17,079,368 $20,186,716 $19,408,000 $24,045,228 Urban Revenue Sharing $22,275,583 $25,147,285 $22,547,699 $29,000,000 $46,932,741 $54,493,159 $49,921,247 $61,168,834 Addressing Fee $13,225 $32,850 $19,513 $30,711 Advanced Life Support Fees $126,123 $63,588 $75,000 $60,000 Allocated Interdept Svc Chrgs $15,553,913 $16,231,480 $16,622,348 $17,792,557 Subtotal - Intergovernmental Revenue Charges for Service 555 1 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals FY2021 Actuals FY2022 Budget FY2023 Budget ALS Ambulance Transport $3,662,164 $4,161,757 $4,859,259 $4,800,000 Ambulance Medical Supplies Reimbursement $0 $0 $0 $0 Ambulance Mileage Reimbursement $0 $0 $0 $0 Assmt Modification Fees $0 $0 $0 $0 BLS Ambulance Transport $0 $0 $0 $0 CFD Appl/Process Fee $30,000 $0 $0 $0 CIP Engineering Charges $1,650,000 $2,500,000 $2,699,602 $2,841,748 CIP Finance Charges $60,000 $60,000 $120,000 $120,000 Concrete Inspection $494,766 $259,994 $288,820 $280,130 Dry Utility Review $208,750 $144,000 $124,353 $187,862 EMS Contract Misc Fees $284,744 $207,886 $275,000 $120,000 Eng Plan Check-Grd/Drng $164,660 $220,680 $117,634 $208,048 Eng Plan Chk-Offsite Imp ($3,600) $0 $0 $0 Eng Plan Chk-Street Light $13,520 $36,720 $16,629 $34,300 Engineering Applications $62,946 $72,149 $36,859 $68,229 Expedited Engineering Review $1,440 $0 $20,031 $35 $0 $480 $1,858 $1,858 $2,185 $7,950 $0 $0 Expedited Plan Check Fee Fees for Gen Svcs-Fire Fees for General Services $7,706 $8,443 $5,875 $5,000 Fees for General Svcs-Police $52,905 $57,477 $45,000 $45,000 Filing-Election Argument Fee $0 $400 $0 $0 Filming Application and Fees $100 $50 $0 $0 Fire- Commercial Inspections $425,294 $481,830 $375,000 $375,000 Fire EMT Services $0 $0 $0 $0 Fire Svc to County Islands $208,192 $212,730 $180,000 $180,000 Fire-New Bldg Inspection Fee $25,540 $27,511 $30,000 $30,000 Fire-Plans Review Fee $78,369 $84,195 $75,000 $75,000 Fire-Resale Revenue Grading/Drainage Insp Fees $3,242 $4,265 $7,000 $7,000 $292,595 $305,456 $192,239 $315,567 $700 $0 $0 $0 $1,600 $0 $0 $0 Homeowners Assoc Academy Fee In Kind Revenues KRASH Revenue $477 $0 $0 $0 Landscape Fees-Eng $57,280 $93,600 $49,027 $87,955 Library Copy/Print Fees - Branch $4,536 $2,341 $6,500 $6,500 Library Copy/Print Fees - Main $10,193 $5,150 $11,000 $11,000 Library non-fine revenues ($155) $0 $0 $0 Lien Filing Fees $771 $3,537 $0 $0 MID Appl/Process Fee $8,865 $10,605 $8,304 $10,019 New Const Inspect-After hours $2,600 $200 $500 $500 Passport Application fee Pawn Shop Transaction Fees Plan Check Fees $0 $5,250 $0 $18,618 $47,036 $37,769 $60,000 $45,000 $1,170,892 $1,137,877 $906,136 $1,204,319 Planning Appl/Review Fee $347,151 $453,755 $325,000 $325,000 Plans/Spec Doc Fees $15,350 $17,350 $8,051 $16,412 Rec Revenue-Adapt Rec Prog $62,682 $1,195 $57,566 $61,249 556 2 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals FY2021 Actuals FY2022 Budget FY2023 Budget $2,271,822 $1,238,031 $2,496,452 $2,693,515 $765 $700 $5,877 $9,681 Rec Revenue-Senior Program $63,514 $1,757 $66,029 $68,215 Rec Revenue-SIC - Adult $12,862 $4,745 $21,622 $19,460 Rec Revenue-SIC - Youth $81,149 $51,159 $108,300 $111,717 Rec Revenue-Special Events $138,883 $6,694 $285,000 $465,000 Rec Revenue-Sports Programs - Adult $152,562 $67,800 $272,015 $420,282 Rec Revenue-Sports Programs - Youth $166,118 $151,980 $511,397 $477,924 Rec Revenue-Summer Camp $490,764 $329,029 $1,061,141 $1,100,340 Rec Revenue-Summer Rec Prg $31,752 ($90) $188,937 $195,977 Rec Revenue-AM/PM Program Rec Revenue-Outdoor Rec Revenue-Teen Program $12,977 $40 $77,016 $73,188 Rec Revenue-Tot Time Prog $350,346 $223,444 $569,926 $558,064 Recycling Program Revenue $7,857 $10,559 $5,000 $5,000 Reimb for O/S Inspec O/T $25,000 $7,175 $12,246 $7,519 Retaining Wall Inspection $30,861 $68,068 $50,567 $65,422 Retaining Wall Review Fee $5,080 $1,200 $6,442 $1,228 Rio Vista Program Revenues $40,346 $5,937 $110,447 $123,044 Rio Vista Rec Center Memberships $499,446 $156,087 $927,754 $1,033,569 Rio Vista Retail Sales $9 $0 $0 $0 Sewer Inspection Fees $290,925 $138,320 $220,794 $143,746 Sewer Review Fee-Eng $49,490 $69,030 $54,853 $65,032 SLID Appl/Process Fee $8,775 $9,435 $8,481 $8,934 Storm Drainage Report-Eng $23,491 $32,056 $28,157 $30,212 Storm Water Mgmt Rpt-Eng $21,600 $33,480 $31,919 $31,486 Street Inspection Fees $611,320 $356,508 $349,649 $364,106 Street Review Fee-Eng $45,080 $130,740 $77,814 $122,053 Subdiv Final Plat Fee/Appl $28,708 $49,567 $36,091 $46,540 Swim Pool Admin Fees-Txb $185 $731 $0 $0 Swimming Pool Fees $147,416 $206,190 $435,660 $435,760 Ticket Sales-Other $4,574 $0 $0 $0 Traffic Impact Report-Eng $4,300 $11,400 $5,605 $10,651 Traffic Plan Check Fee $98,610 $90,970 $60,500 $96,514 Water Inspection Fees $333,433 $206,252 $186,051 $206,598 Water Review Fee-Eng Subtotal - Charges for Service $46,490 $75,570 $54,113 $71,017 $31,245,263 $30,685,083 $35,944,959 $38,426,411 $12,267 $38,389 $1,500 $1,500 Fines & Forfeitures Code Enforcement Fines Court Enhancement Fee ($9,449) $7,477 $0 $0 Court Fines and Forfeitures $445,848 $718,231 $689,000 $555,000 Court Fines-Police-Safety Equipment $14,203 $11,422 $15,000 $15,000 Court Fines-Public Safety-Attorney $33,318 $17,807 $15,000 $0 Court Fines-Public Safety-PD $69,768 $70,040 $60,000 $60,000 Deferred Prosecution Fees $65,509 $70,537 $40,000 $60,000 Enhanced School Zone Fines False Alarm Fines-Police $663 $303 $500 $500 $104,764 $111,075 $75,000 $100,000 557 3 Schedule 2 - All Funds Revenue Fund Category Account Description Incarceration Fees FY2020 Actuals FY2021 Actuals FY2022 Budget FY2023 Budget $99,540 $97,047 $117,000 $118,000 $0 ($7) $0 $0 Library Fines and Forfeitures - Branch $35,202 $11,753 $47,000 $47,000 Library Fines and Forfeitures - Main $32,272 $13,457 $42,000 $42,000 PD Impound Admin Fee $87,269 $94,476 $120,000 $120,000 $0 $70 $0 $0 JCEF Revenue Red Light Process Svc Fee Traffic School Receipts Subtotal - Fines & Forfeitures $258,588 $174,893 $331,000 $20,000 $1,249,763 $1,436,969 $1,553,000 $1,139,000 $79,126 $87,755 $70,000 $70,000 Licenses & Permits Alarm Permits Bingo License Fees $15 $0 $0 $0 Bldg Permit & Insp-Commercial $430,194 $344,410 $552,912 $387,364 Bldg Permit & Insp-Residential $2,756,494 $3,143,826 $2,228,543 $2,577,710 Field Permits-Sports Prg $20,604 $29,104 $43,149 $66,669 Fire Code Revenues $57,601 $60,905 $50,000 $50,000 Liquor Licenses and Permits $85,765 $78,778 $90,000 $90,000 Occupational Business License $218,510 $205,098 $200,000 $200,000 $0 $200 $500 $500 Off-Track Betting License Park Permits-Sports Prg $23,961 $20,575 $47,944 $74,076 Sales Tax Licenses $907,817 $1,166,488 $900,000 $900,000 Telecommunications License $4,000 $12,000 $0 $0 $344,996 $138,359 $298,833 $152,052 $4,929,082 $5,287,497 $4,481,881 $4,568,371 Auction Proceeds $3,076 $3,694 $5,000 $42,000 Cash Over/Short $2,588 ($476) $0 $0 Interest Income Utility Revocable Permits Subtotal - Licenses & Permits Miscellaneous Income $1,475,918 $966,833 $1,210,000 $910,000 Misc A/R Penalties $1,896 $1,679 $5,000 $5,000 Misc Police Revenues $174,653 $158,982 $150,000 $150,000 Other Revenue $36,933 $547,849 $20,000 $20,000 Reimb Revenue-General $15,798 $54,380 $426,048 $60,000 Reimb-Comm Svcs $4,186 $0 $500 $500 Reimb-Damage to City Prop. $112 $0 $0 $0 Reimbursement for O/T $450 $0 $2,500 $0 Reimbursement-Jury Duty $36 $0 $0 $0 Sale of Land $0 $0 $0 $0 Southwest Gas Capital Funds $0 $0 $0 $0 $6,549 $233,923 $100,000 $100,000 $1,722,195 $1,966,865 $1,919,048 $1,287,500 State Fire Reimbursement Subtotal - Miscellaneous Income Rents General Rent Revenue $41,942 $42,487 $40,000 $40,000 Paloma Park Concession Rent $0 $6,585 $20,000 $20,000 Paloma Park Field Permit/Rental $0 $22,355 $135,000 $135,000 558 4 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals Paloma Park Ramada Rentals FY2021 Actuals FY2022 Budget FY2023 Budget $0 $30,707 $30,000 $30,000 Pioneer Park Concessions Rent $20,682 $10,696 $25,000 $25,000 Pioneer Park Field Permits/Rental $108,064 $224,086 $190,000 $190,000 Pioneer Park Ramada Rentals $29,047 $26,903 $44,000 $44,000 Rent Rev-Comm Center $14,557 $3,836 $25,000 $25,000 Rent Revenue - Alter Group $181,523 $186,061 $175,000 $175,000 Rent Revenue - Arts Ctr Ticket Surchrg $11,096 $4,129 $0 $0 $0 $0 $0 $0 Rent Revenue - Salty Senoritas Rent Rev-Library $0 $0 $0 $0 Rent Rev-Swim Pool $18,096 $10,537 $15,999 $16,002 Rent-AZ Broadway Theater(KLOS) $53,568 $53,876 $50,000 $50,000 Rio Vista Concessions Rent $20,702 $10,290 $25,000 $25,000 Rio Vista Field Permits/Rental $76,692 $150,146 $130,000 $130,000 Rio Vista Ramada Rentals $25,825 $23,655 $65,000 $65,000 Rio Vista Rec Center Rentals $119,389 $28,577 $272,346 $303,508 Trails Permits/Rental $7,919 $8,983 $5,000 $5,000 Subtotal - Rents $729,100 $843,911 $1,247,345 $1,278,510 Total - General Fund $151,669,882 $168,024,142 $163,419,356 $186,089,035 $180,054 $71,868 $125,000 $75,000 Half-Cent Sales Tax Fund Taxes Sales Tax Recoveries Sales Tax-Advertising $12,793 $14,799 $15,000 $15,000 Sales Tax-Amusements $173,425 $179,392 $175,000 $175,000 Sales Tax-Apts/Rm House/Resid $1,104,730 $1,252,687 $1,149,005 $1,353,924 Sales Tax-Commercial Rental $908,789 $1,005,634 $945,812 $1,077,897 Sales Tax-Constr Contracting $3,187,152 $2,965,005 $1,550,000 $3,112,694 Sales Tax-Hotels/Motels $114,186 $111,594 $105,555 $118,423 Sales Tax-Job Printing $11,026 $11,643 $11,500 $11,500 Sales Tax-Penalties/Interest $28,015 $6,206 $37,500 $10,000 Sales Tax-Publishing $14,067 $12,829 $15,000 $15,000 Sales Tax-Rent/Tangible Prop $599,457 $597,348 $618,612 $609,782 Sales Tax-Restaurants/Bars $2,071,228 $2,411,060 $2,065,627 $2,606,018 Sales Tax-Retail $14,597,833 $17,595,992 $15,897,216 $19,047,198 $201,513 $137,250 $207,114 $125,000 $0 $0 $0 $0 Sales Tax-Telecommunication Sales Tax-Trailer Courts Sales Tax-Transp for Hire Sales Tax-Utilities $2,311 $6,737 $0 $0 $1,258,042 $1,370,012 $1,263,000 $1,260,500 Sales Tax-Vehicle Rental Use Tax Subtotal - Taxes $0 $0 $0 $0 $648,388 $986,591 $715,750 $906,415 $25,113,008 $28,736,647 $24,896,691 $30,519,351 559 5 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals FY2021 Actuals FY2022 Budget FY2023 Budget Miscellaneous Income Interest Income $333,345 Reimb Revenue-General $316,438 $142,500 $142,500 $10,000 $441,635 $0 $0 Subtotal - Miscellaneous Income $343,345 $758,074 $142,500 $142,500 Total - Half-Cent Sales Tax Fund $25,456,353 $29,494,721 $25,039,191 $30,661,851 $108,128 $43,218 $75,000 $45,000 Transportation Sales Tax Fund Taxes Sales Tax Recoveries Sales Tax-Advertising $7,677 $8,880 $9,000 $9,000 Sales Tax-Amusements $103,998 $107,575 $105,000 $105,000 Sales Tax-Apts/Rm House/Resid $662,778 $751,702 $689,403 $812,354 Sales Tax-Commercial Rental $545,334 $603,452 $567,488 $646,738 Sales Tax-Constr Contracting $1,912,431 $1,779,216 $930,000 $1,867,617 Sales Tax-Hotels/Motels $136,955 $133,838 $129,517 $143,543 Sales Tax-Job Printing $6,616 $6,987 $6,900 $6,900 $0 $0 $22,500 $6,000 Sales Tax-Penalties/Interest Sales Tax-Publishing $8,441 $7,698 $9,000 $9,000 Sales Tax-Rent/Tangible Prop $359,712 $358,452 $371,168 $365,869 Sales Tax-Restaurants/Bars $1,242,041 $1,445,826 $1,239,376 $1,563,611 Sales Tax-Retail $8,957,704 $10,776,909 $9,538,330 $11,428,318 $120,922 $82,360 $124,269 $75,000 $0 $0 $0 $0 Sales Tax-Telecommunication Sales Tax-Trailer Courts Sales Tax-Transp for Hire Sales Tax-Utilities $1,387 $4,043 $0 $0 $754,825 $822,007 $757,800 $756,300 Sales Tax-Vehicle Rental $0 $0 $0 $0 $389,072 $592,026 $429,450 $543,849 $15,318,022 $17,524,190 $15,004,201 $18,384,099 Interest Income $454,888 $206,738 $284,378 $291,792 Reimb Revenue-General $57,169 $39,760 $0 $0 Subtotal - Miscellaneous Income $512,057 $246,498 $284,378 $291,792 Total - Transportation Sales Tax Fund $15,830,079 $17,770,688 $15,288,579 $18,675,891 $9,398,000 $9,943,319 $10,954,243 $12,923,246 Use Tax Subtotal - Taxes Miscellaneous Income Information Technology Fund Charges for Service Interdepartmental Svc Chg Miscellaneous Income Auction Proceeds Interest Income $0 $0 $0 $0 $58,402 $40,746 $15,000 $30,000 560 6 Schedule 2 - All Funds Revenue Fund Category Account Description Reimb Revenue-General FY2020 Actuals FY2021 Actuals FY2022 Budget FY2023 Budget $20,427 ($9,831) $0 $0 Subtotal - Miscellaneous Income $78,829 $30,914 $15,000 $30,000 Total - Information Technology Fund $9,476,829 $9,974,234 $10,969,243 $12,953,246 $766,049 $751,399 $750,003 $750,006 $15,320 $28,699 $0 $0 Information Technology Reserve Fund Charges for Service Interdepartmental Svc Chg Miscellaneous Income Auction Proceeds Interest Income $44,140 $20,848 $0 $20,000 Subtotal - Miscellaneous Income $59,460 $49,547 $0 $20,000 Total - Information Technology Reserve Fund $825,509 $800,946 $750,003 $770,006 $6,855,940 $6,857,384 $6,797,957 $7,172,788 Facilities Fund Charges for Service Interdepartmental Svc Chg Recycling Program Revenue $0 $2,403 $0 $0 $6,855,940 $6,859,787 $6,797,957 $7,172,788 Auction Proceeds $4,129 $16,100 $0 $0 Interest Income $6,924 $9,661 $8,000 $10,000 $246 $128 $0 $0 Subtotal - Miscellaneous Income $11,299 $25,889 $8,000 $10,000 Total - Facilities Fund $6,867,239 $6,885,676 $6,805,957 $7,182,788 Interdepartmental Svc Chg $5,390,357 $5,724,858 $6,152,236 $6,419,355 Recycling Program Revenue $0 $0 $0 $0 $5,390,357 $5,724,858 $6,152,236 $6,419,355 $3,353 $4,847 $0 $5,500 Subtotal - Charges for Service Miscellaneous Income Reimb Revenue-General Fleet Maintenance Fund Charges for Service Subtotal - Charges for Service Miscellaneous Income Interest Income 561 7 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals Reimb Revenue-General FY2021 Actuals FY2022 Budget FY2023 Budget $460 $22,023 $0 $0 Subtotal - Miscellaneous Income $3,813 $26,870 $0 $5,500 Total - Fleet Maintenance Fund $5,394,170 $5,751,728 $6,152,236 $6,424,855 $2,552,103 $2,657,952 $2,936,620 $3,030,764 $13,881 $117,668 $35,000 $35,000 Fleet Reserve Fund Charges for Service Interdepartmental Svc Chg Miscellaneous Income Auction Proceeds Gain on Disposal of F/A $28,168 $0 $0 $0 Interest Income $225,564 $127,853 $145,000 $90,000 Subtotal - Miscellaneous Income $267,613 $245,522 $180,000 $125,000 Total - Fleet Reserve Fund $2,819,716 $2,903,474 $3,116,620 $3,155,764 Loan Proceeds $0 $0 $0 $0 Proceeds of Refunding Bonds $0 $0 $0 $0 $0 $0 $0 $0 Property Tax $17,559,797 $19,078,970 $20,481,976 $21,745,530 SRP In-lieu Tax $213,469 $209,698 $244,000 $244,000 $17,773,266 $19,288,668 $20,725,976 $21,989,530 $337,994 $164,559 $140,000 $56,550 Debt Service Fund Bond Proceeds Subtotal - Bond Proceeds Taxes Subtotal - Taxes Miscellaneous Income Interest Income Reimb Revenue-General $136,388 $132,805 $0 $0 Subtotal - Miscellaneous Income $474,382 $297,364 $140,000 $56,550 Total - Debt Service Fund $18,247,648 $19,586,032 $20,865,976 $22,046,080 Bond Premium (Discount) $0 $0 $0 $0 Bond Proceeds $0 $0 $85,756,823 $51,127,442 Bond Fund Bond Proceeds 562 8 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals Loan Proceeds Subtotal - Bond Proceeds FY2021 Actuals FY2022 Budget FY2023 Budget $3,000,000 $1,180,827 $34,800,000 $17,789,029 $3,000,000 $1,180,827 $120,556,823 $68,916,471 $480,253 $117,524 $57,711 $10,970 Miscellaneous Income Interest Income Reimb Revenue-General $0 $0 $2,395,000 $2,107,302 Subtotal - Miscellaneous Income $480,253 $117,524 $2,452,711 $2,118,272 Total - Bond Fund $3,480,253 $1,298,351 $123,009,534 $71,034,743 Commercial Recycling Fees $97,722 $102,034 $104,000 $116,429 Commercial Sanitation Fees Commercial Sanitation Fund Charges for Service $967,322 $1,152,923 $1,265,760 $1,296,770 Commercial Special Hauls $0 $2,730 $0 $0 Field Trip Svc Fee-Utilities $22,380 $24,238 $22,000 $22,000 Recycling Program Revenue $0 $110 $0 $0 Roll-Off Sanitation Fees $649,788 $691,974 $658,188 $656,907 San Fees-Comm Multi-Fam Clc $529,368 $469,125 $500,000 $500,000 Utility Late Fee Charges Subtotal - Charges for Service $1,071 $126 $1,600 $1,600 $2,267,650 $2,443,258 $2,551,548 $2,593,706 $0 $53,625 $0 $0 Miscellaneous Income Auction Proceeds Gain on Disposal of F/A $11,700 $0 $0 $0 Interest Income $32,247 $19,513 $30,000 $12,000 Reimb Revenue-General $271 $0 $0 $0 Subtotal - Miscellaneous Income $44,218 $73,138 $30,000 $12,000 Total - Commercial Sanitation Fund $2,311,868 $2,516,396 $2,581,548 $2,605,706 $0 $0 $0 $0 Residential Sanitation Fund Intergovernmental Revenue Grant Revenue Grant Revenue - Federal $0 $0 $0 $0 $0 $0 $0 $0 Allocated Interdept Svc Chrgs $112,000 $128,351 $127,778 $128,870 Multi-Family Resid Recycling $63,180 $73,338 $0 $0 Subtotal - Intergovernmental Revenue Charges for Service Recycling Program Revenue $10,036 $855 $0 $33,000 Residential Recycling Fees $3,352,792 $3,455,853 $0 $0 563 9 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals FY2021 Actuals FY2022 Budget FY2023 Budget San Fees-Automated Clc $7,832,425 $8,543,283 $13,049,284 $14,043,395 San Fees-Res Multi-Fam Clc $164,088 $194,755 $0 $0 Special Haul Fees $25,225 $17,840 $33,000 $33,000 Utility Late Fee Charges $20,527 $2,768 $27,000 $27,000 $11,580,273 $12,417,044 $13,237,062 $14,265,265 $0 $53,690 $0 $0 $121,647 $70,032 $128,609 $114,351 Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Interest Income Reimb Revenue-General $0 $0 $0 $0 Subtotal - Miscellaneous Income $121,647 $123,722 $128,609 $114,351 Total - Residential Sanitation Fund $11,701,920 $12,540,765 $13,365,671 $14,379,616 $1,647,892 $1,684,345 $1,826,386 $1,802,077 $0 $0 $10,000 $10,000 Sanitation Equipment Reserve Fund Charges for Service Interdepartmental Svc Chg Miscellaneous Income Auction Proceeds Interest Income $43,536 $28,554 $17,000 $17,000 Subtotal - Miscellaneous Income $43,536 $28,554 $27,000 $27,000 Total - Sanitation Equipment Reserve Fund $1,691,428 $1,712,899 $1,853,386 $1,829,077 Adv Sales - Pylon Signs $35,000 $26,000 $50,000 $50,000 Adv Sales-BB Std/Sp Trng $200,059 $31,244 $275,000 $220,000 $2,250 $0 $5,000 $5,000 Sports Complex Fund Charges for Service Adv Sales-BB Std-Non Sp Trn In Kind Revenues $16,000 $0 $0 $0 Interdepartmental Svc Chg $119,485 $105,791 $114,571 $121,956 Program Sales $0 $0 $0 $0 Sports Complex Program Revenue $14,184 ($59) $15,000 $15,000 Ticket Sales- Facility Surchg $78,176 $38,721 $170,000 $136,000 Ticket Sales- Non Gen Admiss Surchg $34,257 $12,729 $50,000 $40,000 Ticket Sales-Spring Trg $334,546 $164,643 $745,000 $596,000 Ticket.com Annual Fee $10,000 $2,000 $10,000 $10,000 Ticket.com Convenience Fee $16,106 $9,053 $35,000 $28,000 $860,063 $390,122 $1,469,571 $1,221,956 Auction Proceeds $2,296 $5,212 $0 $0 Gain on Disposal of F/A ($1,584) $0 $0 $0 Interest Income $31,223 $18,855 $25,500 $12,000 Subtotal - Charges for Service Miscellaneous Income 564 10 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals Other Revenue FY2021 Actuals FY2022 Budget FY2023 Budget $288,060 $0 $0 $0 $319,995 $24,067 $25,500 $12,000 General Rent Revenue $44,927 $90,899 $74,000 $50,000 Genl Rent Rev-Sp Cmplx $88,937 $16,227 $90,000 $30,000 Rent Rev/Stad Conc/Non Sp Tr $46,290 $10,648 $65,000 $50,000 Rent Rev/Stad Concssn/Sp Tr $443,615 $183,992 $805,000 $644,000 Rent Revenue - Chili Davis $45,789 $54,946 $40,000 $40,000 Rent Rev-Fields $290,491 $239,162 $300,000 $300,000 Rent Rev-Fld/Clh/Mariners $168,065 $101,124 $130,000 $130,000 Rent Rev-Fld/Clh/Padres $99,337 $101,124 $95,000 $95,000 Rent Rev-Novelties/Sp Tr $123,504 $102,084 $260,000 $208,000 Rent Rev-Parking/Sp Tr $114,183 ($8,848) $210,000 $0 Rent Rev-Stadium $70,714 $15,975 $50,000 $50,000 Subtotal - Rents $1,535,851 $907,333 $2,119,000 $1,597,000 Total - Sports Complex Fund $2,715,909 $1,321,523 $3,614,071 $2,830,956 Subtotal - Miscellaneous Income Rents Streets Fund Taxes Sales Tax Recoveries ($64,722) $0 $0 $0 Sales Tax-Utilities $3,774,814 $4,110,782 $3,789,000 $3,781,500 $3,710,092 $4,110,782 $3,789,000 $3,781,500 $11,455,659 $12,199,356 $11,409,951 $13,112,265 $100,000 $100,000 $100,000 $100,000 $0 $0 $0 $0 $182,882 $135,767 $25,000 $25,000 $715 $0 $0 $0 Street Cut Surcharge $15,060 $10,560 $10,000 $10,000 Street Sign Revenue $0 $0 $0 $0 $298,657 $246,327 $135,000 $135,000 $0 $0 $0 $0 Interest Income $309,070 $129,733 $148,503 $80,000 Other Revenue $2,256 $0 $0 $0 Subtotal - Taxes Intergovernmental Revenue Highway User Revenue Charges for Service Allocated Interdept Svc Chrgs CIP Engineering Charges Fog Seal Revenues Recycling Program Revenue Subtotal - Charges for Service Miscellaneous Income Auction Proceeds 565 11 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals Reimb Revenue-General FY2021 Actuals FY2022 Budget FY2023 Budget $0 $0 $0 $0 Subtotal - Miscellaneous Income $311,327 $129,733 $148,503 $80,000 Total - Streets Fund $15,775,734 $16,686,198 $15,482,454 $17,108,765 Grant Revenue $468,709 $447,025 $425,000 $425,000 Grant Revenue - Federal $158,995 $660,088 $0 $0 $0 $260,000 $0 $0 $627,704 $1,367,113 $425,000 $425,000 Advertising-Bus Shelters $34,863 $26,845 $20,000 $65,000 Transit Collections $22,429 $22,030 $25,000 $25,000 $57,292 $48,876 $45,000 $90,000 $0 $7,875 $0 $0 Transit Fund Intergovernmental Revenue Intergovtl Participation Subtotal - Intergovernmental Revenue Charges for Service Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Interest Income $53,687 $45,896 $40,000 $15,000 Reimb Revenue-General $247,100 $267,949 $225,000 $225,000 Subtotal - Miscellaneous Income $300,787 $321,720 $265,000 $240,000 Total - Transit Fund $985,783 $1,737,709 $735,000 $755,000 Bond Premium (Discount) $0 $0 $0 $0 Proceeds of Refunding Bonds $0 $0 $0 $0 $0 $0 $0 $0 Wastewater Fund Bond Proceeds Subtotal - Bond Proceeds Charges for Service Allocated Interdept Svc Chrgs $543,729 $696,868 $576,869 $500,837 $1,000,707 $1,004,763 $1,031,108 $1,054,308 Interdepartmental Svc Chg $118,238 $158,607 $145,051 $148,290 Recycling Program Revenue $0 $0 $0 $0 EPA Mandate Fee Utility Late Fee Charges Wastewater Fees Subtotal - Charges for Service $34,421 $3,829 $45,000 $45,000 $22,088,381 $23,035,710 $24,004,998 $24,913,287 $23,785,477 $24,899,777 $25,803,026 $26,661,722 566 12 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals FY2021 Actuals FY2022 Budget FY2023 Budget Miscellaneous Income Auction Proceeds $3,814 $25,225 $0 $0 Donations of Capital Assets $3,111,790 $0 $0 $0 Gain on Disposal of F/A ($21,724) $0 $0 $0 Interest Income $492,571 $303,694 $188,850 $93,000 Reimb Revenue-General $14,427 $2,392 $20,000 $20,000 Subtotal - Miscellaneous Income $3,600,877 $331,312 $208,850 $113,000 Total - Wastewater Fund $27,386,354 $25,231,089 $26,011,876 $26,774,722 Bond Premium (Discount) $0 $0 $0 $0 Proceeds of Refunding Bonds $0 $0 $0 $0 $0 $0 $0 $0 Water Fund Bond Proceeds Subtotal - Bond Proceeds Charges for Service ADWR Water Resource Fee $0 $0 $0 $0 Allocated Interdept Svc Chrgs $47,340 $47,705 $42,457 $50,110 Damaged Property Fees $6,734 $16,409 $5,624 $5,624 Disconnect/Reconnect Fees $139,320 $58,081 $203,810 $203,810 Fees for General Services $21,426 $9,582 $25,000 $25,000 Field Trip Svc Fee-Utilities $11,110 $4,110 $16,068 $16,068 Interdepartmental Svc Chg $127,289 $150,280 $155,260 $162,794 $1,515 $240 $1,500 $1,500 New Service Fee-Water $530,910 $514,760 $572,584 $572,584 Non-Potable Water Fees $206,256 $260,945 $236,894 $252,307 Quintero WTP Fees $256,800 $256,800 $256,800 $256,800 Reclaimed Water Fees $727,955 $776,033 $749,931 $798,725 Recycling Program Revenue $2,196 $12,513 $0 $0 Utilities Tampering Fees $3,670 $1,390 $5,479 $5,479 Utility Delinquent Letter Fee $32,863 $5,943 $48,131 $48,131 Utility Late Fee Charges $48,181 $5,694 $62,162 $62,162 $43,241,624 $48,772,281 $47,533,095 $48,888,129 $422,872 $468,709 $663,390 $663,390 $45,828,061 $51,361,474 $50,578,185 $52,012,613 $0 $1,650 $10,000 $10,000 $3,936,692 $0 $0 $0 Lien Filing Fees Water Fees Water Meter Charges Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Donations of Capital Assets Gain on Disposal of F/A Interest Income $2,388 $0 $0 $0 $715,909 $444,094 $278,366 $141,279 567 13 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals Reimb Revenue-General FY2021 Actuals FY2022 Budget FY2023 Budget $1,603,609 $2,969,848 $1,800,000 $1,800,000 Subtotal - Miscellaneous Income $6,258,598 $3,415,592 $2,088,366 $1,951,279 Total - Water Fund $52,086,660 $54,777,066 $52,666,551 $53,963,892 $0 $0 $0 $0 $802,126 $1,507,670 $1,823,168 $2,435,029 $0 $0 $0 $0 $775,673 $1,033,804 $1,210,955 $1,607,731 $0 $0 $0 $0 Impact Fees Fund Charges for Service Citywide Park/Rec Fac Dev Fee Fire & Emergency Dev Fees General Government Dev Fee Law Enforcement Dev Fees Library Dev Fees Neighborhood Park Dev Fees $1,362,779 $1,747,857 $1,282,637 $2,539,097 Open Space Dev Fee $0 $0 $0 $0 River Corridors/Trails Dev Fee $0 $0 $0 $0 Solid Waste Dev Fees $0 $0 $0 $0 Streets Dev Fee $7,497,321 $6,820,811 $6,802,323 $8,469,187 Wastewater Expansion Fees $1,810,416 $2,930,371 $2,911,021 $3,835,641 Water Expansion Fees $4,113,375 $5,353,496 $4,823,728 $5,840,580 $988,022 $879,581 $684,010 $905,200 $17,349,712 $20,273,588 $19,537,842 $25,632,465 $1,169,721 $699,489 $661,491 $346,282 $0 $85 $0 $0 Subtotal - Miscellaneous Income $1,169,721 $699,574 $661,491 $346,282 Total - Impact Fees Fund $18,519,433 $20,973,162 $20,199,333 $25,978,747 Water Resource Project Fee Subtotal - Charges for Service Miscellaneous Income Interest Income Reimb Revenue-General Insurance Reserve Fund Charges for Service COBRA Dental Ins Contributions $17,010 $15,358 $15,000 $15,000 COBRA Health Ins Contrib $307,465 $266,509 $250,000 $250,000 Employee Dental Ins Contrib $395,687 $398,236 $390,000 $390,000 Employee Health Ins Contrib $2,938,405 $2,978,070 $3,150,000 $3,465,000 Employer Dental Ins Contrib $829,241 $846,201 $885,000 $885,000 Employer Health Ins Contrib $15,476,786 $15,841,559 $17,250,000 $17,525,000 Employer Workers Comp Contrib $2,346,694 $2,681,594 $2,756,806 $2,992,854 Interdepartmental Svc Chg $2,598,437 $2,483,804 $2,498,886 $2,500,000 $24,909,725 $25,511,330 $27,195,692 $28,022,854 Subtotal - Charges for Service 568 14 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals FY2021 Actuals FY2022 Budget FY2023 Budget Miscellaneous Income Auction Proceeds $3,742 $0 $0 $0 Interest Income $483,825 $384,326 $370,000 $210,000 $0 $1,000,000 $0 $20,000 Reimb-Damage to City Prop. $274,481 $305,334 $0 $0 Reimbursement-Claims $73,869 $985,275 $25,000 $5,000 Subtotal - Miscellaneous Income $835,918 $2,674,935 $395,000 $235,000 Total - Insurance Reserve Fund $25,745,643 $28,186,265 $27,590,692 $28,257,854 Reimb Revenue-General Grant Fund Intergovernmental Revenue Grant Revenue Grant Revenue - Federal $546,413 $430,956 $750,156 $817,052 $17,265,475 $6,592,799 $4,195,495 $3,520,671 Intergovtl Participation $0 $0 $3,000,000 $3,000,000 Program Income Federal Grants $47,861 $27,055 $0 $0 Seizure Revenue $93,794 $279,266 $222,801 $273,284 $0 $0 $0 $980,000 $17,953,543 $7,330,076 $8,168,452 $8,591,007 Fees for General Svcs-Police $0 $112,803 $0 $0 Recreational Retl Sales-Txb $2,367 $0 $0 $0 $2,367 $112,803 $0 $0 $21,186 $9,916 $8,600 $33,500 $0 Smart and Safe AZ Revenue Subtotal - Intergovernmental Revenue Charges for Service Subtotal - Charges for Service Miscellaneous Income Interest Income Reimb Rev-Empl Overpymt $370 $0 $0 $212,000 $212,000 $0 $0 Subtotal - Miscellaneous Income $233,556 $221,916 $8,600 $33,500 Total - Grant Fund $18,189,467 $7,664,795 $8,177,052 $8,624,507 $94,708 $92,534 $91,989 $96,588 Reimb Revenue-General Other Fund Taxes Maintenance ID Tax Street Light ID Tax Subtotal - Taxes $1,058,226 $1,057,876 $1,046,837 $1,099,179 $1,152,934 $1,150,410 $1,138,826 $1,195,767 Intergovernmental Revenue Grant Revenue $5,000 $0 $2,500 $2,500 Grant Revenue - Federal $91,974 $57,634 $0 $0 $0 $0 $1,830,000 $2,500,000 Intergovtl Partic 569 15 Schedule 2 - All Funds Revenue Fund Category Account Description FY2020 Actuals Muni Court Allocation (FTG) FY2022 Budget FY2023 Budget $9,881 $10,399 $5,000 $5,000 $0 $0 $0 $0 $106,855 $68,033 $1,837,500 $2,507,500 State Ins Dept Rebate Subtotal - Intergovernmental Revenue FY2021 Actuals Charges for Service Interdepartmental Svc Chg Storm Water Fee $804,248 $543,278 $350,000 $450,000 $1,185,724 $1,400,120 $1,456,290 $1,458,090 Utility Late Fee Charges $514 $74 $1,100 $1,100 $1,990,486 $1,943,472 $1,807,390 $1,909,190 Court Enhancement Fee $116,529 $85,182 $109,634 $144,798 JCEF Revenue $16,561 $12,988 $10,000 $15,000 $133,090 $98,171 $119,634 $159,798 Contributions - General $6,765 $32,556 $10,000 $7,528 Contributions-Comm. Svcs. $50,994 $16,351 $0 $0 Donations of Capital Assets $1,364,668 $0 $0 $0 $626,641 $236,935 $227,250 $196,220 Subtotal - Charges for Service Fines & Forfeitures Subtotal - Fines & Forfeitures Miscellaneous Income Interest Income Other Revenue $0 $0 $0 $0 $8,109,197 $5,675,984 $5,308,918 $32,633,295 Subtotal - Miscellaneous Income $10,158,265 $5,961,826 $5,546,168 $32,837,043 Total - Other Fund $13,541,631 $9,221,912 $10,449,518 $38,609,298 Total Revenue All Funds $430,719,507 $445,059,770 $558,143,847 $580,712,399 Reimb Revenue-General 570 16 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2021 Actual FY 2022 Amended FY 2023 Approved General & Other General Arts, Culture and Library Services ACLS Administration $0 $0 $2,418 $347,497 Arts Commission $132,892 $100,347 $183,413 $169,917 Branch Library $1,739,409 $1,629,383 $1,936,518 $1,932,693 Main Library $2,657,692 $2,370,245 $3,048,695 $3,073,600 $540,139 $544,047 $586,609 $538,202 Peoria Center for Performing Arts Special Events Program Department Sub-total: $1,184,151 $511,607 $1,934,752 $1,547,935 $6,254,282 $5,155,628 $7,692,405 $7,609,844 $2,268,174 $2,277,735 $2,576,591 $2,989,259 $972,403 $998,242 $1,059,149 $1,183,264 City Attorney Civil Criminal Victims' Assistance Prg Department Sub-total: $247,478 $262,635 $266,355 $291,674 $3,488,055 $3,538,613 $3,902,095 $4,464,197 $1,000,658 $1,081,558 $1,430,193 $1,479,537 $1,000,658 $1,081,558 $1,430,193 $1,479,537 City Clerk City Clerk Department Sub-total: Development and Engineering Architectural Services $610,111 $638,766 $783,722 $813,568 Building Development $2,735,045 $2,847,493 $3,491,355 $3,574,793 Eng Inspection Svc $1,130,120 $1,079,100 $1,365,452 $1,382,062 Engineering Admin $818,189 $768,143 $904,871 $1,054,534 Engineering Services $1,181,406 $1,382,251 $1,753,953 $1,975,532 Site Development $952,545 $927,378 $1,207,921 $1,413,895 $7,427,415 $7,643,132 $9,507,274 $10,214,384 Department Sub-total: Economic Development Services Economic Development Services $1,496,450 $1,455,588 $1,895,370 $1,857,274 Economic Development Services Administration $278 $119 $2,520 $0 Department Sub-total: $1,496,728 $1,455,707 $1,897,890 $1,857,274 571 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2021 Actual FY 2022 Amended FY 2023 Approved Finance and Budget Finance Admin $340,979 $432,855 $372,956 $456,226 Financial Services $1,546,667 $1,588,843 $1,871,621 $1,957,608 Inventory Control $649,326 $678,957 $575,163 $628,112 Management and Budget $897,067 $1,246,824 $1,036,098 $971,429 Materials Management $789,883 $692,413 $958,713 $929,518 Tax Audit & Collections $1,151,533 $1,044,773 $868,057 $904,585 $5,375,456 $5,684,665 $5,682,608 $5,847,478 Customer Service $2,188,915 $2,232,801 $2,536,376 $2,646,221 Meter Services $1,561,603 $1,588,213 $1,817,585 $1,959,722 $646,068 $657,645 $899,384 $878,171 Department Sub-total: Finance Utilities Revenue Administration Utility Billing $679,562 $807,208 $986,116 $1,034,580 $5,076,149 $5,285,867 $6,239,461 $6,518,694 Ambulance Operations $4,962,877 $5,390,143 $6,363,837 $6,870,145 Emergency Management $224,811 $237,837 $267,992 $287,381 Emergency Medical Services $843,493 $1,188,723 $1,577,387 $1,548,037 Fire Admin $956,331 $1,353,384 $1,562,595 $1,609,608 $21,766,741 $27,799,530 $30,569,700 $30,578,249 $939,919 $1,196,170 $1,220,476 $1,330,912 $1,049,010 $1,235,518 $928,159 $1,349,817 Department Sub-total: Fire-Medical Fire Operations Fire Prevention Fire Support Services Fire Training $255,653 $484,640 $487,740 $592,820 Department Sub-total: $30,998,836 $38,885,946 $42,977,886 $44,166,969 $3,390,666 $3,339,046 $4,623,526 $4,485,609 Department Sub-total: $3,390,666 $3,339,046 $4,623,526 $4,485,609 City Manager's Office $2,708,338 $2,855,000 $3,345,480 $3,414,309 Governmental Affairs $466,017 $477,207 $549,144 $566,242 Office of Real Estate Development $749,487 $542,474 $547,718 $580,939 Department Sub-total: $3,923,842 $3,874,681 $4,442,342 $4,561,490 $739,233 $730,373 $886,388 $911,451 Department Sub-total: $739,233 $730,373 $886,388 $911,451 $2,139,960 $2,193,520 $2,543,539 $2,784,478 Department Sub-total: $2,139,960 $2,193,520 $2,543,539 $2,784,478 Human Resources Human Resources Leadership and Management Mayor and Council Mayor & City Council Municipal Court Municipal Court 572 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2021 Actual FY 2022 Amended FY 2023 Approved Neighborhood & Human Services Active Adult Program $182,102 $130,651 $217,588 Adaptive Recreation Program $182,154 $126,331 $200,949 $225,109 $209,632 Am/Pm Program $1,745,309 $1,275,809 $2,109,387 $2,311,171 Code Compliance $1,111,535 $1,027,815 $1,167,212 $1,458,329 Community Assistance $983,645 $951,922 $1,310,782 $1,359,895 Community Center $998,253 $1,071,966 $1,020,527 $1,051,583 Community Engagement $23 $211,571 $392,147 $679,223 Little Learners Program $357,906 $307,107 $468,714 $449,954 NHS Administration $776,485 $623,053 $660,656 $684,899 Summer Camp Program $538,902 $355,986 $984,188 $976,791 Summer Recreation Program $112,306 $43,995 $423,483 $442,550 Teen Program Department Sub-total: $111,720 $64,782 $267,714 $253,672 $7,100,340 $6,190,989 $9,223,347 $10,102,808 $1,525,532 $1,298,200 $10,843,019 $10,941,482 Non-Departmental Gen Fund Capital Projects Non-Departmental Department Sub-total: $1,286,615 $4,290,761 $29,583,223 $970,631 $2,812,147 $5,588,960 $40,426,242 $11,912,113 $583,682 $496,214 $484,875 $515,465 Office of Communications Peoria Channel 11 Public Information Office Department Sub-total: $1,178,886 $1,169,696 $1,447,544 $1,433,153 $1,762,569 $1,665,910 $1,932,419 $1,948,618 573 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2022 Amended FY 2021 Actual FY 2023 Approved Parks and Recreation Contracted Landscape Maintenance $1,970,190 $2,005,829 $2,032,230 $2,344,144 Facility Maintenance and Operations $0 $0 $0 $583,053 $3,090 $3,898 $22,781 $36,936 Paloma Community Park $351,582 $789,114 $1,440,204 $1,559,168 Park Rangers $484,415 $565,085 $819,955 $864,060 Parks North $2,083,326 $2,103,994 $2,145,834 $2,307,234 Parks South $1,699,437 $1,802,575 $1,964,000 $1,872,319 Pioneer Community Park $1,051,274 $1,064,703 $1,310,892 $1,295,153 PRCF Administration $1,505,539 $1,488,192 $1,815,942 $1,406,402 $793,286 $877,633 $1,054,558 $1,373,359 $1,481,065 $1,226,258 $1,640,312 $1,904,903 Outdoor Recreation Program Rio Vista Community Park Rio Vista Rec Center Special Interest Classes - Adult $11,413 $6,883 $18,049 $16,695 Special Interest Classes - Youth $89,888 $43,115 $150,107 $155,346 Sports Programs - Adult $178,546 $79,858 $309,378 $512,409 Sports Programs - Youth Swimming Pools Trails Maintenance Department Sub-total: $586,565 $481,285 $757,833 $714,405 $1,001,814 $1,010,957 $1,476,527 $1,479,465 $388,512 $368,235 $738,256 $940,761 $13,679,941 $13,917,612 $17,696,858 $19,365,812 Planning and Community Development Community Dev Administration $501,938 $379,335 $464,668 $513,550 $1,086,660 $1,047,967 $1,412,038 $1,530,075 $1,588,598 $1,427,301 $1,876,706 $2,043,625 Criminal Investigation $4,530,317 $5,389,900 $7,045,042 $7,661,714 Operations Support $5,221,389 $5,836,988 $6,725,512 $7,225,193 Planning Department Sub-total: Police Patrol Services - North $7,580,973 $8,032,867 $10,793,422 $10,904,075 Patrol Services - South $11,970,757 $12,815,592 $16,839,239 $17,938,111 Pd Communications $2,871,991 $3,298,484 $3,592,780 $3,824,741 Pd Technical Support $4,330,398 $4,916,417 $5,391,305 $6,010,297 Police Administration $2,341,762 $2,552,029 $3,425,176 $3,521,764 Staff Services $1,588,948 $1,466,422 $1,631,677 $1,751,106 $363,403 $538,715 $702,984 $690,303 $40,799,937 $44,847,413 $56,147,137 $59,527,304 Strategic Planning Department Sub-total: Public Works Public Works Administration $679,867 $752,492 $708,679 $725,480 Department Sub-total: $679,867 $752,492 $708,679 $725,480 General Fund Total $139,734,678 $153,259,413 $219,836,995 $200,527,165 574 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2022 Amended FY 2021 Actual FY 2023 Approved Half-Cent Sales Tax Non-Departmental Half Cent Sales Tax $3,556,428 $2,940,985 $13,640,858 $9,386,720 Department Sub-total: $3,556,428 $2,940,985 $13,640,858 $9,386,720 Half-Cent Sales Tax Fund Total $3,556,428 $2,940,985 $13,640,858 $9,386,720 $140,584 $967,058 $3,973,502 $3,603,290 Other Reserve Non-Departmental Economic Development Muni Off Complex Reserve $1,133,122 $1,740,973 $2,979,839 $4,672,337 Department Sub-total: $1,273,706 $2,708,031 $6,953,341 $8,275,627 Other Reserve Fund Total $1,273,706 $2,708,031 $6,953,341 $8,275,627 Special Revenue Funds Grant Arts, Culture and Library Services Library Svc & Technology Grant Department Sub-total: $8,000 $16,225 $43,443 $0 $8,000 $16,225 $43,443 $0 City Attorney St Anti-Racketeering-Cao Department Sub-total: $2,500 $1,606 $17,801 $18,284 $2,500 $1,606 $17,801 $18,284 $0 Fire-Medical CARES Act - Fire $6,821,125 $0 $0 Community Paramedicine IGA $68,125 $24,693 $82,183 $0 Homeland Security Grant $38,659 $89,931 $161,254 $94,730 Smart & Safe AZ - Fire Tohono O'Odham Grant Department Sub-total: $0 $0 $0 $54,086 $83,679 $15,096 $20,516 $0 $7,011,587 $129,721 $263,953 $148,816 $550,080 $434,733 $661,682 $713,256 Neighborhood & Human Services Adult Day Prg Grant AM/PM Program $0 $0 $0 $2,005,000 Comm Dev Block Grant $403,259 $1,241,032 $3,251,355 $2,205,663 Home Grant $333,663 $0 $815,422 $853,182 Lil' Learners $0 $0 $0 $110,000 Summer Camp $0 $0 $0 $165,000 $1,287,001 $1,675,765 $4,728,459 $6,052,101 Department Sub-total: 575 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2022 Amended FY 2021 Actual FY 2023 Approved Non-Departmental ARPA Grant $0 $0 $0 ARPA Grant General $0 $0 $0 $66,000 ARPA-Health&Social Services $0 $0 $0 $3,208,753 ARPA-Healthy Work Environment $0 $0 $0 $984,634 ARPA-Infrastructure $0 $0 $0 $7,363,026 ARPA-Small Business Assistance $3,208,753 $0 $0 $0 $1,160,000 $0 $0 $0 $15,991,166 AZ S&T Authority Grant $68,430 $125,048 $0 $0 Prop 302 Grant Program $88,559 $1,370 $121,605 $0 $156,989 $126,418 $121,605 $0 Department Sub-total: Parks and Recreation Department Sub-total: Police Arizona Criminal Justice System Grant Bulletproof Vest Partnership CARES Act - Police COPS Universal Hiring Grant $0 $27,451 $26,461 $15,000 $16,678 $7,835 $30,742 $16,753 $9,011,905 $4,368,447 $0 $0 $30,167 $0 $0 $0 FBI MOU $84 $9,049 $10,284 $19,200 Federal DEA IGA $18,316 $20,558 $40,436 $21,069 Federal Forfeiture $13,328 $42,016 $120,989 $5,000 GITEM Grant $85,146 $103,045 $102,050 $102,052 Governor of Highway Safety Grants (GOHS) $208,034 $265,863 $498,548 $35,016 Homeland Security CFDA# $71,232 $96,208 $190,008 $10,300 Justice Assistance Grant $60,730 $84,171 $68,844 $17,308 Miscellaneous PD Grants $30,000 $35,942 $25,000 $25,000 Postal Inspection System Grant $2,150 $945 $19,499 $6,004 School Resource Officer IGA $212,000 $324,803 $362,000 $0 Smart & Safe AZ - Police $0 $0 $0 $85,000 St Anti-Racketeering-Pd $256,818 $221,051 $222,419 $154,325 $3,563 $91,047 $554,945 $224,087 Department Sub-total: $10,020,150 $5,698,430 $2,272,225 $736,114 Department Sub-total: $0 $0 $0 $0 Grant Fund Total $18,486,227 $7,648,164 $7,447,486 $22,946,481 Victims Of Crime Act Grant Water Services 576 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2022 Amended FY 2021 Actual FY 2023 Approved Impact Fees Non-Departmental Citywide Park/Rec Facility Dev - Post 1-1-2012 $56 $0 $0 $0 $0 Ctywd Park/Rec Fac Dev $956,067 $0 $0 Fire & Emerg Svc Dev $32,238 $24,208 $61,572 $0 $0 $1,938,508 $453,010 $9,000 Fire & Emergency Svc Dev Post 8-1-2014 Instersection Impact Fees - Zone 2 - Post 1-12012 Intersection Zone 3 Dev Fee $631,104 $0 $0 $0 $2,547,568 $3,982,566 $10,888,539 $7,017,200 Law Enforcement Dev - Post 8-1-2014 Neighborhood Park Dev Zone 2 - Post 1-1-2012 Open Space Dev Park IF 2019 Bell to HVR $0 $0 $0 $9,000 $198,803 $0 $0 $0 $840 $0 $0 $0 $3,057 $0 $0 $9,000 Park IF 2019 NofHVR & EofAF $1,781 $23,247 $4,910 $9,000 Parks Zone 2 - Post 8-1-2014 $604,823 $125,672 $890,016 $1,583,538 Parks Zone 3 - Post 8-1-2014 $2,895,852 $0 $0 $7,200 River Corridors/Trails Dev $19,572 $0 $0 $0 Streets Dev Zone 1 $33,348 $0 $0 $0 Streets Zone 3 Dev Fee $5,255,410 $668,147 $3,856,760 $8,039,500 Department Sub-total: $13,180,518 $6,762,347 $16,154,807 $16,683,438 Impact Fees Fund Total $13,180,518 $6,762,347 $16,154,807 $16,683,438 577 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2022 Amended FY 2021 Actual FY 2023 Approved Other Arts, Culture and Library Services Percent For The Arts $1,038,303 $347,248 $1,176,136 $830,069 Department Sub-total: $1,038,303 $347,248 $1,176,136 $830,069 Department Sub-total: $0 $0 $0 $0 $0 $2,216 $750 $13,592 $0 $2,216 $750 $13,592 Ftg Trust Fund (Court) $21,608 $22,376 $54,269 $0 Jud Coll Enh Fund-Local $49,564 $0 $0 $0 Fire-Medical Human Resources Employee Event Fund Department Sub-total: Municipal Court Municipal Court Enhancement Fd $231,951 $98,985 $68,301 $173,886 $303,123 $121,361 $122,570 $173,886 Citizen Donations-Pd $5,296 $30,099 $11,900 $5,000 Police Explorer Trust Fd $9,406 ($504) $10,000 $10,000 Department Sub-total: $14,702 $29,595 $21,900 $15,000 Other Fund Total $1,356,127 $500,420 $1,321,356 $1,032,547 $1,342,032 $1,354,770 $1,578,800 $1,685,398 Department Sub-total: $1,342,032 $1,354,770 $1,578,800 $1,685,398 Signs And Striping $1,092,384 $1,213,269 $1,279,453 $1,318,382 Street Maintenance $3,077,596 $3,139,447 $3,479,724 $3,928,927 Streets Admin $1,004,871 $1,007,667 $1,164,372 $1,098,653 Streets Oper Capital Projects $11,720,754 $6,899,720 $9,656,644 $9,278,359 $1,005,360 Department Sub-total: Police Streets Development and Engineering Traffic Engineering Public Works Sweeper Operations $908,916 $970,914 $975,406 $2,998,179 $2,965,352 $3,114,815 $3,245,285 Department Sub-total: $20,802,699 $16,196,369 $19,670,414 $19,874,966 Streets Fund Total $22,144,731 $17,551,139 $21,249,214 $21,560,364 Traffic Signal Maintenance 578 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2022 Amended FY 2021 Actual FY 2023 Approved Transit Public Works Transit Division $4,512,936 $2,442,057 $5,209,816 $4,560,916 Department Sub-total: $4,512,936 $2,442,057 $5,209,816 $4,560,916 Transit Fund Total $4,512,936 $2,442,057 $5,209,816 $4,560,916 $13,319,751 $11,541,856 $17,438,872 $27,784,410 Department Sub-total: $13,319,751 $11,541,856 $17,438,872 $27,784,410 Transportation Sales Tax Fund Total $13,319,751 $11,541,856 $17,438,872 $27,784,410 Prp W/S Rev Bonds 2021 (Wtr) $0 $3,180,691 $11,478,518 $8,132,128 Prp W/S Rev Bonds 2021 (WW) $0 $1,919,390 $5,683,394 $9,957,682 $3,223,814 $311,133 $1,618,390 $1,271,768 Transportation Sales Tax Non-Departmental Transportation Sales Tax Enterprise Funds Bond Water Services WIFA 2019 Loan (Pinnacle Pk) WIFA Bonds New River Purchase $1,519,445 $89,529 $71,766 $71,766 WIFA Loan 2017 (Pyramid Peak) $12,064,553 $19,918,317 $16,568,696 $0 WIFA Loan 2021 $0 $0 $13,494,484 $13,442,807 Department Sub-total: $16,807,811 $25,419,061 $48,915,248 $32,876,151 Bond Fund Total $16,807,811 $25,419,061 $48,915,248 $32,876,151 Commercial Front Load $1,637,605 $1,761,544 $1,966,745 $2,029,846 Commercial Roll-Off $560,327 $603,187 $612,001 $630,926 Department Sub-total: $2,197,932 $2,364,731 $2,578,746 $2,660,772 Commercial Sanitation Fund Total $2,197,932 $2,364,731 $2,578,746 $2,660,772 Commercial Sanitation Public Works 579 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2021 Actual FY 2022 Amended FY 2023 Approved Impact Fees Public Works Solid Waste Expansion $3,214,543 $105,077 $31,986 $0 $3,214,543 $105,077 $31,986 $0 $217,590 $79,137 $6,420,711 $138,853 $1 $18,700 $1,209,872 $777,700 $96,005 $1,087,796 $3,264,317 $2,620,220 $0 $187,253 $3,364,172 $1,092,655 Water Impact Fees - North of Bell Rd $3,367,894 $1,021,567 $5,526,065 $2,006,650 Water Impact Fees - Post 1-1-2012 $187,554 $106,587 $1,220,848 $20,987 Water Impact Fees - South of Bell Rd $1,008,063 $30,622 $1,368,095 $1,500,043 $0 $276,486 $5,377,820 $3,251,020 $176,777 $161,330 $201,334 $265,270 Department Sub-total: Water Services Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - Post 1-1-2012 Wastewater Impact Fees - West of Agua Fria Water Impact Fees - North of Bell Water Impact Fees - Vistancia Water Resource Fees - Post 8-1-2014 Wtr Expansion $3,289 $289,570 $580,228 $14,516 Department Sub-total: $5,057,173 $3,259,047 $28,533,462 $11,687,914 Impact Fees Fund Total $8,271,715 $3,364,124 $28,565,448 $11,687,914 Other Public Works Drainage Systems Operations $1,067,905 $1,267,089 $1,395,492 $1,504,433 Department Sub-total: $1,067,905 $1,267,089 $1,395,492 $1,504,433 Other Fund Total $1,067,905 $1,267,089 $1,395,492 $1,504,433 Residential Collection $6,752,621 $8,074,894 $9,155,606 $9,808,868 Residential Recycling $2,884,801 $3,443,461 $4,018,222 $3,820,192 Solid Waste Admin $596,777 $761,077 $790,311 $826,929 Solid Waste Environmental $513,173 $591,628 $748,499 $817,177 Department Sub-total: $10,747,372 $12,871,059 $14,712,638 $15,273,166 Residential Sanitation Fund Total $10,747,372 $12,871,059 $14,712,638 $15,273,166 $1,042,728 $2,442,296 $913,970 $2,461,500 Department Sub-total: $1,042,728 $2,442,296 $913,970 $2,461,500 Sanitation Equipment Reserve Fund Total $1,042,728 $2,442,296 $913,970 $2,461,500 Residential Sanitation Public Works Sanitation Equipment Reserve Public Works Solid Waste Eqt Reserve 580 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2022 Amended FY 2021 Actual FY 2023 Approved Sports Complex Parks and Recreation Complex Eqt Reserve Complex Operations/Maint Sports Complex GA Surcharge $0 $199,791 $251,000 $37,000 $4,164,865 $4,439,311 $4,888,855 $5,449,929 $3,329 $139,638 $0 $151,500 $0 $0 $100,000 $100,000 Sports Complex Improvement Reserve Spring Training $320,373 $52,559 $730,742 $730,742 Department Sub-total: $4,488,567 $4,831,298 $5,970,597 $6,469,171 Sports Complex Fund Total $4,488,567 $4,831,298 $5,970,597 $6,469,171 Beardsley Water Reclamation Facility $1,591,277 $1,858,124 $1,790,976 $1,888,793 Butler Water Reclamation Facility $5,305,065 $5,574,227 $5,862,298 $6,331,208 Jomax Water Reclamation Facility $1,264,517 $1,393,969 $1,486,319 $1,677,189 Wastewater Collection/Prevention $2,166,944 $2,062,029 $2,291,923 $2,536,962 $926,223 $967,745 $1,074,864 $1,387,576 $1,351,709 $1,055,924 $4,054,766 $4,525,299 Wastewater Water Services Wastewater Environmental Ww Debt Service Ww Eqt Reserve $212,445 $371,825 $60,000 $66,420 $6,933,536 $3,965,356 $17,941,217 $24,336,546 Department Sub-total: $19,751,716 $17,249,200 $34,562,363 $42,749,993 Wastewater Fund Total $19,751,716 $17,249,200 $34,562,363 $42,749,993 Ww Oper Capital Projects 581 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2022 Amended FY 2021 Actual FY 2023 Approved Water Water Services Blue Staking $418,593 $469,016 $476,579 $518,278 Distribution Services $2,888,851 $2,963,503 $3,150,614 $3,553,438 Drinking Water Environmental $1,253,410 $1,168,179 $1,342,019 $1,492,875 $444,338 $464,400 $448,899 $467,838 Environmental Resources Greenway Potbl Wtr Trt Plant $2,755,847 $3,225,337 $3,254,544 $3,397,096 Operational Technology $0 $0 $1,476,843 $1,856,076 Planning and Engineering $2,014,598 $2,452,434 $1,597,437 $1,316,337 Production Svcs $4,453,374 $4,831,918 $4,622,889 $4,885,228 Quintero Treatment Plant $404,521 $360,090 $447,498 $455,912 Sustainability & Conservation $406,670 $513,979 $683,635 $962,401 Utilities Engineering $0 $182 $0 $0 Water Debt Service $333,028 $789,817 $9,016,160 $8,317,279 Water Services-Operations Admin $1,001,585 $1,267 $0 $0 Water Services-Water/Ww Admin $1,086,072 $2,138,334 $1,942,509 $2,390,649 Water Supply $8,495,877 $8,521,945 $11,188,048 $12,591,908 Wtr Eqt Reserve $233,325 $304,592 $318,050 $372,000 $9,978,857 $8,883,519 $24,655,362 $27,851,111 Department Sub-total: $36,168,946 $37,088,512 $64,621,086 $70,428,426 Water Fund Total $36,168,946 $37,088,512 $64,621,086 $70,428,426 Wtr Oper Capital Projects Internal Service Funds Facilities Public Works Daytime Facility Services $1,748,631 $1,813,536 $2,229,836 $2,433,599 Facilities Admin $342,578 $306,364 $374,454 $377,952 Facilities Operating Projects $549,854 $530,332 $653,867 $756,015 Nighttime Facilities Services $779,032 $830,152 $982,162 $1,104,127 Technical Operations $1,659,387 $1,871,389 $1,732,598 $1,655,686 Utility Management $895,663 $878,489 $927,379 $925,991 Department Sub-total: $5,975,146 $6,230,262 $6,900,296 $7,253,370 Facilities Fund Total $5,975,146 $6,230,262 $6,900,296 $7,253,370 $5,279,029 $5,334,541 $7,004,152 $7,123,339 Department Sub-total: $5,279,029 $5,334,541 $7,004,152 $7,123,339 Fleet Maintenance Fund Total $5,279,029 $5,334,541 $7,004,152 $7,123,339 Fleet Maintenance Public Works Fleet Maintenance 582 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2021 Actual FY 2022 Amended FY 2023 Approved Fleet Reserve Public Works Fleet Reserve $1,893,827 Streets/Transit Equipment Reserve $2,565,171 $3,452,578 $3,904,820 $104,019 $991,656 $526,890 $532,500 Department Sub-total: $1,997,846 $3,556,826 $3,979,468 $4,437,320 Fleet Reserve Fund Total $1,997,846 $3,556,826 $3,979,468 $4,437,320 $8,350,247 $9,255,383 $11,753,513 $12,826,498 $842,849 $880,258 $1,031,413 $981,892 Department Sub-total: $9,193,097 $10,135,641 $12,784,926 $13,808,390 Information Technology Fund Total $9,193,097 $10,135,641 $12,784,926 $13,808,390 Information Technology Information Technology IT Operations Radio System Operations Information Technology Reserve Information Technology Res For Personal Comp Eqt $454,043 $921,783 $593,023 $841,885 Res For System Comp Eqt $1,440,856 $1,143,350 $1,187,019 $2,691,744 Department Sub-total: $1,894,899 $2,065,133 $1,780,042 $3,533,629 Information Technology Reserve Fund Total $1,894,899 $2,065,133 $1,780,042 $3,533,629 $2,108,810 $2,338,893 $2,828,609 $2,542,885 Insurance Reserve City Attorney Claims & Insurance Claims Admin Department Sub-total: $197,796 $224,788 $245,040 $245,791 $2,306,606 $2,563,681 $3,073,649 $2,788,676 Human Resources Employee Benefits - Dental/Vision $1,110,933 $1,084,485 $1,290,000 $1,290,000 Employee Benefits - Health $16,169,440 $19,663,439 $21,216,807 $21,378,825 Workers Compensation Self-Insurance $913,931 $2,900,009 $2,807,000 $3,018,000 Department Sub-total: $18,194,304 $23,647,933 $25,313,807 $25,686,825 Insurance Reserve Fund Total $20,500,910 $26,211,614 $28,387,456 $28,475,501 Other Information Technology IT Projects $336,758 $236,162 $123,670 $30,000 Department Sub-total: $336,758 $236,162 $123,670 $30,000 Other Fund Total $336,758 $236,162 $123,670 $30,000 583 Schedule 3 - All Funds Expenditures Fund/Department FY 2020 Actual FY 2022 Amended FY 2021 Actual FY 2023 Approved Trust & Agency Funds Other Fire-Medical Vol Firefighter Pension Trust Department Sub-total: $15,300 $15,300 $15,300 $10,200 $15,300 $15,300 $15,300 $10,200 $24,413 $12,719 $0 $0 Non-City Entity PLAY Peoria NFP Trust Westside Fire Training Agency $0 $2,278 $0 $0 Department Sub-total: $24,413 $14,997 $0 $0 Other Fund Total $39,713 $30,297 $15,300 $10,200 ($106,136) $0 $0 $0 Capital Projects Funds Bond Non-Departmental Energy Efficiency Project Loan Future GO Bonds $0 $0 $0 $27,839,514 GO Bonds 2019 $23,999,293 $4,687,146 $11,574 $0 GO Bonds 2021 $1,602,025 $7,092,173 $40,576,476 $38,641,179 Department Sub-total: $25,495,182 $11,779,319 $40,588,050 $66,480,693 Bond Fund Total $25,495,182 $11,779,319 $40,588,050 $66,480,693 Capital Prj-Outside Sources $8,176,771 $1,036,130 $8,685,066 $28,506,526 Capital Reimbursements from ALCP $7,465,956 $6,604,957 $1,949,169 $3,000,341 Other Non-Departmental Streets Capital Prj $1,637 $146,945 $594,000 $479,000 $15,644,364 $7,788,032 $11,228,235 $31,985,867 $0 $0 $2,010,000 $7,322,500 Department Sub-total: $0 $0 $2,010,000 $7,322,500 Other Fund Total $15,644,364 $7,788,032 $13,238,235 $39,308,367 Department Sub-total: Parks and Recreation AZSTA-Sports Complex Improvements 584 Schedule 3 - All Funds Expenditures Fund/Department FY 2022 Amended FY 2023 Approved FY 2020 Actual FY 2021 Actual Go Bonds Debt Service $18,737,432 $17,322,280 $24,619,487 $26,551,243 Mda Debt Service $3,189,251 $3,175,769 $3,172,226 $3,162,526 Non-GO Bond Debt $3,968,203 $3,974,782 $3,975,430 $3,973,649 Debt Service Funds Debt Service Non-Departmental Solar Lease 2017 $392,487 $417,494 $481,643 $389,280 Department Sub-total: $26,287,373 $24,890,325 $32,248,786 $34,076,698 Debt Service Fund Total $26,287,373 $24,890,325 $32,248,786 $34,076,698 Department Sub-total: $0 $0 $0 $0 Improvement District Fund Total $0 $0 $0 $0 City Total $430,754,113 $410,509,935 $658,538,714 $703,406,701 Improvement District Non-Departmental 585 586 Schedule 4 - Improvement Districts Revenues Projected Description FY2023 Projected Description Projected FY2023 Description FY2023 SLID 1 Westfield Gardens $ 2,319 SLID 139 Ironwood Phase 2B $ 1,378 SLID 1034 Camino a Lago South, Unit 7 $ 2,486 SLID 2 Autumn Point $ 2,364 SLID 140 Ironwood Phase 3A $ 862 SLID 1035 Tierra Del Rio Parcel 4a $ 2,969 SLID 3 Vistas Avenida II $ 1,900 SLID 141 Ironwood Phase 3B $ 862 SLID 1038 Camino a Lago South, Unit 5 $ 3,654 SLID 4 Cypress Point Estates II @ WBV $ 3,046 SLID 142 Ironwood Phase 4A $ 862 SLID 1039 Camino a Lago South, Unit 6 $ 4,385 SLID 5 Shavano $ 3,070 SLID 143 Ironwood Phase 4B $ 1,033 SLID 1045 Tierra Del Rio Parcel 4B $ 1,023 SLID 6 Bell Park Central $ 4,512 SLID 144 Crosswinds $ 3,475 SLID 1046 Terramar 9B $ 1,608 SLID 7 Bell Park & Parcels 2B-8 $ 12,222 SLID 145 Sun Cliff III $ 1,205 SLID 1048 Tierra Del Rio Parcel 12 $ 4,970 SLID 8 Foxwood Unit Four $ 3,048 SLID 146 Ryland @ Silvercreek $ 5,512 SLID 1049 Tierra Del Rio Parcel 11 $ 4,532 SLID 9 Vista Crossing $ 1,855 SLID 147 Harbor Shores @ Desert Harbor $ 1,292 SLID 1050 Sunset Ranch IIA $ 2,035 SLID 10 Vista Pinnacle $ 3,891 SLID 148 Sun Aire Estates, UNIT 6 $ 2,258 SLID 1053 The Meadows Parcel 11 $ 8,187 SLID 11 North Shores @ Ventana Lakes $ 1,461 SLID 149 Silverton 2 $ 8,611 SLID 1054 The Meadows Parcel 12A $ 6,701 SLID 12 Vistas @ Desert Harbor Phase I $ 2,561 SLID 150 Dove Valley Ranch Parcel 6 $ 9,473 SLID 1055 Sunset Ranch IIB $ 1,438 SLID 13 Village Terrace $ 2,692 SLID 151 Dove Valley Ranch Parcel 3B $ 5,823 SLID 1056 The Meadows Parcel 12B $ 6,725 SLID 14 The Coves/Ventana Lakes $ 6,388 SLID 152 Dove Valley Ranch Parcel 3C $ 5,289 SLID 1057 The Meadows ParcelL 9 $ 7,897 SLID 15 Windwood $ 1,689 SLID 153 Dove Valley Ranch Parcel 3F $ 2,369 SLID 1058 Vistancia Parcel F3 - Phase 1 $ 1,023 SLID 16 Lakeside Unit 2 @ Ventana Lakes $ 3,928 SLID 154 Dove Valley Ranch Parcel 2B & 2C $ 2,066 SLID 1059 Vistancia Parcel F3 - Phase 2 $ 420 SLID 17 Arrowhead Shores I $ 5,183 SLID 155 Dove Valley Ranch Parcel 2D $ 5,903 SLID 1060 Vistancia Parcel F4 Phase 1 $ 1,170 SLID 18 Arrowhead Shores II $ 4,768 SLID 156 Dove Valley Ranch Parcel 2E $ 3,617 SLID 1061 Vistancia Parcel F4 Ph2 $ 145 SLID 19 Westfield Gardens 2 $ 1,341 SLID 157 Dove Valley Ranch Parcel 2F $ 2,879 SLID 1062 Vistancia Parcel F4 PH 3 $ 585 SLID 20 Cactus Point Crossing $ 3,106 SLID 159 Terramar Parcel 7A $ 2,924 SLID 1063 Vistancia Parcel F5 $ 1,315 SLID 21 Country Meadows Estates $ 3,328 SLID 160 Terramar Parcel 11 $ 2,616 SLID 1065 Vistancia Parcel F1 Phase 1 $ 1,170 SLID 22 The Gardens @ V.L. $ 15,654 SLID 167 Springer Ranch 2 $ 2,436 SLID 1067 The Meadows Parcel 4A $ 7,286 SLID 23 Brookside Village I & II $ 3,048 SLID 171 Greystone II Heritage @ V.L. $ 3,967 SLID 1068 Sunset Ranch IIC $ 543 SLID 24 Country Meadows Unit 11 $ 366 SLID 172 Erin Groves 2 $ 2,529 SLID 1069 Sunset Ranch IID $ 293 1,023 SLID 25 Vista Point, Village Terrace II & III @ WBV $ 4,537 SLID 174 Hunter Field Estates $ 1,375 SLID 1070 Sunset Ranch IIE $ SLID 26 Calbrisa $ 3,465 SLID 177 Desert Star Subdivision $ 10,185 SLID 1071 Umbria Estates $ 438 SLID 27 Torrey Pines I & II $ 5,409 SLID 179 Westwing Mountain Parcel 1A $ 2,755 SLID 1072 Tierra Del Rio Parcel 1 $ 2,047 SLID 28 The Landings @ V.L. includes South Bay $ 5,330 SLID 183 Westwing Mountain Parcel 4 $ 516 SLID 1073 Tierra Del Rio Parcel 13B $ 1,023 SLID 29 Sweetwater Place $ 3,916 SLID 184 Westwing Mountain Parcel 5 $ 344 SLID 1074 Sunset Ranch IIF $ 564 SLID 30 Vistas @ Desert Harbor Unit II $ 2,877 SLID 185 Westwing Mountain Parcel 6 $ 689 SLID 1075 Tierra Del Rio Parcel 10B $ 1,315 SLID 31 Westfield Gardens III $ 2,438 SLID 187 Westwing Mountain Parcel 8 $ 2,017 SLID 1076 Tierra Del Rio Parcel 27 $ 9,602 SLID 32 83rd Ave & Thunderbird $ 7,421 SLID 188 Westwing Mountain Parcel 9 $ 2,412 SLID 1077 Terramar Parcel 10B $ 1,461 SLID 33 Crystal Cove $ 3,928 SLID 189 Westwing Mountain Parcel 10 $ 1,895 SLID 1078 The Meadows Parcel 4B $ 5,994 SLID 34 Villas @ Desert Harbor $ 1,170 SLID 190 Westwing Mountain Parcel 11 $ 2,313 SLID 1080 Tierra Del Rio Parcel 23 $ 9,188 SLID 36 Arrowhead Cove $ 3,339 SLID 191 Westwing Mountain Parcel 12 $ 2,190 SLID 1081 Sunset Ranch IIG $ 585 SLID 37 Vistas Fairways @ WBV $ 4,088 SLID 195 South Bay Unit 2 @ Ventana Lakes $ 3,445 SLID 1082 Sunset Ranch IIH $ 585 SLID 39 Bridlewood $ 10,625 SLID 197 Sun Cliff V $ 5,660 SLID 1083 Tierra Buena II $ 614 SLID 40 The Shores @ V.L. $ 1,315 SLID 198 Fletcher Heights 3A $ 17,007 SLID 1084 Tierra Del Rio Parcel 22 $ 4,385 SLID 41 Fairway Views @ WBV $ 3,216 SLID 199 Fletcher Heights 3B $ 5,054 SLID 1085 Peoria Village $ 2,875 SLID 42 Sweetwater Place II $ 1,279 SLID 201 Central Park Subdivision $ 5,301 SLID 1086 Vistancia Parcel A18 $ 1,023 SLID 43 Steeple Hill $ 4,291 SLID 202 Starlight Canyon $ 1,378 SLID 1087 Vistancia Parcel A21/A22 $ 1,461 SLID 44 Paradise Shores $ 2,486 SLID 205 Tuscany Shores - Desert Harbor Parcel 12 $ 2,339 SLID 1088 Lizard Trails $ 731 SLID 45 Calle Lejos Estates $ 2,047 SLID 206 West Valley Ranch $ 2,281 SLID 1089 Tierra Del Rio Parcel 20A & 21A $ 5,461 SLID 46 Eagle Ridge @ WBV $ 4,385 SLID 207 Sunset Ranch $ 2,247 SLID 1090 Tierra Del Rio Parcel 21B $ 1,461 SLID 47 Olive Park $ 1,996 SLID 208 Sonoran Mountain Ranch Parcel 1 $ 4,532 SLID 1091 Sunrise Vista $ 585 SLID 48 Paseo Verde Estates $ 5,019 SLID 209 Sonoran Mountain Ranch Parcel 2 $ 4,656 SLID 1096 Sierra Ridge Estates $ 2,266 SLID 49 The Boardwalk $ 4,678 SLID 210 Vistancia Village A Par A37 $ 1,608 SLID 1097 Terramar Cove $ 877 SLID 50 Parkridge I & II $ 21,290 SLID 211 Vistancia Village A Par A36 $ 2,193 SLID 1099 VISTANCIA PARCEL H19 PHASE 1 $ 243 SLID 51 Scottland Hills @ WBV $ 2,631 SLID 212 Vistancia Village A Par A33 $ 2,047 SLID 1100 VISTANCIA PARCEL H20 $ 247 SLID 54 Wildflower Point I $ 3,491 SLID 213 Vistancia Village Par A 32 $ 1,753 SLID 1101 Tierra Del Rio Parcel 2 $ 3,907 SLID 55 Crystal Bay @ Desert Harbor $ 731 SLID 214 Vistancia Village A Par A14 $ 1,461 SLID 1102 Tierra Del Rio Parcel 3A $ 3,086 SLID 56 Diamond Cove @ Desert Harbor $ 3,440 SLID 215 Vistancia Village A Par A13 $ 1,170 SLID 1103 Tierra Del Rio Parcel 20B $ 3,216 SLID 57 Alta Vista Estates $ 15,471 SLID 216 Vistancia Village Par A12 $ 1,900 SLID 1104 Aloravita Phase 1 Parcel 1 $ 4,349 587 Schedule 4 - Improvement Districts Revenues Projected Description FY2023 Projected Description Projected FY2023 Description FY2023 SLID 58 Sweetwater Ridge $ 11,088 SLID 218 Vistancia Village A Par A10B $ 1,753 SLID 1105 Aloravita Phase 1 Parcel 2 $ 4,173 SLID 59 Hunter Ridge $ 4,079 SLID 220 Cibola Vista 1A $ 731 SLID 1106 Aloravita Phase 1 Parcel 3 $ 1,383 SLID 60 Arrowhead Horizons $ 3,069 SLID 221 Cibola Vista 1B $ 877 SLID 1107 Aloravita Phase 1 Parcel 5 $ 1,691 SLID 61 Cactus Place $ 1,170 SLID 222 Cibola Vista 2 $ 4,240 SLID 1108 Aloravita Phase 1 Parcel 6 $ 1,805 SLID 62 Legacy Place $ 3,224 SLID 223 Cibola Vista 3 $ 4,199 SLID 1109 Sunset Ranch Parcel IIJ $ 1,023 SLID 63 Granite Run $ 5,556 SLID 224 Cibola Vista 4 $ 3,362 SLID 1110 Trailside At Happy Valley Phase 1 $ 7,305 SLID 64 Willow Ridge @ WBV $ 6,386 SLID 225 Cibola Vista 5 $ 5,816 SLID 1111 Three Olive Park $ 5,262 SLID 66 New River Shores $ 5,634 SLID 226 Sonoran Mountain Ranch Parcel 4.1 $ 4,078 SLID 1112 Trailside At Happy Valley Phase 2 $ 1,170 SLID 70 Sweetwater Ridge Unit 3 $ 337 SLID 227 Sonoran Mountain Ranch Parcel 4.2 $ 3,059 SLID 1113 The Meadows 2A $ 2,989 SLID 71 Teresita $ 3,527 SLID 228 Sonoran Mountain Ranch Parcel 5 $ 2,924 SLID 1114 The Meadows Parcel 2B $ 3,508 SLID 72 Country Club Estates @ WBV $ 1,753 SLID 229 Sonoran Mountain Ranch Parcel 6 $ 4,667 SLID 1115 Trailside At Happy Valley Phase 3 $ 3,508 SLID 73 Fletcher Heights Phase 1A $ 25,269 SLID 230 Sonoran Mountain Ranch Parcel 7 $ 4,904 SLID 1116 Trailside At Happy Valley Phase 4 $ 3,638 SLID 76 Silverton $ 10,652 SLID 231 Sonoran Mountain Ranch Parcel 9A Ph 1 $ 3,047 SLID 1117 Vistancia Village A Parcel A5 $ 877 SLID 77 Deer Village Unit 3 $ 2,339 SLID 232 Sonoran Mountain Ranch Parcel 9A Ph 2 $ 2,047 SLID 1118 Vistancia Village D Parcel D3B $ 1,315 SLID 78 Deer Village Unit 1 $ 3,465 SLID 233 Westwing Ph 2 Par 18 $ 2,978 SLID 1119 Vistancia Village D Parcel D4 $ 1,608 SLID 79 Deer Village Unit 2 $ 3,801 SLID 234 Westwing Ph 2 Par 19 $ 1,378 SLID 1120 Vistancia Village D Parcel D2 $ 1,753 SLID 80 Deer Village Unit 4 $ 2,778 SLID 235 Westwing Ph 2 Par 29 $ 4,478 SLID 1121 Vistancia Village D Parcel D1 $ 1,315 SLID 82 Pivotal Peoria Center Tracts C & D $ 3,353 SLID 236 Westwing Ph 2 Par 15 $ 3,272 SLID 1123 The Meadows Parcel 1 & 3 Phase 1 $ 4,723 SLID 83 Fairmont Unit 1 $ 8,392 SLID 237 Sonoran Mtn Ranch 9b $ 1,900 SLID 1126 The Meadows Parcels 1 & 3 Phase 2 $ 1,911 SLID 84 Fairmont Unit 2 $ 5,239 SLID 238 Casa Del Rey $ 15,842 SLID 1127 The Meadows Parcels 7 & 8 Phase 1 $ 2,437 SLID 93 Terramar Parcel 1 $ 8,329 SLID 239 Westwing Ph 2 Par 21 $ 1,544 SLID 1128 The Meadows Parcels 7 & 8 Phase 2 $ 1,397 SLID 94 Terramar Parcel 2A $ 862 SLID 240 Westwing Ph 2 Par 22 $ 2,059 SLID 1130 Four Seasons at Ventana Lakes $ 2,201 SLID 95 Terramar Parcel 3 $ 4,850 SLID 1000 Sonoran Mountain Ranch Parcel 10 $ 6,848 SLID 1131 Sonoran Place Phase 1 $ 2,789 SLID 96 Terramar Parcel 4A $ 2,976 SLID 1001 Vistancia Village A Parcel A9 $ 2,024 SLID 1132 Sonoran Place Phase 2 $ 1,900 SLID 97 Terramar Parcel 5 $ 2,778 SLID 1002 Fletcher Farms $ 3,654 SLID 1133 Trenton Park $ 1,593 SLID 98 Terramar Parcel 6 $ 5,992 SLID 1004 Vistancia Village A Parcel G10 $ 1,154 SLID 1134 Mystic at Lake Pleasant Heights Parcel A $ 2,201 SLID 99 Terramar Parcel 7B $ 3,441 SLID 1005 Vistancia Phase 2 Parcel A-8 $ 1,315 SLID 1135 Aloravita North Phase 2 - Parcel 13 $ 2,248 SLID 101 Terramar Parcel 9A $ 2,047 SLID 1006 Vistancia Phase 2 Parcel A-15 $ 1,886 SLID 1136 Aloravita North Phase 2 - Parcel 7 $ 2,407 SLID 102 Terramar Parcel 10A $ 1,170 SLID 1007 Vistancia North Parcel G-11 $ 877 SLID 1137 Aloravita North Phase 2 - Parcel 8 $ 2,952 SLID 104 Dove Valley Ranch Parcel 2A3 $ 4,083 SLID 1008 Riverstone Estates $ 3,069 SLID 1138 ALORAVITA NORTH PH 2 PARCEL 9 $ 6,720 SLID 107 Fletcher Heights Phase 1B $ 12,841 SLID 1009 Vistancia Village A Parcel G3 $ 2,462 SLID 1139 MYSTIC AT LPH PARCEL D $ 3,327 SLID 108 Fletcher Heights Phase 1C $ 6,105 SLID 1010 Vistancia Parcel A-7 $ 877 SLID 1140 MYSTIC AT LPH PARCEL B $ 1,440 SLID 110 South Bay @ Ventana Lakes $ 2,830 SLID 1011 Varney Village $ 438 SLID 1141 MYSTIC AT LPH PARCEL C $ 2,062 SLID 112 Rose Garden Acres $ 794 SLID 1012 Vistancia North Parcel G-4 $ 1,170 SLID 1144 Village H at Vistancia Parcel H23 $ 1,111 SLID 114 Fletcher Heights Phase 2A $ 15,815 SLID 1013 Vistancia A28 $ 3,216 TOTAL $ 1,068,754 SLID 116 Tierra Norte V $ 4,444 SLID 1014 Vistancia A29 $ 2,001 SLID 117 Summersett Village $ 14,569 SLID 1016 Sonoran Mountain Ranch Parcel 14 $ 3,362 SLID 119 Dove Valley Ranch Parcel 3A $ 3,100 SLID 1017 Vistancia Parcel G2 $ 2,193 SLID 121 Dove Valley Ranch Parcels 3D & 3E $ 8,095 SLID 1019 Vistancia North G-1 $ 2,631 SLID 122 Clearview Estates $ 6,199 SLID 1020 Plaza Del Rio Phase I $ 731 MID 1 Cactus Point Crossing $ 8,695 SLID 123 Terramar Parcel 2B $ 5,957 SLID 1021 Plaza Del Rio Phase 2 $ 1,753 MID 2 Westfield Gardens II $ 5,836 SLID 125 Terramar Parcel 12 $ 6,272 SLID 1022 Tierra del Rio Parcel 6 $ 8,625 MID 3 Bell Park (Parcel 5) $ 5,108 SLID 126 Terramar Parcel 13 $ 4,187 SLID 1023 Tierra Del Rio North - Parcel 28 $ 2,486 MID 4 Country Meadows $ 6,616 SLID 127 Terramar Parcel 14 $ 2,778 SLID 1024 Plaza Del Rio Phase 3 $ 2,924 MID 5 Crystal Cove $ 16,635 SLID 128 Peoria Mountain Vistas $ 6,028 SLID 1025 Rio Estates $ 1,228 MID 6 Westfield Gardens III $ 13,470 SLID 129 Fletcher Heights Phase 2B $ 15,673 SLID 1028 107TH AV & PALM TREE DR NWC $ 337 MID 7 Sweetwater Place $ 8,115 SLID 131 Bay Pointe @ V.L. $ 8,153 SLID 1029 Grand Manor $ 2,235 MID 10 Tierra Norte III $ 16,719 8,149 SLID 135 Sun Cliff IV $ 6,396 SLID 1030 Tierra Del Rio Parcel 10A $ 2,486 MID 69 Stonebridge $ SLID 136 Ironwood Phase 1A $ 3,235 SLID 1031 Tierra del Rio Parcel 9 $ 3,654 MID 1025 Bedford Village 1 $ 4,388 SLID 137 Ironwood Phase 1B $ 2,239 SLID 1032 Tierra Del Rio Parcel 13A $ 2,622 MID 1044 Bedford Village 2 $ 3,220 SLID 138 Ironwood Phase 2A $ 1,722 SLID 1033 Camino a Lago South, Unit 8 $ 3,343 TOTAL $ 96,951 588 Schedule 5 - Tax Levy and Tax Rate Information DESCRIPTION BUDGET FY 2019 BUDGET FY 2020 BUDGET FY 2021 PROJECTED FY 2022 PROJECTED FY 2023 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $783,000,000 $300,156,501 $482,843,499 $1,125,073,900 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $1,890,915,664 $6,724,096 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 $1,439,919,582 $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 $1,890,915,664 $21,745,530 $5,483,655 $27,229,186 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 $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 $5,209,473 $274,183 $20,658,254 $1,087,277 $25,867,726 $1,361,459 $27,229,186 $0.2900 $1.1500 $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 07/01/22 Principal Payments FY23 Proposed Debt FY23 Estimated Debt outstanding FY23 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/22 Principal Payments FY23 Proposed Debt FY23 Estimated Debt outstanding FY23 Remaining limitation available Truth in Taxation Calculation $1,890,915,664 $378,183,133 $177,747,620 ($15,871,523) $35,457,746 Previous year's primary levy Current net assessed valuation(AV) $5,165,020 $1,857,504,803 $197,333,843 $180,849,290 $1,890,915,664 $113,454,940 $5,868,110 ($2,268,383) 7,386,358 $10,986,085 $102,468,855 589 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 $0.2781 $1,857,504,803 $5,165,020 $0.2900 $0.2781 $33,410,861 $92,916 $221,043 590 Schedule 6 - Personnel Summary By Department Department Budget Budget Budget Base Revised Base Budget FY2020 FY2021 FY2022 Chg FY2022 Chg FY2023 Arts, Culture and Library Services 34.21 33.71 35.21 0.79 36.00 0.00 36.00 City Attorney 26.00 26.00 27.00 0.00 27.00 2.00 29.00 City Clerk 7.00 6.00 6.00 0.00 6.00 0.50 6.50 Development and Engineering 67.00 67.00 67.00 3.00 70.00 2.00 72.00 Economic Development Services 7.00 7.00 7.00 0.00 7.00 0.00 7.00 Finance and Budget 40.00 40.00 40.00 0.00 40.00 0.00 40.00 Finance Utilities 38.00 38.00 38.00 1.00 39.00 0.00 39.00 Fire-Medical 220.00 220.00 221.00 15.00 236.00 5.00 241.00 Human Resources 21.50 21.50 21.50 0.00 21.50 0.00 21.50 Information Technology 43.00 44.00 45.00 0.00 45.00 2.00 47.00 Leadership and Management 19.00 19.00 19.00 0.00 19.00 0.00 19.00 Municipal Court 20.90 20.90 21.45 0.00 21.45 2.00 23.45 Neighborhood & Human Services 39.75 39.75 40.75 0.00 40.75 1.00 41.75 Office of Communications 10.00 10.00 10.00 0.00 10.00 0.00 10.00 Parks and Recreation 100.34 100.54 102.04 -1.04 101.00 1.00 102.00 Planning and Community Development 13.00 13.00 13.00 0.00 13.00 1.00 14.00 Police 304.00 304.00 308.00 15.00 323.00 0.00 323.00 Public Works 169.25 169.25 171.25 0.00 171.25 6.50 177.75 Water Services 98.00 98.00 98.00 2.00 100.00 5.00 105.00 1,277.95 1,277.65 1,291.20 35.75 1,326.95 28.00 1,354.95 City Totals: 591 592 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 City Attorney General Fund 0200 - Civil Assistant City Attorney Full-Time 3.00 3.00 3.00 0.00 3.00 1.00 4.00 Business Systems Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Chief Asst. City Attorney Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 City Attorney Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Legal Administrator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Legal Assistant Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Legal Specialist Full-Time 3.00 3.00 4.00 0.00 4.00 0.00 4.00 Paralegal Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Sr. Assistant City Attorney Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 15.00 15.00 16.00 0.00 16.00 1.00 17.00 0210 - Victims' Assistance Prg Legal Specialist Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Victim Assistance Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 0230 - Criminal Assistant City Prosecutor Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Legal Assistant Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Legal Specialist Full-Time 1.00 1.00 1.00 0.00 1.00 1.00 2.00 Paralegal Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sr Assistant City Prosecutor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 7.00 7.00 7.00 0.00 7.00 1.00 8.00 Insurance Reserve Fund 3610 - Claims Admin Claims Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Legal Specialist Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 26.00 26.00 27.00 0.00 27.00 2.00 29.00 City Attorney Totals: 593 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 City Clerk General Fund 0150 - City Clerk Administrative Assistant II - Classified Part-Time 0.00 0.00 0.00 0.00 0.00 0.50 0.50 City Clerk Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 City Clerk Specialist I Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 City Clerk Specialist II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Deputy City Clerk Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Analyst Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Records Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 7.00 6.00 6.00 0.00 6.00 0.50 6.50 7.00 6.00 6.00 0.00 6.00 0.50 6.50 City Clerk Totals: 594 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Development and Engineering General Fund 0650 - Building Development Building Inspector I Full-Time 9.00 8.00 7.00 0.00 7.00 0.00 7.00 Building Inspector II Full-Time 1.00 2.00 3.00 0.00 3.00 0.00 3.00 Building Inspector III Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Building Official & Inspection Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Deputy Engineering Director Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Development Services Supervisor Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Development Technician I Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Plans Examiner I Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Plans Examiner II Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Plans Review Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Residential Field Inspection Supervisor Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 24.00 24.00 24.00 1.00 25.00 0.00 25.00 0750 - Engineering Admin Business Services Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Classified Admin Asst II Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Development & Engineering Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Analyst Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Management Assistant Full-Time 3.00 3.00 3.00 -1.00 2.00 0.00 2.00 5.00 5.00 5.00 0.00 5.00 1.00 6.00 0810 - Site Development Civil Engineer Full-Time 2.00 2.00 2.00 1.00 3.00 0.00 3.00 Deputy Engineering Director Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Development Plan Reviewer Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Development Services Supervisor Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Development Technician I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Engineering Supervisor Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Engineering Technician II Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Plans Review Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Site Development Manager Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 8.00 8.00 8.00 1.00 9.00 0.00 9.00 0812 - Engineering Services CIP Project Manager I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 CIP Project Manager II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Civil Engineer Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Deputy Engineering Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Engineering Supervisor Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Engineering Technician II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Real Estate Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Coordinator Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 11.00 11.00 11.00 0.00 11.00 1.00 12.00 595 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 0813 - Architectural Services Architect Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Architectural Services Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 CIP Project Manager I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 0820 - Eng Inspection Svc Engineering Inspection Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Engineering Inspector Full-Time 6.00 6.00 6.00 0.00 6.00 0.00 6.00 Lead Engineering Inspector Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 Highway User Fund 7043 - Traffic Engineering Assistant City Traffic Engineer Full-Time 2.00 2.00 1.00 0.00 1.00 0.00 1.00 City Traffic Engineer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Intelligent Transportation System Engineer Intelligent Transportation Systems (ITS) Technician ITS Technician Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Traffic Engineer Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Transportation Planning Engineer Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 6.00 6.00 6.00 1.00 7.00 0.00 7.00 67.00 67.00 67.00 3.00 70.00 2.00 72.00 Development and Engineering Totals: 596 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Economic Development Services General Fund 0352 - Economic Development Services Business Attraction Coordinator Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Business Attraction Program Manager Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Business Development Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Chief Business Attraction Officer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Economic Development Agreement Coordinator Economic Development Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Economic Development Operations Specialist Economic Development Services Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 Economic Development Services Totals: 597 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Finance and Budget General Fund 0400 - Finance Admin Chief Finance Officer Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Chief Financial Officer Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Finance & Accounting Asst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 0410 - Financial Services Accountant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Accounting Specialist Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Accounting Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Accounting Technician II Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Accounting Technician III Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Deputy Finance Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Payroll Specialist Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Payroll Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sr Accountant Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 13.00 13.00 13.00 0.00 13.00 0.00 13.00 0420 - Tax Audit & Collections Customer Services Rep II Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Revenue Collection Specialist Full-Time 3.00 3.00 3.00 -1.00 2.00 0.00 2.00 Sales Tax & Licensing Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sales Tax Auditor Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Tax & Licensing Specialist I Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Tax & Licensing Specialist II Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 0430 - Management and Budget Budget Analyst Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Budget Coordinator Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Budget Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Deputy Finance Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management & Budget Assistant Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Sr Budget Analyst Full-Time 2.00 2.00 2.00 1.00 3.00 0.00 3.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 0440 - Materials Management Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Buyer I Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Contract Administrator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Contract Officer Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Materials Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Purchasing Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 598 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 0500 - Inventory Control Buyer I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Inventory Control Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Inventory Control Specialist Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Storekeeper Full-Time 3.00 3.00 3.00 -1.00 2.00 0.00 2.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 40.00 40.00 40.00 0.00 40.00 0.00 40.00 Finance and Budget Totals: 599 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Finance Utilities General Fund 0450 - Customer Service Customer Services Rep II Full-Time 12.00 12.00 12.00 0.00 12.00 0.00 12.00 Lead Customer Services Rep Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Medical Billing Specialist Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Utility Services Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 15.00 15.00 15.00 1.00 16.00 0.00 16.00 0460 - Revenue Administration Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Business Systems Analyst Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Business Systems Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Revenue Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 0470 - Meter Services Dispatcher Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Lead Water Meter Technician Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Meter Technical Specialist Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Utility Services Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Water Meter Technician I Full-Time 5.00 5.00 5.00 0.00 5.00 0.00 5.00 Water Meter Technician II Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 11.00 11.00 11.00 0.00 11.00 0.00 11.00 0480 - Utility Billing Customer Services Rep II Full-Time 5.00 5.00 5.00 -1.00 4.00 0.00 4.00 Lead Customer Services Rep Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Billing Specialist Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Utility Services Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 38.00 38.00 38.00 1.00 39.00 0.00 39.00 Finance Utilities Totals: 600 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Fire-Medical General Fund 1200 - Fire Admin Administrative Assistant II Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Administrative Assistant II - Classified Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Deputy Fire Chief Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Executive Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Fire and Life Safety Educ Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Fire Chief Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Fire Engineer - PIO Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 8.00 8.00 8.00 0.00 8.00 0.00 8.00 1210 - Fire Prevention Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Deputy Fire Chief Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Fire Prevention Inspector Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Fire Prevention Inspector Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Plans Examiner II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 8.00 8.00 8.00 0.00 8.00 0.00 8.00 1220 - Fire Support Services Automotive Technician II Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Fire Physical Resources Spvsr Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Automotive Technician Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 1230 - Emergency Medical Services Administrative Assistant I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Administrative Assistant II - Classified Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Deputy Fire Chief Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Emergency Management Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 3.00 3.00 4.00 0.00 4.00 0.00 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 1240 - Fire Training Fire Captain Full-Time 1250 - Emergency Management Emergency Management Coordinator Full-Time 601 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 1260 - Fire Operations Deputy Fire Chief Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Fire Battalion Chief Full-Time 6.00 6.00 6.00 0.00 6.00 0.00 6.00 Fire Battalion Support Officer Full-Time 5.00 5.00 5.00 0.00 5.00 0.00 5.00 Fire Captain Full-Time 33.00 34.00 34.00 4.00 38.00 1.00 39.00 Fire Engineer Full-Time 32.00 31.00 31.00 1.00 32.00 1.00 33.00 Firefighter Full-Time 78.00 78.00 78.00 4.00 82.00 2.00 84.00 155.00 155.00 155.00 9.00 164.00 4.00 168.00 1270 - Ambulance Operations Automotive Technician II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Fire Battalion Chief Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Fire Captain Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Firefighter Full-Time 35.00 35.00 35.00 6.00 41.00 0.00 41.00 Medical Billing Specialist Full-Time 2.00 2.00 2.00 0.00 2.00 1.00 3.00 Medical Billing Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 40.00 40.00 40.00 6.00 46.00 1.00 47.00 220.00 220.00 221.00 15.00 236.00 5.00 241.00 Fire-Medical Totals: 602 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Human Resources General Fund 0070 - Human Resources Business systems analyst Full-Time 2.00 1.00 0.00 0.00 0.00 0.00 0.00 Deputy Human Resources Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Executive Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 HR Safety & Training Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 HR Systems Administrator Full-Time 0.00 1.00 2.00 0.00 2.00 0.00 2.00 Human Resources Analyst Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Human Resources Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Human Resources Consultant Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Human Resources Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Human Resources Manager Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Human Resources Safety Specialist Part-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Human Resources Specialist Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Human Resources Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Human Resources Technician Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Safety Administrator Full-Time Human Resources Totals: 1.00 1.00 1.00 0.00 1.00 0.00 1.00 21.50 21.50 21.50 0.00 21.50 0.00 21.50 21.50 21.50 21.50 0.00 21.50 0.00 21.50 603 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Information Technology Information Technology Fund 3750 - IT Operations Application Systems Analyst Full-Time 6.00 5.00 5.00 0.00 5.00 0.00 5.00 Application Systems Supervisor Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Applications/GIS Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Business Systems Analyst Full-Time 0.00 1.00 3.00 0.00 3.00 0.00 3.00 Customer Services Rep II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Data Architect Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Data Engineer Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Database Administrator Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Executive Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 GIS Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 GIS Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 GIS Technician Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Information Technology Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 IT Operations Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 IT Project Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 IT Project Manager Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 IT Security Administrator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 IT Technical Support Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 IT Technician I Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 IT Technician II Full-Time 5.00 5.00 4.00 0.00 4.00 0.00 4.00 Lead IT Technician Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Lead Systems Engineer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Network Administrator Full-Time 4.00 3.00 3.00 0.00 3.00 0.00 3.00 Network Engineer Full-Time 2.00 3.00 3.00 0.00 3.00 0.00 3.00 Network Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Programmer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Radio Systems Engineer Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Sr Application Systems Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sr Management Analyst Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Systems Engineer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 41.00 42.00 43.00 0.00 43.00 2.00 45.00 3760 - Radio System Operations Application Systems Analyst Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Radio Systems Engineer Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Radio Systems Engineer Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 RF Communications Operator Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 43.00 44.00 45.00 0.00 45.00 2.00 47.00 Information Technology Totals: 604 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Leadership and Management General Fund 0020 - City Manager's Office Administrative Assistant II - Classified Part-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Assistant to the City Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Chief of Staff to the City Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 City Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Council Assistant Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Council Assistant to the Mayor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Deputy City Manager Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Internal Controls Program Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Assistant to the CM Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Mayor's Chief of Staff Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sr Executive Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 15.00 15.00 15.00 0.00 15.00 0.00 15.00 0025 - Governmental Affairs Intergovernmental Affairs Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Intergovernmental Affairs Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 0027 - Office of Real Estate Development Real Estate Development Officer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Real Estate Development Project Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 19.00 19.00 19.00 0.00 19.00 0.00 19.00 Leadership and Management Totals: 605 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Municipal Court General Fund 0250 - Municipal Court Associate Judge Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Court Administrator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Court Supervisor Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Judge Pro Tem Full-Time 0.00 0.45 0.00 0.00 0.00 0.00 0.00 Judicial Assistant Full-Time 8.00 8.00 8.00 0.00 8.00 0.00 8.00 Lead Judicial Assistant Full-Time 4.00 4.00 4.00 0.00 4.00 2.00 6.00 Municipal Judge Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Municipal Security Guard Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 20.00 20.45 21.00 0.00 21.00 2.00 23.00 0.90 0.45 0.45 0.00 0.45 0.00 0.45 0.90 0.45 0.45 0.00 0.45 0.00 0.45 20.90 20.90 21.45 0.00 21.45 2.00 23.45 Municipal Court Enhancement Fd Fund 8062 - Municipal Court Enhancement Fd Judge Pro Tem Full-Time Municipal Court Totals: 606 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Neighborhood & Human Services General Fund 0550 - Code Compliance Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Code Compliance Officer Full-Time 6.00 6.00 6.00 0.00 6.00 0.00 6.00 Code Compliance Supervisor Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Code Compliance Officer Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Neighborhood Imp. Specialist Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Neighborhood Services Manager Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Services Manager Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 10.00 9.00 9.00 0.00 9.00 0.00 9.00 0570 - Community Assistance Administrative Assistant II - Classified Part-Time 0.75 0.75 0.75 0.00 0.75 0.00 0.75 Community Assistance Coordinator Full-Time 0.00 0.00 1.00 1.00 2.00 0.00 2.00 Community Assistance Manager Full-Time 0.80 0.80 0.80 0.20 1.00 0.00 1.00 Community Assistance Superintendent Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Community Engagement Supervisor Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Housing & Development Grants Coordinator Human Services Coordinator I Full-Time 0.75 0.75 0.75 -0.75 0.00 0.00 0.00 Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Human Services Coordinator II Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Neighborhood Programs Coordinator Full-Time 0.50 0.50 0.50 -0.50 0.00 0.00 0.00 4.80 4.80 5.80 -0.05 5.75 0.00 5.75 0590 - Community Engagement Community Engagement Associate Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Community Engagement Coordinator Full-Time 0.00 0.00 0.00 1.00 1.00 1.00 2.00 Neighborhood Imp. Specialist Full-Time 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 Recreation Coordinator Full-Time 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 0.00 2.00 2.00 0.00 2.00 1.00 3.00 1400 - NHS Administration Deputy Director of Neighborhood & Human Services Management Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Neighborhood & Human Services Director Recreation Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 3.00 3.00 0.00 3.00 0.00 3.00 1420 - Am/Pm Program Recreation Coordinator Full-Time 2.30 1.70 1.70 0.00 1.70 0.00 1.70 Recreation Manager Full-Time 0.00 0.39 0.39 0.00 0.39 0.00 0.39 Recreation Superintendent Full-Time 0.30 0.50 0.50 0.00 0.50 0.00 0.50 Recreation Supervisor Full-Time 0.40 0.60 0.60 0.00 0.60 0.00 0.60 3.00 3.19 3.19 0.00 3.19 0.00 3.19 607 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 1430 - Little Learners Program Recreation Manager Full-Time 0.00 0.08 0.08 0.00 0.08 0.00 0.08 Recreation Programmer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Specialist I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Superintendent Full-Time 0.05 0.05 0.05 0.00 0.05 0.00 0.05 Recreation Supervisor Full-Time 0.30 0.10 0.10 0.00 0.10 0.00 0.10 2.35 2.23 2.23 0.00 2.23 0.00 2.23 1440 - Summer Recreation Program Recreation Coordinator Full-Time 0.45 0.40 0.40 0.00 0.40 0.00 0.40 Recreation Manager Full-Time 0.00 0.02 0.02 0.00 0.02 0.00 0.02 Recreation Superintendent Full-Time 0.05 0.05 0.05 0.00 0.05 0.00 0.05 Recreation Supervisor Full-Time 0.05 0.05 0.05 0.00 0.05 0.00 0.05 0.55 0.52 0.52 0.00 0.52 0.00 0.52 1450 - Summer Camp Program Recreation Coordinator Full-Time 0.90 0.90 0.90 0.00 0.90 0.00 0.90 Recreation Manager Full-Time 0.00 0.06 0.06 0.00 0.06 0.00 0.06 Recreation Superintendent Full-Time 0.30 0.25 0.25 0.00 0.25 0.00 0.25 Recreation Supervisor Full-Time 0.15 0.25 0.25 0.00 0.25 0.00 0.25 1.35 1.46 1.46 0.00 1.46 0.00 1.46 1490 - Active Adult Program Family & Youth Services Supervisor Full-Time 0.00 0.10 0.10 0.00 0.10 0.00 0.10 Recreation Coordinator Full-Time 0.85 0.75 0.75 0.00 0.75 0.00 0.75 Recreation Manager Full-Time 0.00 0.04 0.04 0.00 0.04 0.00 0.04 Recreation Superintendent Full-Time 0.20 0.20 0.20 0.00 0.20 0.00 0.20 1.05 1.09 1.09 0.00 1.09 0.00 1.09 1500 - Adaptive Recreation Program Family & Youth Services Supervisor Full-Time 0.00 0.40 0.40 0.00 0.40 0.00 0.40 Recreation Coordinator Full-Time 0.40 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Manager Full-Time 0.00 0.04 0.04 0.00 0.04 0.00 0.04 Recreation Superintendent Full-Time 0.30 0.30 0.30 0.00 0.30 0.00 0.30 0.70 0.74 0.74 0.00 0.74 0.00 0.74 1520 - Teen Program Recreation Coordinator Full-Time 0.35 0.20 0.20 0.00 0.20 0.00 0.20 Recreation Manager Full-Time 0.00 0.04 0.04 0.00 0.04 0.00 0.04 Recreation Superintendent Full-Time 0.30 0.15 0.15 0.00 0.15 0.00 0.15 Recreation Supervisor Full-Time 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.75 0.39 0.39 0.00 0.39 0.00 0.39 1530 - Community Center Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Family & Youth Services Supervisor Full-Time 0.00 0.35 0.35 0.00 0.35 0.00 0.35 Recreation Coordinator Full-Time 1.60 1.05 1.05 0.00 1.05 0.00 1.05 Recreation Manager Full-Time 0.00 0.33 0.33 0.00 0.33 0.00 0.33 Recreation Superintendent Full-Time 0.40 0.40 0.40 0.00 0.40 0.00 0.40 3.00 3.13 3.13 0.00 3.13 0.00 3.13 608 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Community Dev Block Grant Fund 7160 - Comm Dev Block Grant Community Assistance Coordinator Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Community Assistance Manager Full-Time 0.20 0.20 0.20 -0.20 0.00 0.00 0.00 Community Assistance Superintendent Full-Time 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Housing & Development Grants Coordinator Neighborhood Programs Coordinator Full-Time 0.25 0.25 0.25 -0.25 0.00 0.00 0.00 Full-Time 0.50 0.50 0.50 -0.50 0.00 0.00 0.00 0.95 0.95 0.95 0.05 1.00 0.00 1.00 Adult Day Program Grant Fund 7250 - Adult Day Prg Grant Family & Youth Services Supervisor Full-Time 0.00 0.15 0.15 0.00 0.15 0.00 0.15 Recreation Coordinator Full-Time 1.15 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Specialist I Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Recreation Specialist II Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Recreation Superintendent Full-Time 0.10 0.10 0.10 0.00 0.10 0.00 0.10 7.25 7.25 7.25 0.00 7.25 0.00 7.25 39.75 39.75 40.75 0.00 40.75 1.00 41.75 Neighborhood & Human Services Totals: 609 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Office of Communications General Fund 0040 - Public Information Office Digital Media Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Graphics Designer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Marketing Communications Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Marketing/Communications Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Multi-Media Marketing Specialist Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Office of Communications Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Web Content Administrator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 7.00 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 10.00 10.00 0.00 10.00 0.00 10.00 0041 - Peoria Channel 11 Digital Media Specialist Full-Time Office of Communications Totals: 610 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Parks and Recreation General Fund 1390 - PRCF Administration Administrative Assistant II - Classified Full-Time 2.50 2.50 2.50 -1.00 1.50 0.00 1.50 Business Services Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Business Systems Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Customer Service Rep I - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Customer Services Rep I - Classified Full-Time 1.00 1.00 1.00 0.30 1.30 0.00 1.30 Customer Services Rep II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Executive Assistant Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Facilities Operations Tech Full-Time 0.00 0.00 1.00 -1.00 0.00 0.00 0.00 Lead Customer Services Rep Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Analyst Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Management Assistant Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Parks, Recreation and Community Facilities Director Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 12.50 12.50 13.50 -2.70 10.80 0.00 10.80 1410 - Swimming Pools Aquatics Maintenance Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Aquatics Maintenance Worker I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Coordinator Full-Time 2.00 2.00 2.00 -1.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.00 0.00 0.21 -0.01 0.20 0.00 0.20 Recreation Superintendent Full-Time 0.20 0.20 0.20 0.14 0.34 0.00 0.34 Recreation Supervisor Full-Time 0.40 0.40 0.40 -0.07 0.33 0.00 0.33 4.60 4.60 4.81 -0.94 3.87 0.00 3.87 1470 - Special Interest Classes - Youth Library & Cultural Svcs Manager Full-Time 0.02 0.02 0.02 -0.02 0.00 0.00 0.00 Recreation Coordinator Full-Time 0.40 0.40 0.40 0.00 0.40 0.00 0.40 0.42 0.42 0.42 -0.02 0.40 0.00 0.40 -0.02 0.00 0.00 0.00 1471 - Special Interest Classes - Adult Library & Cultural Svcs Manager Full-Time 0.02 0.02 0.02 Recreation Coordinator Full-Time 0.15 0.10 0.10 0.00 0.10 0.00 0.10 0.17 0.12 0.12 -0.02 0.10 0.00 0.10 1480 - Sports Programs - Youth Recreation Coordinator Full-Time 1.00 1.70 1.70 -0.70 1.00 0.00 1.00 Recreation Manager Full-Time 0.00 0.00 0.05 0.15 0.20 0.00 0.20 Recreation Superintendent Full-Time 0.30 0.30 0.30 0.03 0.33 0.00 0.33 Recreation Supervisor Full-Time 1.00 1.00 1.00 -0.66 0.34 0.00 0.34 2.30 3.00 3.05 -1.18 1.87 0.00 1.87 611 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 1481 - Sports Programs - Adult Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.11 -0.11 0.00 0.00 0.00 Recreation Coordinator Full-Time 1.00 1.00 0.00 1.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.00 0.00 0.03 0.17 0.20 0.00 0.20 Recreation Superintendent Full-Time 0.13 0.13 0.13 0.20 0.33 0.00 0.33 Recreation Supervisor Full-Time 0.00 0.00 0.00 0.33 0.33 0.00 0.33 1.24 1.24 0.27 1.59 1.86 0.00 1.86 1531 - Rio Vista Community Park Field Operations and Planning Services Manager Irrigation Technician Full-Time 0.00 0.00 0.00 0.10 0.10 0.00 0.10 Full-Time 0.50 0.50 0.50 1.00 1.50 0.00 1.50 Neighborhood & Comm Parks Manager Full-Time 0.12 0.12 0.12 -0.12 0.00 0.00 0.00 Parks & Sports Equip. Mechanic Full-Time 0.25 0.25 0.25 0.00 0.25 0.00 0.25 Parks & Sports Fac Crew Leader Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Parks & Sports Fac Worker III Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Parks Superintendent Full-Time 0.00 0.33 0.33 -0.33 0.00 0.00 0.00 Recreation Superintendent Full-Time 0.13 0.13 0.13 -0.13 0.00 0.00 0.00 Sports Facilities Maint Coordinator Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 4.00 4.33 4.33 -0.48 3.85 0.00 3.85 1532 - Rio Vista Rec Center Administrative Assistant II - Classified Full-Time 0.00 0.00 0.00 0.20 0.20 0.00 0.20 Custodian Full-Time 3.00 3.00 3.00 -3.00 0.00 0.00 0.00 Customer Services Rep I - Classified Full-Time 2.00 2.00 2.00 -0.30 1.70 0.00 1.70 Recreation Coordinator Full-Time 1.00 0.30 0.30 0.70 1.00 0.00 1.00 Recreation Manager Full-Time 0.00 0.00 0.25 -0.05 0.20 0.00 0.20 Recreation Programmer Full-Time 2.50 2.50 2.00 0.00 2.00 0.00 2.00 Recreation Superintendent Full-Time 0.50 0.50 0.50 -0.50 0.00 0.00 0.00 Recreation Supervisor Full-Time 0.60 0.60 0.60 0.40 1.00 0.00 1.00 9.60 8.90 8.65 -2.55 6.10 0.00 6.10 0.10 0.10 0.00 0.10 1533 - Pioneer Community Park Field Operations and Planning Services Manager Irrigation Technician Full-Time 0.00 0.00 0.00 Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.11 -0.11 0.00 0.00 0.00 Parks & Sports Equip. Mechanic Full-Time 0.25 0.25 0.25 0.00 0.25 0.00 0.25 Parks & Sports Fac Crew Leader Full-Time 2.00 2.00 2.00 -1.00 1.00 0.00 1.00 Parks Superintendent Full-Time 0.00 0.33 0.33 -0.33 0.00 0.00 0.00 Recreation Superintendent Full-Time 0.13 0.13 0.13 -0.13 0.00 0.00 0.00 Sports Facilities Maint Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 3.99 4.32 4.32 -1.47 2.85 0.00 2.85 612 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 1534 - Paloma Community Park Field Operations and Planning Services Manager Irrigation Technician Full-Time 0.00 0.00 0.00 0.10 0.10 0.00 0.10 Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.11 -0.11 0.00 0.00 0.00 Parks & Sports Equip. Mechanic Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Parks & Sports Fac Worker I Full-Time 2.00 2.00 0.00 0.00 0.00 0.00 0.00 Parks & Sports Fac Worker III Full-Time 0.00 0.00 2.00 1.00 3.00 0.00 3.00 Parks Maintenance Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Parks Superintendent Full-Time 1.00 0.34 0.34 0.66 1.00 0.00 1.00 Recreation Superintendent Full-Time 0.13 0.13 0.13 -0.13 0.00 0.00 0.00 6.24 5.58 5.58 0.52 6.10 0.00 6.10 1560 - Parks North Administrative Assistant II - Classified Full-Time 0.35 0.50 0.50 -0.10 0.40 0.00 0.40 Graffiti Abatement Technician Full-Time 0.50 0.50 0.50 -0.50 0.00 0.00 0.00 Irrigation Technician Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.11 0.14 0.25 0.00 0.25 Parks & Sports Fac Worker I Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Parks & Sports Fac Worker II Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Parks & Sports Fac Worker III Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Parks Maintenance Coordinator Full-Time 1.50 1.00 1.00 0.00 1.00 0.00 1.00 Parks Superintendent Full-Time 0.00 0.50 0.50 0.00 0.50 0.00 0.50 Parks Supervisor Full-Time 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Superintendent Full-Time 0.11 0.11 0.11 0.89 1.00 0.00 1.00 12.07 11.72 11.72 0.43 12.15 0.00 12.15 1570 - Parks South Administrative Assistant II - Classified Full-Time 0.40 0.50 0.50 -0.10 0.40 0.00 0.40 Graffiti Abatement Technician Full-Time 0.50 0.50 0.50 -0.50 0.00 0.00 0.00 Irrigation Technician Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.11 0.14 0.25 0.00 0.25 Parks & Sports Fac Worker I Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Parks & Sports Fac Worker II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Parks & Sports Fac Worker III Full-Time 5.00 5.00 5.00 0.00 5.00 0.00 5.00 Parks Maintenance Coordinator Full-Time 0.50 1.00 1.00 0.00 1.00 0.00 1.00 Parks Superintendent Full-Time 0.00 0.50 0.50 0.00 0.50 0.00 0.50 Parks Supervisor Full-Time 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Superintendent Full-Time 0.11 0.11 0.11 -0.11 0.00 0.00 0.00 11.12 11.72 11.72 -0.57 11.15 0.00 11.15 1580 - Facility Maintenance and Operations Custodian Full-Time 0.00 0.00 0.00 3.00 3.00 0.00 3.00 Facilities Operations Tech Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Graffiti Abatement Technician Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Neighborhood & Comm Parks Manager Full-Time 0.00 0.00 0.00 0.25 0.25 0.00 0.25 0.00 0.00 0.00 5.25 5.25 0.00 5.25 613 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 1590 - Park Rangers Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.11 0.14 0.25 0.00 0.25 Park Ranger Full-Time 7.00 7.00 7.00 -1.00 6.00 1.00 7.00 Park Ranger Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Superintendent Full-Time 0.13 0.13 0.13 -0.13 0.00 0.00 0.00 8.24 8.24 8.24 -0.99 7.25 1.00 8.25 0.25 0.25 0.00 0.25 1600 - Contracted Landscape Maintenance Field Operations and Planning Services Manager Landscape Coordinator Full-Time 0.00 0.00 0.00 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.11 -0.11 0.00 0.00 0.00 Parks Superintendent Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 1.61 1.61 1.61 0.14 1.75 0.00 1.75 1610 - Trails Maintenance Field Operations and Planning Services Manager Neighborhood & Comm Parks Manager Full-Time 0.00 0.00 0.00 0.25 0.25 0.00 0.25 Full-Time 0.11 0.11 0.11 -0.11 0.00 0.00 0.00 Parks & Sports Fac Worker I Full-Time 1.00 1.00 2.00 0.00 2.00 0.00 2.00 Parks & Sports Fac Worker II Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Parks & Sports Fac Worker III Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Parks Maintenance Coordinator Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Parks Superintendent Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Recreation Coordinator Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Recreation Superintendent Full-Time 0.13 0.13 0.13 -0.13 0.00 0.00 0.00 3.74 3.74 5.74 2.01 7.75 0.00 7.75 614 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Sports Complex Fund 2000 - Complex Operations/Maint Administrative Assistant I - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Community Facilities Maintenance Supervisor Community Facility Maintenance Supervisor Deputy Director of Parks, Recreation and Community Facilities Facilities Technician II Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Field Operations and Planning Services Manager Irrigation Technician Full-Time 0.00 0.00 0.00 0.20 0.20 0.00 0.20 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Parks & Sports Equip. Mechanic Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Parks & Sports Fac Worker II Full-Time 3.00 3.00 3.00 -1.00 2.00 0.00 2.00 Parks & Sports Fac Worker III Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Parks, Recreation and Community Facilities Director Recreation Manager Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Full-Time 1.00 1.00 0.46 -0.26 0.20 0.00 0.20 Sales & Sponsorship Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sports Complex Operations Coordinator Sports Complex Superintendent Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sports Complex Ticket Ops Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sports Facilities Maint Coordinator Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Sports Facilities Superintendent Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 18.50 18.50 17.96 -0.06 17.90 0.00 17.90 100.34 100.54 102.04 -1.04 101.00 1.00 102.00 Parks and Recreation Totals: 615 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Planning and Community Development General Fund 0600 - Community Dev Administration Administrative Assistant II - Classified Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Development Administration Coordinator Executive Assistant Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Planning & Comm Dev Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0610 - Planning Associate Planner Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Development Plan Reviewer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Planner Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Planning Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Planning Specialist Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Principal Planner Full-Time 1.00 1.00 1.00 0.00 1.00 1.00 2.00 Sr Planner Full-Time Planning and Community Development Totals: 3.00 3.00 2.00 0.00 2.00 0.00 2.00 10.00 10.00 10.00 0.00 10.00 1.00 11.00 13.00 13.00 13.00 0.00 13.00 1.00 14.00 616 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Police General Fund 1000 - Police Administration Accreditation/Compliance Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Deputy Police Chief Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Executive Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Services Deputy Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Chief Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Commander Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Lieutenant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Officer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Public Information Specialist Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Police Sergeant Full-Time 1.00 1.00 3.00 0.00 3.00 0.00 3.00 11.00 11.00 14.00 0.00 14.00 0.00 14.00 1010 - Criminal Investigation Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Civilian Investigator Full-Time 2.00 2.00 2.00 -1.00 1.00 0.00 1.00 Crime Scene Technician Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Forensic Services Supervisor Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Police Investigative Officer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Lieutenant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Officer Full-Time 22.00 22.00 23.00 4.00 27.00 0.00 27.00 Police Sergeant Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Police Services Officer Full-Time 1.00 1.00 2.00 0.00 2.00 0.00 2.00 Police Support Assistant Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Victim Assistance Coordinator Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Victim Services Coordinator Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 37.00 37.00 39.00 5.00 44.00 0.00 44.00 1020 - Patrol Services - South Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Animal Control Officer Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Crime Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Animal Control Officer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Police Services Officer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Commander Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Lieutenant Full-Time 3.00 3.00 3.00 1.00 4.00 0.00 4.00 Police Officer Full-Time 60.00 59.00 59.00 6.00 65.00 0.00 65.00 Police Sergeant Full-Time 7.00 8.00 7.00 0.00 7.00 0.00 7.00 Police Services Officer Full-Time 15.00 15.00 14.00 0.00 14.00 0.00 14.00 Police Services Supervisor Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Public Education Specialist Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 97.00 97.00 95.00 7.00 102.00 0.00 102.00 617 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 1021 - Patrol Services - North Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Crime Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Commander Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Lieutenant Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Police Officer Full-Time 46.00 46.00 46.00 0.00 46.00 0.00 46.00 Police Sergeant Full-Time 5.00 5.00 6.00 0.00 6.00 0.00 6.00 57.00 57.00 58.00 0.00 58.00 0.00 58.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1025 - Operations Support Civilian Investigator Full-Time Police Lieutenant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Officer Full-Time 30.00 30.00 30.00 0.00 30.00 0.00 30.00 Police Sergeant Full-Time 7.00 7.00 6.00 0.00 6.00 0.00 6.00 Vehicle Impound Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 40.00 40.00 39.00 0.00 39.00 0.00 39.00 1030 - Pd Technical Support Lead Equipment Coordinator Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Lead Police Support Assistant Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Police Property Evidence Tech Full-Time 3.00 3.00 3.00 1.00 4.00 0.00 4.00 Police Records Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Support Assistant Full-Time 8.00 8.00 7.00 0.00 7.00 0.00 7.00 Property & Evidence Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 13.00 13.00 13.00 2.00 15.00 0.00 15.00 1040 - Staff Services Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Lieutenant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Officer Full-Time 3.00 3.00 4.00 0.00 4.00 0.00 4.00 Police Recruitment Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Sergeant Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Recruit Training Officer Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 7.00 7.00 7.00 1.00 8.00 0.00 8.00 1050 - Pd Communications Communications Specialist Full-Time 27.00 27.00 27.00 0.00 27.00 0.00 27.00 Communications Supervisor Full-Time 6.00 6.00 6.00 0.00 6.00 0.00 6.00 Police Communications Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Services Specialist Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 35.00 35.00 35.00 0.00 35.00 0.00 35.00 618 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 1060 - Strategic Planning Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Business Systems Analyst Full-Time 1.00 0.00 1.00 0.00 1.00 0.00 1.00 HR Systems Administrator Full-Time 0.00 1.00 0.00 0.00 0.00 0.00 0.00 Management Analyst Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Management Assistant Full-Time 2.00 2.00 1.00 0.00 1.00 0.00 1.00 Police Admin Services Manager Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Equipment Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Services Manager Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 Victims of Crime Act Grant Fund 7710 - Victims Of Crime Act Grant Program Asst - Victim Services Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Victim Advocate Full-Time 0.00 1.00 2.00 0.00 2.00 0.00 2.00 1.00 1.00 2.00 0.00 2.00 0.00 2.00 304.00 304.00 308.00 15.00 323.00 0.00 323.00 Police Totals: 619 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Public Works General Fund 0900 - Public Works Administration Deputy Director of Public Works Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Executive Assistant Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Management Analyst Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Public Works Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Commercial Solid Waste Fund 2720 - Commercial Front Load Equipment Operator Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Lead Equipment Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Solid Waste Supervisor Full-Time 0.10 0.10 0.10 0.00 0.10 0.00 0.10 5.10 5.10 5.10 0.00 5.10 0.00 5.10 2730 - Commercial Roll-Off Equipment Operator Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Solid Waste Supervisor Full-Time 0.10 0.10 0.10 0.00 0.10 0.00 0.10 2.10 2.10 2.10 0.00 2.10 0.00 2.10 Residential Solid Waste Fund 2750 - Solid Waste Admin Administrative Assistant II - Classified Full-Time 2.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Solid Waste Inspector Full-Time 0.00 1.00 0.00 0.00 0.00 0.00 0.00 Solid Waste Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 4.00 4.00 3.00 0.00 3.00 0.00 3.00 2760 - Residential Collection Equipment Operator Full-Time 27.00 27.00 28.00 0.00 28.00 2.00 30.00 Lead Equipment Operator Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Solid Waste Supervisor Full-Time 1.80 1.80 1.80 0.00 1.80 0.00 1.80 Solid Waste Worker Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 32.80 32.80 33.80 0.00 33.80 2.00 35.80 2770 - Residential Recycling Equipment Operator Full-Time 11.00 11.00 11.00 0.00 11.00 0.00 11.00 Lead Equipment Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Public Works Superintendent Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 13.00 13.00 13.00 0.00 13.00 0.00 13.00 2810 - Solid Waste Environmental Environmental Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Solid Waste Inspector Full-Time 3.00 3.00 4.00 0.00 4.00 0.00 4.00 4.00 4.00 5.00 0.00 5.00 0.00 5.00 620 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Storm Water Drainage System Fund 2900 - Drainage Systems Operations Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Transportation Technician Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Public Works Operations Manager Full-Time 0.20 0.20 0.20 0.00 0.20 0.00 0.20 Transportation Technician I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Transportation Technician II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 4.20 4.20 4.20 0.00 4.20 0.00 4.20 Fleet Services Fund 3420 - Fleet Maintenance Administrative Assistant II - Classified Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Automotive Technician Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Automotive Technician I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Automotive Technician II Full-Time 7.00 7.00 7.00 0.00 7.00 0.00 7.00 Fleet Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Fleet Service Writer Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Fleet Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Automotive Technician Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Management Analyst Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Management Assistant Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 14.00 14.00 14.00 0.00 14.00 1.00 15.00 621 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Facilities Maintenance Fund 3650 - Facilities Admin Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Business Systems Analyst Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Facilities Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 3.00 3.00 2.00 0.00 2.00 0.00 2.00 3660 - Daytime Facility Services Custodian Full-Time 6.00 6.00 6.00 0.00 6.00 0.00 6.00 Facilities Maintenance Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Facilities Technician I Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Lead Custodian Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 11.00 11.00 11.00 0.00 11.00 0.00 11.00 3661 - Nighttime Facilities Services Custodian Full-Time 5.75 5.75 5.75 0.00 5.75 0.00 5.75 Facilities Maintenance Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Facilities Operations Tech Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Facilities Technician I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Facilities Technician II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Custodian Full-Time 1.00 1.00 1.00 0.00 1.00 1.00 2.00 10.75 10.75 10.75 0.00 10.75 1.00 11.75 3690 - Facilities Operating Projects City Security Systems Coordinator Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Construction Superintendent Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Public Works Project Coordinator Full-Time 2.00 2.00 3.00 0.00 3.00 0.00 3.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 3700 - Technical Operations Facilities Operations Tech Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Facilities Technical Operations Supervisor Facilities Technician II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Lead Facilities Systems Operations Tech Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 622 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Highway User Fund 7000 - Streets Admin Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Public Works Operations Manager Full-Time 0.80 0.80 0.80 0.00 0.80 0.00 0.80 Public Works Superintendent Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Street Maintenance Supervisor Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 5.80 5.80 5.80 0.00 5.80 0.00 5.80 7010 - Signs And Striping Lead Transportation Technician Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Street Maintenance Worker Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Transportation Mtce Specialist Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Transportation Technician I Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Transportation Technician II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 7020 - Traffic Signal Maintenance Lead Traffic Signal Technician Full-Time 1.00 1.00 2.00 0.00 2.00 0.00 2.00 Traffic Signal Specialist Full-Time 0.00 3.00 4.00 0.00 4.00 0.00 4.00 Traffic Signal Technician Assistant Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Traffic Signal Technician Specialist Full-Time 3.00 0.00 0.00 0.00 0.00 0.00 0.00 Transportation Technician I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 6.00 6.00 7.00 0.00 7.00 0.00 7.00 7030 - Street Maintenance Equipment Operator Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Lead Equipment Operator Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Lead Public Works Inspector Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Pavement Maintenance Coordtr Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Public Works Inspector Full-Time 3.00 3.00 4.00 0.00 4.00 0.00 4.00 Public Works Project Manager Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Street Maintenance Supervisor Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Street Maintenance Worker Full-Time 5.00 5.00 4.00 0.00 4.00 0.00 4.00 16.00 16.00 16.00 0.00 16.00 2.00 18.00 7040 - Sweeper Operations Equipment Operator Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Lead Equipment Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 623 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Public Transit Fund 7200 - Transit Division Administrative Assistant II - Classified Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Transit Dispatcher Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Transit Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Transit Operator I Full-Time 4.50 4.50 4.50 0.00 4.50 0.50 5.00 Transit Operator II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Transit Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 9.50 9.50 10.50 0.00 10.50 0.50 11.00 169.25 169.25 171.25 0.00 171.25 6.50 177.75 Public Works Totals: 624 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Water Services Water Fund 2050 - Water Services-Water/Ww Admin Administrative Assistant II - Classified Full-Time 0.00 1.00 0.00 0.00 0.00 0.00 0.00 Business Systems Analyst Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Deputy Director of Utilities Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sr Management Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utilities Director Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Water Policy Administrator Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Water Resources Policy Analyst Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Water Services Director Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 4.00 5.00 4.00 1.00 5.00 0.00 5.00 2055 - Water Services-Operations Admin Administrative Assistant II - Classified Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Utilities Operations Manager Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 2060 - Greenway Potbl Wtr Trt Plant Administrative Assistant II - Classified Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Lead Utility Plant Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Plant Operator I Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Utility Plant Operator II Full-Time 5.60 5.60 5.60 0.00 5.60 0.00 5.60 Utility Treatment Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 9.60 9.60 10.60 0.00 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 2061 - Quintero Treatment Plant Utility Plant Operator II Full-Time 2065 - Operational Technology Business Systems Analyst Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Lead SCADA Instrumentation Control Spclst SCADA Instrument Control Spclst Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Full-Time 0.00 0.00 4.00 0.00 4.00 0.00 4.00 SCADA Supervisor Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Utility Mechanic II Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 8.00 0.00 8.00 0.00 8.00 2070 - Production Svcs Lead Utility System Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utilities Operations Manager Full-Time 0.20 0.20 0.20 0.00 0.20 0.00 0.20 Utility Mechanic II Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Utility Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility System Operator I Full-Time 2.00 2.00 1.00 0.00 1.00 1.00 2.00 Utility System Operator II Full-Time 4.00 4.00 5.00 -1.00 4.00 0.00 4.00 8.20 8.20 8.20 0.00 8.20 1.00 9.20 625 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 2080 - Distribution Services Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Utility System Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utilities Operations Manager Full-Time 0.55 0.55 0.55 0.00 0.55 0.00 0.55 Utility Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility System Op Apprentice Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Utility System Operator I Full-Time 4.00 4.00 5.00 0.00 5.00 1.00 6.00 Utility System Operator II Full-Time 5.00 6.00 5.00 0.00 5.00 0.00 5.00 13.55 13.55 13.55 0.00 13.55 1.00 14.55 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 2090 - Blue Staking Utility Locator II Full-Time 2105 - Sustainability & Conservation Economic Efficiency & Sustainability Manager Environmental Conservation Ast Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sustainability & Water Conservation Coordinator Water Conservation Specialist Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 2.00 2.00 2.00 1.00 3.00 0.00 3.00 2115 - Planning and Engineering CIP Project Manager I Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Civil Engineer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead SCADA Instrumentation Control Spclst Management Analyst Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Planning & Operations Manager Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Planning & Operations Mgr. Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 SCADA Instrument Control Spclst Full-Time 4.00 4.00 0.00 0.00 0.00 0.00 0.00 SCADA Supervisor Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Utility Mechanic II Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Water Policy Administrator Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 12.00 12.00 4.00 0.00 4.00 1.00 5.00 2120 - Environmental Resources Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Business Systems Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Environmental Resources Manager Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 2.50 2.50 2.50 0.00 2.50 0.00 2.50 626 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 2135 - Drinking Water Environmental Cross Connection Inspector Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Cross Connection Specialist Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Environmental Chemist Full-Time 2.00 2.00 2.00 -1.00 1.00 0.00 1.00 Environmental Compliance Inspector Full-Time 1.00 1.00 1.00 0.50 1.50 0.00 1.50 Environmental Compliance Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Environmental Resources Manager Full-Time 0.25 0.25 0.25 0.00 0.25 0.00 0.25 Lead Environmental Compliance Inspector Full-Time 0.00 0.00 0.00 0.50 0.50 0.00 0.50 6.25 6.25 6.25 0.00 6.25 0.00 6.25 Wastewater Fund 2470 - Beardsley Water Reclamation Facility Lead Utility Plant Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Plant Operator I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Plant Operator II Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Utility Treatment Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 2480 - Wastewater Collection/Prevention Lead Utility System Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utilities Operations Manager Full-Time 0.25 0.25 0.25 0.00 0.25 0.00 0.25 Utility Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility System Operator I Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Utility System Operator II Full-Time 6.00 6.00 6.00 0.00 6.00 0.00 6.00 10.25 10.25 10.25 0.00 10.25 0.00 10.25 2490 - Wastewater Environmental Environmental Chemist Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Environmental Compliance Inspector Full-Time 3.00 3.00 3.00 -0.50 2.50 0.00 2.50 Environmental Compliance Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Environmental Resources Manager Full-Time 0.25 0.25 0.25 0.00 0.25 0.00 0.25 Lead Environmental Compliance Inspector Full-Time 1.00 1.00 1.00 -0.50 0.50 1.00 1.50 5.25 5.25 5.25 0.00 5.25 1.00 6.25 2495 - Jomax Water Reclamation Facility Lead Utility Plant Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Plant Operator I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Plant Operator II Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 2496 - Butler Water Reclamation Facility Lead Utility Plant Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utilities Operations Manager Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Mechanic II Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Utility Plant Operator I Full-Time 1.00 1.00 0.00 0.00 0.00 1.00 1.00 Utility Plant Operator II Full-Time 5.00 5.00 6.00 0.00 6.00 0.00 6.00 Utility Treatment Supervisor Full-Time Water Services Totals: 1.00 1.00 1.00 0.00 1.00 0.00 1.00 10.00 11.00 11.00 0.00 11.00 1.00 12.00 98.00 98.00 98.00 2.00 100.00 5.00 105.00 627 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 Base Change Revised FY 2022 Change in Position Budget FY 2023 Arts, Culture and Library Services General Fund 0042 - Arts Commission Arts & Events Superintendent Full-Time 0.00 0.33 0.33 0.00 0.33 0.00 0.33 Arts & Theater Manager Full-Time 0.45 0.33 0.33 0.00 0.33 0.00 0.33 Arts Coordinator Part-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 0.95 1.16 1.16 0.00 1.16 0.00 1.16 0043 - Peoria Center for Performing Arts Arts & Events Superintendent Full-Time 0.00 0.34 0.34 0.00 0.34 0.00 0.34 Arts & Theater Manager Full-Time 0.55 0.34 0.34 0.00 0.34 0.00 0.34 0.55 0.68 0.68 0.00 0.68 0.00 0.68 1509 - ACLS Administration Administrative Assistant II - Classified Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Arts, Culture and Library Services Director Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 2.00 2.00 0.00 2.00 1510 - Special Events Program Arts & Events Superintendent Full-Time 0.00 0.33 0.33 0.00 0.33 0.00 0.33 Arts & Theater Manager Full-Time 0.00 0.33 0.33 0.00 0.33 0.00 0.33 Recreation Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Supervisor Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.66 1.66 0.00 1.66 0.00 1.66 1540 - Main Library Librarian Full-Time 6.25 6.25 6.00 -1.00 5.00 0.00 5.00 Librarian II Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Library & Cultural Svcs Manager Full-Time 0.48 0.48 0.48 0.02 0.50 0.00 0.50 Library Assistant I Full-Time 1.50 1.50 2.00 0.00 2.00 0.00 2.00 Library Assistant II Full-Time 1.50 1.50 2.00 0.00 2.00 0.00 2.00 Library Assistant III Full-Time 2.00 1.00 1.00 1.00 2.00 0.00 2.00 Library Services Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Library Specialist Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Library Systems Administrator Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Recreation Coordinator Full-Time 0.00 0.25 0.25 0.00 0.25 0.00 0.25 17.23 16.48 17.23 -0.98 16.25 0.00 16.25 1550 - Branch Library Librarian Full-Time 3.50 3.50 4.00 0.00 4.00 0.00 4.00 Librarian II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Library & Cultural Svcs Manager Full-Time 0.48 0.48 0.48 0.02 0.50 0.00 0.50 Library Assistant I Full-Time 3.00 3.00 3.25 -0.25 3.00 0.00 3.00 Library Assistant III Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Library Services Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Library Specialist Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Library Systems Administrator Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Recreation Coordinator Full-Time 0.00 0.25 0.25 0.00 0.25 0.00 0.25 12.48 12.73 13.48 -0.23 13.25 0.00 13.25 628 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2020 Budget FY 2021 Budget FY 2022 1.00 1.00 1.00 1.00 1.00 Arts, Culture and Library Services Totals: 34.21 City Total 1,277.95 Base Change Revised FY 2022 Change in Position Budget FY 2023 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 33.71 35.21 0.79 36.00 0.00 36.00 1,277.65 1,291.20 35.75 1,326.95 28.00 1,354.95 Percent for the Arts Fund 0120 - Percent For The Arts Arts Coordinator Full-Time 629 630 Schedule 8 - Debt Service ORIGINAL ISSUE OUTSTANDING 6/30/2022 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 $55,880,000 $6,288,130 $16,764,029 $3,055,000 $9,025,000 $1,540,000 $23,525,000 $42,765,000 $26,230,000 $55,880,000 $4,831,701 $16,764,029 $3,055,000 $720,000 $1,540,000 $1,335,000 $6,760,000 $980,000 $1,520,000 $233,713 $700,476 $73,188 $288,813 $23,100 $788,332 $1,665,694 $979,150 $1,639,100 $75,532 $303,283 $0 $0 $0 $0 $0 $0 $0 $0 $0 $85 $251 $43 $653 $1,188 $728 $1,552 $0 $0 $3,128,273 $1,009,064 $1,563,143 $2,123,985 $8,426,882 $1,959,878 $3,160,652 $309,245 $1,003,759 $263,677,159 $183,615,730 $16,844,189 $5,836,192 $0 $4,500 $22,684,881 $42,844,104 $42,844,104 $1,295,717 $2,142,205 $428,441 $0 $3,866,363 $306,521,263 $226,459,834 $18,139,906 $7,978,397 $428,441 $4,500 $26,551,244 MUNICIPAL DEVELOPMENT AUTHORITY Existing Debt: MDA Series 2011 GRIC Water Rights MDA Series 2012 $7,920,000 $35,510,000 $3,130,000 $22,530,000 $580,000 $1,705,000 $116,100 $759,426 $0 $0 $1,000 $1,000 $697,100 $2,465,426 Sub-Total Existing MDA Debt $43,430,000 $25,660,000 $2,285,000 $875,526 $0 $2,000 $3,162,526 $0 $0 $0 $0 $0 $0 $0 $43,430,000 $25,660,000 $2,285,000 $875,526 $0 $2,000 $3,162,526 $3,220,000 $25,755,000 $5,199,304 $1,735,000 $13,350,000 $4,536,324 $420,000 $3,255,000 $198,485 $30,653 $262,996 $189,795 $0 $0 $0 $2,500 $2,500 $1,000 $453,153 $3,520,496 $389,280 Total Direct Purchase Debt $34,174,304 $19,621,324 $3,873,485 $483,444 $0 $6,000 $4,362,929 WATER & SEWER REVENUE BONDS Existing Debt: WIFA 2002 - Greenway Wtr Trmt WIFA 2009 - Beardsley WRF PH3 WIFA 2015 - New River Utilities 2020 Water & Sewer Revenue Bonds Refunding WIFA 2017 - Pyramid Peak Water 2022 Water & Sewer Revenue Bonds $1,964,789 $4,371,597 $14,000,000 $35,190,000 $49,013,733 $22,331,066 $138,354 $2,000,359 $10,471,823 $30,860,000 $40,613,138 $22,331,117 $138,354 $242,104 $638,336 $4,560,000 $2,240,887 $749,918 $2,726 $61,491 $243,359 $1,350,400 $1,044,977 $893,244 $0 $0 $0 $0 $0 $0 $1 $20 $103 $302 $398 $196 $141,081 $303,615 $881,798 $5,910,702 $3,286,262 $1,643,358 $150,151,185 $106,414,791 $8,569,599 $3,596,197 $0 $1,020 $12,166,816 $8,096,610 $8,096,610 $271,898 $323,863 $80,000 $0 $675,761 Total Water & Sewer Revenue Bonds $158,247,795 $114,511,401 $8,841,497 $3,920,060 $80,000 $1,020 $12,842,577 GRAND TOTALS $542,373,362 $386,252,559 $33,139,888 $13,257,427 $508,441 $13,520 $46,919,276 GENERAL OBLIGATION BONDS Existing Debt: GO Series 2010 GO Series 2012A GO Series 2012B GO Series 2015A GO Series 2015B GO Series 2019 GO Series 2021 2019 WIFA Loan - Section 12 Drainage WIFA 2021 - Reclaimed Water Pipeline 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 631 632 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Drainage 67th Ave & Pinnacle Pk Regional Drainage Improvements EN00651 4810 - Capital Projects-Outside Srces $1,200,000 EN00651 4254 - GO Bonds 2021 $2,106,231 EN00651 4255 - Future GO Bonds $8,000,000 Project Total $25,799,962 83rd Ave/Peoria Ave/Grand Ave Drainage Improvements EN00740 4810 - Capital Projects-Outside Srces $550,000 EN00740 4255 - Future GO Bonds $638,000 Project Total $1,188,000 Neighborhood Drainage Program EN00458 4254 - GO Bonds 2021 $100,000 EN00458 4255 - Future GO Bonds $1,000,000 Project Total $1,100,000 Olive Av & 99th Av - Storm Drain Outfall Repair EN00680 4254 - GO Bonds 2021 $1,127,000 Project Total $1,127,000 Section 12 Neighborhood Drainage Improvements EN00119 2272 - WIFA 2019 Loan (Pinnacle Pk) EN00119 4254 - GO Bonds 2021 $1,271,768 $30,826 Project Total $1,302,594 Storm Drain Land Preservation - Land Preservation EN00524 4255 - Future GO Bonds $800,000 EN00524 4254 - GO Bonds 2021 $800,000 Project Total $1,600,000 Westgreen & Summersett Village Drainage EN00722 4254 - GO Bonds 2021 $242,845 Project Total $262,845 Drainage Total $32,380,401 633 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Economic Development Economic Development Agreements ED00031 1210 - Half Cent Sales Tax ED00031 1900 - Economic Development $37,500 $1,275,879 Project Total $2,023,879 Former Country Diesel Bar ED00027 1210 - Half Cent Sales Tax $355,542 Project Total $415,542 Old Town Parcel Assembly & Tenant Improvements ED00024 1210 - Half Cent Sales Tax $293,332 ED00024 1900 - Economic Development $27,378 Project Total $825,682 Old Town Streetscape EN00646 1000 - General $1,500,000 EN00646 1900 - Economic Development $2,300,000 EN00646 7000 - Highway User $1,500,000 Project Total $5,800,000 Old Town Vacant Parcel Mobile Place Making – Phase II CS00258 1000 - General $480,000 Project Total $480,000 Peoria Sports Complex Auxiliary Field and Parking Improvements CS00257 1210 - Half Cent Sales Tax $0 Project Total $752,000 Economic Development Total $10,297,103 634 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Operational Facilities Arts Distribution FY2023 AT02023 2507 - Wastewater Impact Fees - West of Agua Fria $25,740 AT02023 4254 - GO Bonds 2021 $348,302 AT02023 7000 - Highway User $54,650 AT02023 1970 - Municipal Asset Reserve $13,125 AT02023 7010 - Transportation Sales Tax $209,608 AT02023 2050 - Water $209,347 AT02023 2400 - Wastewater $207,336 AT02023 2165 - Water Impact Fees - Vistancia $30,505 AT02023 2509 - Wastewater Impact Fees - Post 1-1-2012 $7,700 AT02023 4255 - Future GO Bonds AT02023 7003 - Streets Dev Zone 2 - Post 8-1-2014 $92,179 AT02023 1000 - General $491,161 AT02023 2163 - Water Impact Fees - South of Bell Rd $13,220 AT02023 2003 - Sports Complex GA Surcharge $1,500 AT02023 7942 - Parks Zone 2-Post 8/1/14 $15,679 AT02023 2166 - Wtr IF 2019 N of Bell $9,555 AT02023 4150 - Non-Bond Capital Prj $3,653 AT02023 2453 - Prp W/S Rev Bonds 2021 (WW) $96,610 AT02023 2004 - AZSTA Sports Complex Improvements $72,500 AT02023 4550 - Other Capital $17,193 AT02023 1210 - Half Cent Sales Tax $48,171 AT02023 7006 - Street IF 2014 WofAguaFria $19,700 AT02023 2222 - Prp W/S Rev Bonds 2021 (Wtr) $80,517 AT02023 2164 - Water Impact Fees - North of Bell Rd $13,827 $282,003 Project Total $2,363,781 Building Equipment Emergency Repairs PW00051 1970 - Municipal Asset Reserve $250,000 Project Total $250,000 Building Equipment Refurbishment and Replacement PW00050 1970 - Municipal Asset Reserve $125,000 Project Total $1,602,567 Building Fixture and Finish Renovation PW00060 1970 - Municipal Asset Reserve $512,000 Project Total 635 $535,538 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Bus Stop Improvement Program EN00673 7010 - Transportation Sales Tax $688,730 Project Total $699,230 Chargeback Distribution FY2023 CB02023 7003 - Streets Dev Zone 2 - Post 8-1-2014 $312,625 CB02023 4255 - Future GO Bonds CB02023 1970 - Municipal Asset Reserve $100,259 CB02023 2050 - Water $87,044 CB02023 1000 - General $25,493 CB02023 7010 - Transportation Sales Tax $853,019 CB02023 4550 - Other Capital $12,513 CB02023 4254 - GO Bonds 2021 $147,671 CB02023 1210 - Half Cent Sales Tax $83,954 CB02023 7000 - Highway User $47,657 $1,179,765 Project Total $2,850,000 Citywide Security Camera Replacements IT00038 1970 - Municipal Asset Reserve $214,158 Project Total $444,158 Citywide Security Program PW00506 1970 - Municipal Asset Reserve $24,538 Project Total $24,538 Citywide Telecommunications Infrastructure Upgrade IT00005 3400 - IT Reserve $250,000 Project Total $300,000 Community Works Program COP0001 1000 - General COP0001 7000 - Highway User $230,000 $315,000 Project Total $1,616,000 Council Chambers Building Repair Program PW00510 4255 - Future GO Bonds $0 Project Total $150,000 Data Backup System IT00007 3400 - IT Reserve $350,000 Project Total 636 $350,000 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Electric Vehicle Infrastructure & Emergency Power PW00602 1000 - General $165,000 Project Total $165,000 Enhanced Abatement Program NH00009 1210 - Half Cent Sales Tax $37,500 Project Total $187,500 Finance Department Refresh PW00546 1000 - General $343,000 Project Total $343,000 Fleet Maintenance Shop Awning PW00604 1000 - General $0 Project Total $148,837 Fuel Island Replacement at Fire Station No. 3 PW00545 4255 - Future GO Bonds $270,214 Project Total $270,214 Impact Fee Study CD00007 7945 - Park IF 2019 NofHVR & EofAF $9,000 CD00007 7932 - Law Enforcement Dev - Post 8-1-2014 $9,000 CD00007 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $9,000 CD00007 7943 - Parks Zone 3-Post 8/1/14 $7,200 CD00007 7003 - Streets Dev Zone 2 - Post 8-1-2014 $27,500 CD00007 7006 - Street IF 2014 WofAguaFria $27,500 CD00007 7944 - Park IF 2019 Bell to HVR $9,000 Project Total $98,200 Infrastructure Cabling IT00037 3400 - IT Reserve $225,000 Project Total $380,860 Municipal Complex Entry Plaza Improvements CS00243 1970 - Municipal Asset Reserve $943,000 Project Total $968,000 Municipal Complex Facility and Landscape CS00246 1970 - Municipal Asset Reserve $155,000 Project Total 637 $155,000 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Municipal Complex Site Improvements CS00242 4255 - Future GO Bonds $0 Project Total $421,833 Neighborhood and Human Services ADA Compliance NH00006 1000 - General $40,000 Project Total $115,000 Neighborhood and Human Services Facility Refurbish NH00007 1111 - Percent for the Arts $30,000 Project Total $572,370 Network Infrastructure Replacement - DCSB IT00015 3400 - IT Reserve $325,710 Project Total $325,710 Network Infrastructure Replacement - Pinnacle Peak IT00028 3400 - IT Reserve $219,450 Project Total $219,450 Network Infrastructure Replacement - PSAB IT00002 3400 - IT Reserve $305,800 Project Total $305,800 Network Infrastructure Replacement - Tech Center Core IT00008 4254 - GO Bonds 2021 $56,730 Project Total $56,730 Network Infrastructure Replacement - Technology Center IT00041 3400 - IT Reserve $77,000 Project Total $77,000 Network Infrastructure Replacement - Wi-Fi IT00036 3400 - IT Reserve $48,292 Project Total $48,292 Paloma Community Park Phase II Artwork NH00008 1111 - Percent for the Arts $240,000 Project Total 638 $240,000 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 PCPA Ticket and Concessions Renovation NH00003 1000 - General $358,352 Project Total $434,722 Public Art Installation NH00010 1210 - Half Cent Sales Tax $50,000 Project Total $50,000 Public Safety Admin Building EOC Renovations PW00540 4255 - Future GO Bonds $63,387 Project Total $63,387 Public Safety Building Needs PW00090 1970 - Municipal Asset Reserve $300,000 Project Total $353,939 Radio Infrastructure Replacement - Recording System IT00016 3400 - IT Reserve $150,000 Project Total $150,000 Radio Subscriber Replacements IT00018 3400 - IT Reserve $254,000 Project Total $380,564 Project Total $100,000 Roof Replacement PW00150 4255 - Future GO Bonds $0 Sports Complex Maintenance Building CS00240 4254 - GO Bonds 2021 CS00240 4255 - Future GO Bonds $729,236 $74,361 Project Total $5,791,784 Operational Facilities Total $23,609,004 639 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Parks & Recreation 99th Ave and Olive Trailhead CS00088 4255 - Future GO Bonds $195,025 CS00088 4254 - GO Bonds 2021 $2,600,336 CS00088 4810 - Capital Projects-Outside Srces $5,130 Project Total $2,800,491 Airnasium at Neighborhood Parks CS00235 4254 - GO Bonds 2021 $347,624 Project Total $897,624 Irrigation and Turf Improvements Program CS00208 1000 - General $50,000 Project Total $100,000 Mountain Trail Improvements CS00217 4254 - GO Bonds 2021 $256,000 Project Total $256,000 New River Trail Connections CS00202 4254 - GO Bonds 2021 $30,000 Project Total $318,362 New River Trail Pedestrian & Shade Program EN00750 1000 - General $120,000 Project Total $270,000 New River Trail; Williams Rd to Happy Valley Rd CS00128 4254 - GO Bonds 2021 $260,000 Project Total $260,000 NRT - Jomax Rd to CAP and CAP to LPP CS00162 1000 - General $18,000 Project Total $18,000 Paloma Community Park CS00059 7942 - Parks Zone 2-Post 8/1/14 $700,000 CS00059 4550 - Other Capital $14,290 CS00059 4254 - GO Bonds 2021 $25,000 Project Total $26,390,119 Park and Recreation Facility Refurbishment CS00185 1000 - General $434,000 640 Schedule 9 - Capital Improvement Budget Project Funding Source CS00185 2003 - Sports Complex GA Surcharge FY 2023 $150,000 Project Total $845,000 Park Court Replacements/Renovations CS00247 1000 - General $100,000 Project Total $100,000 Park Playground Improvements CS00248 1000 - General $400,000 Project Total $400,000 Parks Refresh Program CS00019 1000 - General $900,000 Project Total $950,000 Parks, Recreation and Community Fac Master Plan CS00067 1000 - General $200,000 Project Total $200,000 Parks, Recreation, Community Fac ADA Compliance CS00177 1000 - General $50,000 Project Total $50,000 Pioneer Community Park Rehab & Replacements CS00234 1000 - General $1,700,000 Project Total $1,700,000 Project Total $341,000 Retention Basin Refresh Program CS00004 1000 - General $56,000 Rio Vista Skate Park CS00215 1000 - General $150,000 Project Total $150,000 Project Total $7,250,000 Sports Complex Improvements CS00213 2004 - AZSTA Sports Complex Improve $0 Stadium Trail Phase 1 CS00146 4810 - Capital Projects-Outside Srces $1,545,788 CS00146 7010 - Transportation Sales Tax $1,171,856 641 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Project Total $2,717,644 Stadium Trail Phase 2 CS00232 7010 - Transportation Sales Tax $500,000 Project Total $500,000 Parks & Recreation Total $46,514,240 642 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Public Safety Evidence Processing Improvements at Public Safety Administration Building PD00027 1000 - General $88,349 Project Total $88,349 Fire Station No. 1 Remodel FD00033 1970 - Municipal Asset Reserve $0 Project Total $47,271 Fire Station No. 3 Remodel FD00034 1970 - Municipal Asset Reserve $0 Project Total $76,390 Fire Station No. 5 Expansion FD00027 4254 - GO Bonds 2021 $74,845 FD00027 4255 - Future GO Bonds $517,000 Project Total $2,591,845 Fire Support Services Building Fiber Installation FD00020 1000 - General $147,915 Project Total $147,915 Gene Mason Fallen Heroes Memorial Expansion at Fire Station No. 1 FD00037 1970 - Municipal Asset Reserve $0 Project Total $90,752 Mobile and Portable Radios Replacement FD00014 4550 - Other Capital $807,345 Project Total $807,345 Public Safety Admin Building Locker Room Improvements PD00026 4255 - Future GO Bonds $0 Project Total $133,342 Self-Contained Breathing Apparatus FD00017 1000 - General $316,183 Project Total $316,183 Tactical Range with Evidence Facility at Pinnacle Peak Public Safety Campus PD00029 4255 - Future GO Bonds $0 Project Total $1,205,607 Public Safety Total $5,504,999 643 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Streets 103rd Av; Northern Ave to Olive Ave EN00422 7010 - Transportation Sales Tax $300,000 Project Total $550,000 107th Av; Williams Rd to Hatfield Rd Roadway EN00636 7003 - Streets Dev Zone 2 - Post 8-1-2014 $200,000 Project Total $200,000 135th Av; Ridgeline Rd to Montansoro Ln Roadway Improvements EN00757 4810 - Capital Projects-Outside Srces $0 Project Total $1,044,641 67th Av Widening; Pinnacle Peak to Happy Valley EN00100 7003 - Streets Dev Zone 2 - Post 8-1-2014 EN00100 7010 - Transportation Sales Tax EN00100 4810 - Capital Projects-Outside Srces $45,335 $3,000,000 $635,000 Project Total $16,704,328 67th Av; Olive Av to Redfield Rd Landscape Enhancements EN00593 7010 - Transportation Sales Tax $590,750 Project Total $1,090,750 75th Av & Thunderbird Rd Intersection Modifications EN00791 4810 - Capital Projects-Outside Srces $473,400 Project Total $473,400 75th Ave; Grand Ave to Thunderbird Rd Landscape Enhancement EN00592 7010 - Transportation Sales Tax $770,000 Project Total $1,942,203 ADA Accessibility PW00025 7000 - Highway User $350,000 Project Total $574,000 Bridge Maintenance & Guardrail Replacement Program EN00243 7010 - Transportation Sales Tax $0 Project Total $650,000 City Parking Lots - Parks & Facilities PW00995 4255 - Future GO Bonds $1,044,572 PW00995 4254 - GO Bonds 2021 $18,162 644 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Project Total $1,062,734 Deer Valley Rd; 109th Av to Lake Pleasant Pkwy EN00395 7010 - Transportation Sales Tax $800,000 EN00395 4150 - Non-Bond Capital Prj $110,000 Project Total $3,763,047 Deer Village Unit III Sound Wall EN00640 7010 - Transportation Sales Tax $200,000 Project Total $465,000 El Mirage Rd; Blackstone Dr to Westland Rd EN00699 7006 - Street IF 2014 WofAguaFria $1,870,000 Project Total $1,870,000 Grand Av - Wrought Iron Fence Concrete Footing EN00728 7010 - Transportation Sales Tax $300,000 Project Total $667,258 Happy Valley Pkwy Widening; LPP to Agua Fria EN00463 7010 - Transportation Sales Tax $450,000 Project Total $450,000 Happy Valley Rd; LPP to 97th Av Safety Study EN00695 7010 - Transportation Sales Tax $50,140 Project Total $50,140 Jomax Rd Improvements; 72nd Dr to 75th Av EN00591 7010 - Transportation Sales Tax $162,834 EN00591 7003 - Streets Dev Zone 2 - Post 8-1-2014 $106,952 Project Total $3,500,000 Jomax Rd; Loop 303 to Vistancia Blvd EN00585 7006 - Street IF 2014 WofAguaFria $100,000 Project Total $100,000 Lake Pleasant & Mountain Side Crossing Access at Happy Valley Rd Intersection Median Mods EN00780 7010 - Transportation Sales Tax $41,000 Project Total $283,350 LPP; Yearling Rd to Jomax Rd Street Improvements EN00637 7010 - Transportation Sales Tax $930,000 Project Total 645 $930,000 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 4550 - Other Capital $1,000,000 Northern Parkway EN00142 Project Total $1,000,000 Old Town Intersection Lighting EN00668 7010 - Transportation Sales Tax $340,000 Project Total $340,000 Olive Av, Loop 101 to 99th Ave Safety Improvements EN00731 7010 - Transportation Sales Tax $11,000 Project Total $1,111,000 Pavement Management Program - Preservation PW00138 7000 - Highway User $0 Project Total $3,500,000 Pavement Management Program - Rehabilitation PW13000 4255 - Future GO Bonds $0 Project Total $6,800,000 Quick Response Street Repairs PW00027 7000 - Highway User $200,000 Project Total $200,000 Rehabilitation/Reconstruction Pavement and Sidewalk - Olive Park PW13001 4550 - Other Capital $705,000 Project Total $705,000 Sidewalks Annual Program PW00046 7000 - Highway User $200,000 Project Total $400,000 Sonoran Mountain Ranch Emergency Access EN00599 7010 - Transportation Sales Tax $425,000 Project Total $470,000 Streetlight Pole Replacement & Infill Program PW11160 7000 - Highway User $1,000,000 Project Total 646 $1,000,000 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Technical Pavement Condition Survey & Support PW00512 7000 - Highway User $78,052 Project Total $778,052 Thunderbird Rd & 83rd Av Ped & Shade Initiative EN00645 7010 - Transportation Sales Tax EN00645 1000 - General $100,000 $117,322 647 Project Total $957,632 Streets Total $53,632,535 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Traffic Control 107th Av & Rose Garden Ln Traffic Signal EN00708 7010 - Transportation Sales Tax EN00708 4810 - Capital Projects-Outside Srces $0 $0 Project Total $257,736 83rd Av & Hillcrest Dr Traffic Signal EN00777 7010 - Transportation Sales Tax $0 Project Total $115,000 83rd Av (Westwing Pkwy) and Jomax Rd Traffic Signal EN00310 4810 - Capital Projects-Outside Srces $121,000 EN00310 7003 - Streets Dev Zone 2 - Post 8-1-2014 $63,000 Project Total $209,300 85th Av & Olive Av Traffic Signal EN00657 7010 - Transportation Sales Tax $30,000 Project Total $30,000 Cactus Rd & 89th Av Traffic Signal EN00724 7010 - Transportation Sales Tax $760,000 EN00724 4810 - Capital Projects-Outside Srces $255,000 Project Total $1,145,000 Project Total $134,500 Deer Valley Rd and 105th Av Traffic Signal EN00781 7010 - Transportation Sales Tax $0 Intelligent Transportation System Advanced Technology Enhancements EN00789 7010 - Transportation Sales Tax $0 Project Total $1,300,000 Lake Pleasant Rd & Rose Garden Ln Traffic Signal EN00697 7010 - Transportation Sales Tax $120,000 EN00697 4810 - Capital Projects-Outside Srces $100,000 Project Total $930,000 North Peoria Communications Backup EN00675 7010 - Transportation Sales Tax $62,500 Project Total $1,867,500 Peoria High School Hawk Signal EN00742 7010 - Transportation Sales Tax $372,444 648 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 EN00742 4810 - Capital Projects-Outside Srces $120,000 Project Total $492,444 Traffic Signal Program EN00170 7010 - Transportation Sales Tax $0 Project Total $850,000 Traffic Signal Renovation and Replacement PW00993 7000 - Highway User $309,000 Project Total $309,000 Traffic Control Total $7,640,480 649 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Wastewater Agua Fria Lift Station - Wastewater Campus Land UT00284 2453 - Prp W/S Rev Bonds 2021 (WW) $200,000 Project Total $200,000 Beardsley Equipment Upgrade & Replacement Program UT00317 2050 - Water $15,000 UT00317 2400 - Wastewater $111,250 Project Total $126,250 Beardsley WRF Expansion UT00314 2453 - Prp W/S Rev Bonds 2021 (WW) $8,000,000 UT00314 2050 - Water $3,751,772 UT00314 2400 - Wastewater $10,032,353 UT00314 2166 - Wtr IF 2019 N of Bell $277,228 Project Total $22,061,353 Butler Equipment Upgrade & Replacement Program UT00333 2050 - Water $37,500 UT00333 2400 - Wastewater $150,000 Project Total $503,500 Butler IPS Equipment Upgrade & Replacement Program UT00422 2400 - Wastewater $657,950 Project Total $786,781 Butler WRF Odor Control System Upgrades UT00525 2400 - Wastewater $0 Project Total $470,000 El Mirage Road Sewer Infrastructure Upsizing UT00432 2400 - Wastewater $294,030 UT00432 2453 - Prp W/S Rev Bonds 2021 (WW) $182,878 UT00432 2507 - Wastewater Impact Fees - West of Agua Fria Project Total $299,970 $776,878 Emergency Generator Equipment Upgrades UT00514 2400 - Wastewater $37,385 Project Total $37,385 Jomax Equipment Upgrade & Replacement Program UT00323 2050 - Water $31,600 UT00323 2400 - Wastewater $94,650 650 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Project Total $126,250 Jomax WRF Expansion UT00388 2165 - Water Impact Fees - Vistancia UT00388 2400 - Wastewater $1,020,000 $0 UT00388 2507 - Wastewater Impact Fees - West of Agua Fria $1,000,000 UT00388 2453 - Prp W/S Rev Bonds 2021 (WW) $899,546 Project Total $4,899,546 Jomax WRF Operations Building UT00389 2165 - Water Impact Fees - Vistancia UT00389 2400 - Wastewater UT00389 2050 - Water $0 $900,000 $397,816 Project Total $1,447,816 Lift Station Reconditioning Program UT00116 2400 - Wastewater $0 UT00116 2453 - Prp W/S Rev Bonds 2021 (WW) $7,445 Project Total $2,004,331 Local Wastewater Line Improvement Program UT00191 2400 - Wastewater $0 UT00191 2453 - Prp W/S Rev Bonds 2021 (WW) $300,000 Project Total $1,500,000 LPH Mystic Wastewater Oversizing UT00446 2507 - Wastewater Impact Fees - West of Agua Fria Project Total $0 $66,685 Manhole Rehabilitation Program UT00307 2400 - Wastewater $0 Project Total $423,596 Project Total $2,800,000 Reclaimed Water System Upgrade Program UT00511 2400 - Wastewater $0 Reclaimed Water Transmission Main - Project 2 UT00512 2400 - Wastewater UT00512 2050 - Water $337,500 $962,500 Project Total $1,300,000 Reclaimed Water Transmission Main - Project 3 UT00513 2400 - Wastewater $0 651 Schedule 9 - Capital Improvement Budget Project Funding Source UT00513 2050 - Water FY 2023 $0 Project Total $1,000,000 SROG Line Assessment & Repair UT00321 2400 - Wastewater $24,750 Project Total $536,222 Trunk Sewer Line Inspection UT00322 2400 - Wastewater $0 Project Total $600,000 Wastewater System R&M Expense Program UT00436 2400 - Wastewater $699,930 Project Total $699,930 West Agua Fria Wastewater Lines UT00171 2507 - Wastewater Impact Fees - West of Agua Fria $500,000 UT00171 2509 - Wastewater Impact Fees - Post 1-1-2012 $770,000 UT00171 2453 - Prp W/S Rev Bonds 2021 (WW) $271,203 Project Total $2,248,528 Wastewater Total $44,615,051 652 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Water 67th Ave 16-in Waterline - Pinnacle Pk to Hatfield UT00440 2050 - Water $0 Project Total $128,662 83rd & Northern Well Relocation UT00518 2050 - Water $70,000 Project Total $70,000 Asset Management Program UT00256 2400 - Wastewater UT00256 2050 - Water $250,000 $0 Project Total $403,231 Bailey Well Site Improvements UT00414 2050 - Water $250,000 Project Total $250,000 Bartlett Dam Modification Feasibility Study Cost-Share Agreement UT00517 2050 - Water $100,000 Project Total $100,000 CAP Pump Station Rehabilitation - Quintero UT00274 2050 - Water $100,000 UT00274 2222 - Prp W/S Rev Bonds 2021 (Wtr) $3,259,950 Project Total $3,359,950 CAP/LPP Intersection Wellfield UT00523 2050 - Water UT00523 7125 - ARPA Grant $0 $5,000,000 Project Total $10,005,000 Project Total $2,400,000 Facility Reconditioning & Water Quality Program UT00206 2050 - Water $0 Fire Hydrant & Valve Replacement Program UT00204 2050 - Water $0 Project Total 653 $350,000 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Greenway Equipment Upgrade & Replacement Program UT00316 2050 - Water $600,000 Project Total $2,100,000 Integrated Water Utility Master Plan (IWUMP) UT00271 2166 - Wtr IF 2019 N of Bell $102,547 UT00271 2400 - Wastewater $120,100 UT00271 2050 - Water $189,000 UT00271 2163 - Water Impact Fees - South of Bell Rd $20,000 UT00271 2506 - Wastewater Impact Fees - East of Agua Fria Project Total $109,353 $541,000 Jomax Booster Station Upgrades UT00285 4810 - Capital Projects-Outside Srces UT00285 2050 - Water UT00285 2166 - Wtr IF 2019 N of Bell $2,052,267 $3,520 $250,625 Project Total $2,306,412 Local Waterline Improvement Program UT00203 2050 - Water $0 Project Total $1,000,000 LPH Mystic Water Oversizing UT00445 2165 - Water Impact Fees - Vistancia $94,528 UT00445 2164 - Water Impact Fees - North of Bell Rd $261,097 UT00445 2166 - Wtr IF 2019 N of Bell $27,700 Project Total $383,325 New River Utility Co. Acquisition & Improvements UT00390 2270 - WIFA Loan 2015(New River Util) $71,766 UT00390 2050 - Water $750,000 Project Total $2,220,286 Project Total $372,990 Patterson Reservoir - Existing Well Connection UT00328 2050 - Water $0 Quintero Equipment Upgrade & Replacement Program UT00418 2050 - Water $103,683 Project Total 654 $130,223 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Reclaimed Water Master Plan Implementation UT00505 2273 - WIFA 2021 Loan (Reclaimed Water) UT00505 4254 - GO Bonds 2021 $8,708,143 $250,000 Project Total $13,692,807 Risk & Resiliency Improvements UT00522 2050 - Water $150,000 Project Total $150,000 SCADA Equipment Replacement Program UT00266 2400 - Wastewater UT00266 2050 - Water $275,000 $275,000 Project Total $638,866 Sports Complex Well Relocation UT00391 2050 - Water UT00391 1210 - Half Cent Sales Tax $14,575 $3,424,650 Project Total $4,827,445 Sports Complex/W115 Well Connection UT00327 2163 - Water Impact Fees - South of Bell Rd $100,000 Project Total $100,000 Technology and Security Master Plan UT00304 2162 - Water Impact Fees - Post 1-1-2012 $20,987 UT00304 2163 - Water Impact Fees - South of Bell Rd $39,776 UT00304 2164 - Water Impact Fees - North of Bell Rd $171,000 Project Total $231,763 Terramar Booster Pump Station Rehabilitation UT00412 2222 - Prp W/S Rev Bonds 2021 (Wtr) $2,000,000 Project Total $2,000,000 Water & Wastewater Rate Study UT00298 2400 - Wastewater $50,000 UT00298 2600 - Residential Solid Waste $50,000 UT00298 2050 - Water $50,000 UT00298 2590 - Commercial Solid Waste $25,000 Project Total $175,000 Water Line Assessment and Replacement UT00335 2050 - Water $151,400 Project Total 655 $2,651,400 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2023 Water Loss Audit System Improvements UT00521 2050 - Water $99,000 Project Total $99,000 Water Meter Replacement Program UT00326 2050 - Water $0 Project Total $45,000 Water System R&M Expense Program UT00438 2050 - Water $600,000 Project Total $1,000,000 Water/Wastewater Hydraulic Model Update Program UT00428 2400 - Wastewater UT00428 2050 - Water $229,345 $25,000 Project Total $340,672 Water/Wastewater/Expansion Fee Update UT00070 2166 - Wtr IF 2019 N of Bell $25,000 UT00070 2506 - Wastewater Impact Fees - East of Agua Fria $29,500 UT00070 2163 - Water Impact Fees - South of Bell Rd $5,000 UT00070 2165 - Water Impact Fees - Vistancia $20,000 UT00070 2507 - Wastewater Impact Fees - West of Agua Fria Project Total $20,500 $100,000 Weedville Well Site Rehabilitation UT00441 2222 - Prp W/S Rev Bonds 2021 (Wtr) $1,041,661 UT00441 2163 - Water Impact Fees - South of Bell Rd $1,322,047 Project Total $2,363,708 Wellhead Water Quality Mitigation UT00272 2222 - Prp W/S Rev Bonds 2021 (Wtr) $1,750,000 Project Total $1,750,000 Wells - New Construction UT00117 2164 - Water Impact Fees - North of Bell Rd UT00117 2166 - Wtr IF 2019 N of Bell UT00117 2161 - Water Expansion $64,380 $0 $14,516 Project Total $1,975,242 West Agua Fria Water Lines UT00170 2050 - Water $895,050 656 Schedule 9 - Capital Improvement Budget Project Funding Source UT00170 2165 - Water Impact Fees - Vistancia FY 2023 $0 Project Total $1,871,037 Zone 1/2 PRV Upgrades (91st and Cactus) UT00261 2050 - Water $350,000 Project Total $350,000 Zone 6E Reservoir & Booster Pump Station UT00526 2050 - Water $0 Project Total $250,000 Water Total $60,733,019 Total FY23 CIP $284,926,832 657 658 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division City Attorney Civil Criminal Suppl. # Supplemental Description FY2023 Onetime City Clerk Legal Case Management System Replacement $30,000 $24,000 $54,000 SU-0200-0003 Civil Division Legal Services $4,765 $195,036 $199,801 SU-0200-0004 Cell Phone Stipend Account Adjustment $0 $8,000 $8,000 SU-0230-0001 Criminal Division Caseload Changes $3,895 $78,742 $82,637 $38,660 $305,778 $344,438 SU-0150-0001 Contract Management Analyst - Fixed Term $50,000 $0 $50,000 SU-0150-0002 Election Costs $50,000 $0 $50,000 SU-0150-0003 Administrative Assistant II $0 $22,000 $22,000 $100,000 $22,000 $122,000 Total - City Clerk Development and Architectural Services Engineering Building Development Eng Inspection Svc Engineering Admin Engineering Services Site Development SU-0813-0001 CIP Project Manager I - Arch Srvs (Contract) $96,545 $0 $96,545 SU-0650-0001 Building Inspector I (Contract) $95,651 $0 $95,651 SU-0650-0003 Contract Plan Review $150,000 $0 $150,000 SU-0820-0001 Engineering Inspector (Contract) $102,341 $0 $102,341 SU-0820-0002 Engineering Inspector (Contract) $96,841 $0 $96,841 SU-0750-0001 Impact Fee/Development Agreement Analyst $4,610 $94,142 $98,752 SU-0750-0002 DCSB Space Study $50,000 $0 $50,000 SU-0812-0001 CIP Project Manager I - Eng Srvs (Contract) $95,750 $0 $95,750 SU-0812-0002 Utility Coordinator $3,860 $95,752 $99,612 SU-0812-0003 Real Estate Assistance (Contract) $40,000 $0 $40,000 SU-0810-0001 Development Technician I (Contract) $75,724 $0 $75,724 $811,322 $189,894 $1,001,216 Total - Development and Engineering Economic Development Services Economic Development Services FY2023 Total Cost SU-0200-0002 Total - City Attorney City Clerk FY2023 Ongoing SU-0352-0002 Business Attraction Consulting Services - CA $0 $0 $0 SU-0352-0003 Small Business Development Center (SBDC) $112,284 $0 $112,284 659 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Economic Development Services Economic Development Services Suppl. # Supplemental Description FY2023 Onetime FY2023 Ongoing FY2023 Total Cost SU-0352-0005 Software and Membership Costs $0 $35,375 $35,375 SU-0352-0006 Smart City/Region Consortium $25,000 $0 $25,000 SU-0352-0010 Pop-up Peoria $15,000 $0 $15,000 SU-0352-0011 Local First $26,000 $0 $26,000 $178,284 $35,375 $213,659 Total - Economic Development Services Finance and Budget Financial Services SU-0410-0001 Payroll Privacy Cubicles $20,000 $0 $20,000 Inventory Control SU-0500-0001 Warehouse LED Lighting Retrofit $10,000 $0 $10,000 Materials Management SU-0440-0001 Monitors with Micro Computers for 2 City Conference Rooms (DCSB Yavapai and MOC Saguaro) $11,200 $0 $11,200 SU-0440-0004 Copier Replacements for FY23 $15,000 $0 $15,000 SU-0440-0007 Funds for Various Operational Needs (Amazon Prime, VPP Materials, and Surplus Handling Costs) $2,000 $5,500 $7,500 $50,000 $0 $50,000 $108,200 $5,500 $113,700 Revenue Accts - General SU-0000-1000- 01 - ERP Evaluation 0001 Total - Finance and Budget Finance Utilities Customer Service Meter Services SU-0450-0001 Armored Car Services $0 $6,100 $6,100 SU-0450-0002 Lockbox Service Cost Increase $0 $15,000 $15,000 SU-0470-0001 Neptune 360 and mCare Upgrade $50,000 $0 $50,000 SU-0470-0004 AWWA Water Audit and Loss Control $23,000 $0 $23,000 SU-0470-0005 Meter Contract Price Increase $0 $50,000 $50,000 $73,000 $71,100 $144,100 $6,896 $88,590 $95,486 Total - Finance Utilities Fire-Medical Ambulance Operations SU-1270-0003 Medical Billing Specialist Emergency Medical Services SU-1230-0001 Paramedic Training (4 per year) $108,000 $0 $108,000 SU-1230-0004 Increase Medical Supplies Budget $0 $75,000 $75,000 660 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Fire-Medical Suppl. # Supplemental Description FY2023 Onetime FY2023 Ongoing FY2023 Total Cost SU-1260-0001 UTV with Truck and Trailer $124,400 $0 $124,400 SU-1260-0002 Increase Equipment Budget $0 $125,000 $125,000 SU-1260-0003 Increase Utilities Budget $0 $55,000 $55,000 SU-1260-0004 Medical Response (MR) Unit with 4 FTEs (Captain, Engineer & 2 Firefighters) $182,000 $627,041 $809,041 SU-1260-0006 GRPSTC Cost Share $54,086 $0 $54,086 SU-1260-0007 Firefighter Overhire (6) $0 $0 $0 Fire Prevention SU-1210-0004 Arson Training $9,450 $0 $9,450 Fire Support Services SU-1220-0002 Increase Motor Vehicles Parts and Tires Budget $0 $120,000 $120,000 SU-1220-0003 Replace 1558 (Impala) w/ F150 Crew Cab $15,320 $0 $15,320 SU-1220-0004 Extrication Equipment Replacement $250,000 $0 $250,000 SU-1240-0001 Increase Training Budget $95,000 $0 $95,000 $845,152 $1,090,631 $1,935,783 Fire Operations Fire Training Total - Fire-Medical Human Resources Human Resources SU-0070-0002 Tuition Reimbursement $25,000 $0 $25,000 SU-0070-0003 Fire Cancer Screening Program $150,000 $0 $150,000 SU-0070-0004 Recruitment Supplemental $30,000 $0 $30,000 $205,000 $0 $205,000 $0 $125,400 $125,400 Total - Human Resources Information Technology IT Operations SU-3750-0003 Software Maintenance Contractual Increases SU-3750-0004 PeopleSoft Financials License Increase $43,860 $9,650 $53,510 SU-3750-0005 GIS Initiatives $80,000 $23,500 $103,500 SU-3750-0006 Network Load Balancer $20,000 $10,000 $30,000 SU-3750-0007 IT Technician I - Contract $88,801 $0 $88,801 SU-3750-0011 Data Engineer - FTE Position $1,130 $122,972 $124,102 SU-3750-0012 IT Technician I - FTE Position $0 $88,801 $88,801 SU-3750-0014 IT Audit and Risk Assessment $60,000 $0 $60,000 661 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Information Technology IT Operations Suppl. # Supplemental Description FY2023 Onetime FY2023 Ongoing FY2023 Total Cost SU-3750-0015 Rio Vista Fiber Connectivity $250,000 $10,000 $260,000 SU-3750-0016 IT Business Analyst - Contract $97,537 $0 $97,537 SU-3750-0017 Microsoft 365 EA Renewal $0 $59,000 $59,000 $641,328 $449,323 $1,090,651 Total - Information Technology Leadership and Management Mayor and Council City Manager's Office SU-0020-0001 Council Assistant and Intergovernmental Affairs Liaison $134,770 $0 $134,770 SU-0020-0003 Interns $64,000 $0 $64,000 SU-0020-0006 Storage for Historical Artifacts $36,000 $0 $36,000 SU-0020-0009 Software for Internal Controls $1,945 $0 $1,945 SU-0020-0010 Other Professional Services for Internal Controls $15,000 $0 $15,000 Governmental Affairs SU-0025-0001 Professional Services - State and Federal $135,818 $0 $135,818 Office of Real Estate Development SU-0027-0001 Other Professional Services for Land Development Consulting Services $100,000 $0 $100,000 Total - Leadership and Management $487,533 $0 $487,533 Mayor & City Council SU-0010-0001 State of the City Event $17,500 $0 $17,500 SU-0010-0002 Youth Delegation Conference Travel $14,250 $0 $14,250 $31,750 $0 $31,750 $0 $161,778 $161,778 $0 $161,778 $161,778 Total - Mayor and Council Municipal Court Municipal Court SU-0250-0001 Lead Judicial Assistant Total - Municipal Court Neighborhood & Human Services Am/Pm Program Code Compliance SU-1420-0001 Increased Cost of PTNB Sick Usage $0 $35,915 $35,915 SU-1420-0002 Family & Youth Services Classified Administrative Assistant II $78,013 $2,122 $80,135 SU-7323-0001 21st Century Grant Partnership $25,000 $0 $25,000 SU-0550-0001 Enhanced Abatement $70,000 $10,000 $80,000 662 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Neighborhood & Human Services Code Compliance Community Assistance Community Engagement NHS Administration Suppl. # Supplemental Description FY2023 Onetime FY2023 Ongoing FY2023 Total Cost SU-0550-0002 Fixed Term Benefitted Code Compliance Officer $128,759 $0 $128,759 SU-0550-0003 Abandoned Property Cleanup and Storage $100,000 $0 $100,000 SU-0570-0001 Homeless Shelter Services $79,200 $0 $79,200 SU-0570-0002 Homeless Navigation Services $75,000 $0 $75,000 SU-0570-0003 Neighborhood Grant Funding $150,000 $0 $150,000 SU-0570-0004 Housing Needs Assessment $75,000 $0 $75,000 SU-0590-0001 Community Engagement Vehicle $64,302 $2,100 $66,402 SU-0590-0002 Community Engagement $123,884 $456 $124,340 SU-0590-0003 Community Engagement Coordinator $4,790 $95,901 $100,691 SU-0590-0004 Community Navigator $100,376 $0 $100,376 SU-1400-0001 Minimum Wage Increases $0 $99,300 $99,300 $1,074,324 $245,794 $1,320,118 $45,800 $0 $45,800 $0 $10,000 $10,000 Total - Neighborhood & Human Services Office of Peoria Channel 11 Communications Public Information Office Parks and Recreation Complex Operations/Maint Contracted Landscape Maintenance SU-0041-0001 Channel 11 Computer Replacement SU-0040-0001 Printing Costs SU-0040-0003 Tourism/Advertising $15,000 $0 $15,000 SU-0040-0004 Super Bowl LVII Host Committee Partnership $64,980 $0 $64,980 Total - Office of Communications $125,780 $10,000 $135,780 SU-2000-0001 Sports Complex Contractor Staffing Services Increased Costs $0 $33,000 $33,000 SU-2000-0003 Sports Complex Shutdown Valves on Hot Water Storage Tanks $25,000 $0 $25,000 SU-2000-0004 Peoria Sports Complex Roofing Re-Coats $35,000 $0 $35,000 SU-2000-0005 Sports Complex PTNB Staffing Program SU-2000-0007 Sports Complex & Rio Vista Irrigation Control Update SU-2000-0009 Sports Complex Commodities Price Increases SU-1600-0001 Tree & Shade Maintenance and Replacement Program 663 $0 $97,000 $97,000 $162,000 $0 $162,000 $0 $75,000 $75,000 $97,700 $0 $97,700 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Parks and Recreation Contracted Landscape Maintenance Suppl. # Supplemental Description FY2023 Onetime FY2023 Ongoing FY2023 Total Cost SU-1600-0002 ROW Landscape Sightline Visibility Safety Issues $38,700 $0 $38,700 SU-1600-0004 CIP On-going O & M Landscape and Trails Maintenance $30,700 $110,585 $141,285 SU-1600-0005 Landscape Maintenance Contracted Increases $20,000 $85,069 $105,069 SU-1600-0006 Mulch & Granite Refresh $160,000 $0 $160,000 Facility Maintenance and Operations SU-1580-0001 Facilities Division Funding $0 $170,000 $170,000 Outdoor Recreation Program SU-1460-0001 White Tank Mountains Conservancy Partnership $15,000 $0 $15,000 Park Rangers SU-1570-0001 Park Ranger $75,745 $96,874 $172,619 Parks North SU-1560-0001 Parks and Recreation Maintenance Equipment $84,500 $0 $84,500 SU-1560-0002 Contracted Turf Mowing $0 $17,000 $17,000 SU-1560-0003 Power Washing Equipment $45,600 $0 $45,600 SU-1531-0002 Community Parks PTNB Wage Request SU-1533-0001 Autonomous Athletic Field Painter PRCF Administration SU-1390-0001 Minimum Wage Increases Rio Vista Community Park SU-1531-0001 Rio Vista Rec Center Pioneer Community Park Swimming Pools $0 $67,291 $67,291 $70,000 $0 $70,000 $0 $106,900 $106,900 Rio Vista Irrigation Pump Station $185,000 $0 $185,000 SU-1532-0001 Recreation Center Audiovisual Equipment $115,000 $0 $115,000 SU-1532-0002 Event Furnishings $50,000 $0 $50,000 SU-1532-0003 Adventure Room Interactive Devices $21,000 $0 $21,000 SU-1410-0002 Security Cameras at Community Pools $50,000 $0 $50,000 SU-1410-0003 Aquatics Commodities Increase Total - Parks and Recreation Arts, Culture and ACLS Administration Library Services Branch Library Main Library $0 $20,000 $20,000 $1,280,945 $878,719 $2,159,664 $0 $2,300 $2,300 $20,636 $0 $20,636 SU-1509-0001 Minimum Wage Increases SU-1550-0001 Peoria Public Library StoryWalk SU-1540-0001 Public Library Technology $0 $50,000 $50,000 SU-1540-0002 Library Passport Customer Service Assistant $0 $18,618 $18,618 664 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Arts, Culture and Peoria Center for Library Services Performing Arts Percent For The Arts Special Events Program Suppl. # Supplemental Description FY2023 Total Cost Peoria Center for the Performing Arts Operations $37,800 $0 $37,800 SU-0043-0002 Peoria Center for the Performing Arts Ticket Surcharge Building Repair and Maintenance $20,000 $0 $20,000 SU-0120-0001 Arts Grants $49,800 $0 $49,800 SU-0120-0002 Performing and Visual Art Programs $90,000 $0 $90,000 SU-0120-0003 Public Art $65,000 $0 $65,000 SU-0120-0004 Public Art Operations and Maintenance $23,200 $12,000 $35,200 SU-1510-0001 2nd Saturdays $148,000 $0 $148,000 SU-1510-0002 Boards and Commissions Recognition Dinner $5,000 $0 $5,000 SU-1510-0003 City-Wide Community Engagement Marketing $56,000 $0 $56,000 SU-1510-0004 Cultural Diversity Event Programming $64,000 $0 $64,000 SU-1510-0005 Holiday Lighting $110,000 $0 $110,000 SU-1510-0006 ParkFest $62,245 $0 $62,245 SU-1510-0007 Partnership Events $163,100 $0 $163,100 SU-1510-0008 Arts & Cultural Placemaking Event $150,000 $0 $150,000 SU-1510-0009 Somos Peoria $176,000 $0 $176,000 SU-1510-0010 Special Events Coordinator (Fixed Term, One Year) $97,792 $0 $97,792 SU-1510-0011 Veterans Day Event - Veterans Memorial $36,000 $0 $36,000 SU-1510-0012 Bravo Peoria/Explore the Library $20,132 $0 $20,132 $1,394,705 $82,918 $1,477,623 Community Dev Administration SU-0600-0004 Operational Cost Increases $2,200 $13,525 $15,725 Planning SU-0610-0002 Principal Planner $3,500 $117,972 $121,472 $5,700 $131,497 $137,197 Total - Planning and Community Development Police FY2023 Ongoing SU-0043-0001 Total - Arts, Culture and Library Services Planning and Community Development FY2023 Onetime Criminal Investigation SU-1010-0003 Training for Detectives & Forensic Service Technicians $85,000 $0 $85,000 SU-1010-0004 Criminal Investigations Section Vehicle $59,650 $6,580 $66,230 665 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Police Suppl. # Supplemental Description FY2023 Onetime FY2023 Ongoing FY2023 Total Cost Criminal Investigation SU-1010-0007 Investigative Tools and Equipment $31,216 $22,245 $53,461 Operations Support SU-1025-0003 Operational Equipment - Drone Unit Expansion $26,000 $0 $26,000 SU-1025-0004 Traffic Unit Technology $21,100 $0 $21,100 SU-1025-0005 Traffic Prevention and Crime Prevention Programs $0 $70,000 $70,000 SU-1025-0007 Street Crimes Unit Vehicle $51,430 $6,000 $57,430 SU-1025-0009 SAU Hearing Protection and Communication Headsets $17,500 $0 $17,500 SU-1025-0011 Special Assignments Unit (SAU) Training $20,000 $0 $20,000 SU-1020-0002 Vehicle Technology and Equipment $46,725 $1,160 $47,885 SU-1020-0003 Mobile Field Force Equipment $34,350 $0 $34,350 SU-1020-0004 Jail Incarceration Overage $250,000 $0 $250,000 SU-1020-0007 Vehicle Adjustments $66,730 $0 $66,730 SU-1020-0008 Command Vehicle $930,189 $0 $930,189 SU-1020-0009 Police Department Overhire $0 $0 $0 Pd Communications SU-1050-0002 Justice Web Interface Software $0 $23,500 $23,500 Pd Technical Support SU-1030-0001 Contract Personnel - Telephone Report Writing Unit $110,000 $0 $110,000 SU-1030-0002 Predictive Policing $24,000 $0 $24,000 SU-1030-0003 Technology Replacement $58,753 $7,505 $66,258 SU-1030-0005 Body Worn Camera License Expansion $0 $35,000 $35,000 SU-1030-0007 Background Investigation Software $12,100 $5,000 $17,100 SU-1030-0009 Cinnabar Room Refresh $76,814 $0 $76,814 SU-1030-0010 Public Facing Crime Map $17,210 $0 $17,210 SU-1000-0001 Contract Legal Advisor $0 $80,000 $80,000 SU-1000-0002 Public Information Office/Admin Sergeant Vehicle $59,650 $6,580 $66,230 SU-1000-0003 Police Department Overtime $900,000 $0 $900,000 SU-7500-0001 Leadership Training $15,000 $0 $15,000 SU-7500-0002 Electronic Forensic Maintenance $10,000 $0 $10,000 Patrol Services - South Police Administration St Anti-Racketeering-Pd 666 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Police St Anti-Racketeering-Pd Staff Services Suppl. # Supplemental Description FY2023 Ongoing FY2023 Total Cost SU-7500-0003 Honor Guard Uniforms $5,000 $0 $5,000 SU-7500-0004 Surveillance Camera Lens $2,400 $0 $2,400 SU-7500-0005 Property Warehouse Boxes $8,000 $0 $8,000 SU-7500-0006 Vehicle Crimes Unit Camera $3,500 $0 $3,500 SU-7500-0007 Night Vision Equipment $3,825 $0 $3,825 SU-7500-0008 Property Hand Held $3,500 $0 $3,500 SU-1040-0001 Training Unit Equipment Total - Police Public Works FY2023 Onetime $144,011 $0 $144,011 $3,093,653 $263,570 $3,357,223 Commercial Roll-Off SU-2720-0001 Wages- Overtime (Commercial Roll-Off) $0 $10,000 $10,000 Daytime Facility Services SU-3660-0001 Building R&M $0 $44,101 $44,101 SU-3660-0002 Custodial Services $0 $98,671 $98,671 SU-3660-0003 Sump Pump Replacement $45,000 $0 $45,000 SU-3660-0004 Generator Cam Locks $42,500 $0 $42,500 SU-3660-0005 MOC Conference Rooms Tables & Chairs $35,000 $0 $35,000 SU-3660-0007 Fire -Medical Department Fleet Storage Annex Maintenance $0 $33,000 $33,000 Drainage Systems Operations SU-2900-0001 Drainage Systems Operations - Contract Services $52,000 $0 $52,000 SU-2900-0002 Drainage Systems Operations Underground Pipe Video Inspection - Contract Services $20,000 $0 $20,000 Facilities Operating Projects SU-3690-0002 City Hall Pine Room Technology Improvements $50,000 $0 $50,000 Fleet Maintenance SU-3420-0001 Fuel & Maintenance for Supplemental Vehicles $0 $93,500 $93,500 SU-3420-0002 Truck Wash Repair $30,000 $0 $30,000 SU-3420-0003 Automotive Technician $5,600 $80,850 $86,450 SU-3420-0004 Fuel Cost Offset $500,000 $0 $500,000 IT Operations SU-3750-0018 Routeware Software Maintenance $0 $24,600 $24,600 Nighttime Facilities Services SU-3661-0001 Lead Custodian $0 $69,540 $69,540 667 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Public Works Supplemental Description FY2023 Onetime FY2023 Ongoing FY2023 Total Cost SU-2720-0003 Fuel - Departmentwide $385,460 $0 $385,460 SU-2760-0001 Equipment Operators $0 $150,638 $150,638 SU-2760-0004 Wages- Overtime (Residential Collection) $13,000 $0 $13,000 SU-2760-0005 Container Management Services $0 $41,500 $41,500 SU-2760-0007 Articulated Tractor/Trailer $121,400 $18,150 $139,550 SU-2770-0001 Wages- Overtime (Residential Recycling) $12,000 $0 $12,000 SU-2770-0003 Reduction of Processing Fees ($467,000) $0 ($467,000) SU-7030-0001 Street Maintenance 16yd Dump Truck $222,085 $2,300 $224,385 SU-7030-0002 Street Maintenance 50k lb. Tilt Trailer $65,000 $0 $65,000 SU-7030-0003 Street Maintenance Repair & Supply Inflation $0 $115,000 $115,000 SU-7030-0004 Public Works Project Manager $3,490 $95,142 $98,632 SU-7030-0005 Street Maintenance Supervisor $58,071 $107,684 $165,755 Sweeper Operations SU-7040-0001 Sweeper Refuse Collection $0 $10,000 $10,000 Technical Operations SU-3700-0002 UPS Battery Replacements $0 $20,000 $20,000 SU-3700-0004 Building R&M (return) ($21,550) $0 ($21,550) SU-7020-0001 Traffic Signals Ford Pickup Truck Accessories $12,000 $0 $12,000 SU-7020-0002 Streetlight/Signal Electricity $100,000 $0 $100,000 SU-7200-0001 Transit Operator $0 $35,100 $35,100 SU-7200-0002 Transit Contract Staff $0 $25,000 $25,000 SU-7200-0003 Transit Education/Outreach $5,000 $0 $5,000 SU-7200-0004 Route 106 Peoria Ave Sunday Service $0 $53,000 $53,000 SU-7200-0006 Fuel - Transit $0 $22,460 $22,460 SU-7200-0007 Wages - Overtime Transit $0 $4,500 $4,500 SU-7200-0008 Enhancing Mobility Innovation Grant Match $40,000 $0 $40,000 $1,329,056 $1,154,736 $2,483,792 Residential Collection Residential Recycling Street Maintenance Traffic Signal Maintenance Transit Division Suppl. # Total - Public Works 668 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Water Services Suppl. # Supplemental Description FY2023 Onetime FY2023 Ongoing FY2023 Total Cost Beardsley Water Reclamation Facility SU-2470-0001 Beardsley Overtime Budget Adjustment $10,000 $0 $10,000 SU-2470-0002 Beardsley Forklift $31,420 $2,000 $33,420 Butler Water Reclamation Facility SU-2496-0001 Butler Utility Plant Operator I $3,800 $81,664 $85,464 SU-2496-0002 Butler Aquifer Storage and Replenishment (ASR) Well $37,800 $40,000 $77,800 SU-2496-0003 Butler Odor Control Rehab $22,000 $0 $22,000 SU-2496-0004 Butler Centrifuge Rebuild $73,000 $25,500 $98,500 SU-2496-0005 Butler Aeration Basin Cleaning $0 $30,000 $30,000 SU-2080-0001 Contract Water Distribution Operator I $75,063 $0 $75,063 SU-2080-0002 Water Distribution Dump Trucks $338,134 $6,750 $344,884 SU-2080-0003 Water Distribution Operator I $8,000 $75,563 $83,563 SU-2080-0005 Water Distribution Hydro-excavation (soft dig) $0 $18,000 $18,000 Drinking Water Environmental SU-2135-0001 Gas Chromatograph/Mass Spectrometer (GCMS) $97,863 $5,000 $102,863 Jomax Water Reclamation Facility SU-2495-0001 Jomax Overtime Budget Adjustment $10,000 $0 $10,000 SU-2495-0002 Jomax Refuse Increase $0 $10,000 $10,000 SU-2495-0003 Jomax Chemical Cost Increase $0 $5,000 $5,000 SU-2495-0004 Jomax Wastewater System R & M Increase $0 $25,000 $25,000 SU-2495-0005 Jomax Influent Pump Station Grinder Replacement $75,000 $0 $75,000 SU-2065-0001 Contract SCADA Instrumentation Control Specialist $93,883 $0 $93,883 SU-2065-0002 Operational Technology Fleet Maintenance Charges $0 $10,000 $10,000 Planning and Engineering SU-2115-0001 CIP Project Manager I $2,303 $95,842 $98,145 Production Svcs SU-2070-0001 Water Production Electricity Increase $180,000 ($120,000) $60,000 SU-2070-0002 Water Production Operator I $4,000 $74,143 $78,143 SU-2070-0003 Water Production Chemical Supplies Increase $0 $14,000 $14,000 SU-2105-0003 Water Conservation Budget Increase – Rebates/Incentives $150,000 $0 $150,000 SU-2105-0004 Water Service Leak Pilot Program $20,000 $0 $20,000 SU-2105-0005 The Nature Conservancy Fund $30,000 $0 $30,000 Distribution Services Operational Technology Sustainability & Conservation 669 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Water Services Suppl. # Supplemental Description FY2023 Onetime FY2023 Ongoing FY2023 Total Cost Wastewater Collection/Prevention SU-2480-0001 Sonoran Mountain Ranch Odor Control $60,000 $0 $60,000 SU-2480-0002 Submersible 10hp Concertor FLYGT Pumps $45,000 $0 $45,000 Wastewater Environmental SU-2490-0001 Contract Environmental Compliance Inspector $99,055 $0 $99,055 SU-2490-0002 Lead Environmental Compliance Inspector $43,673 $90,851 $134,524 Water ServicesWater/Ww Admin SU-2050-0002 AMWUA City Membership Dues Increase $0 $7,000 $7,000 SU-2050-0003 Other Professional Services Increase $30,000 $0 $30,000 SU-2050-0004 Funding for End of Support Software $7,000 $0 $7,000 SU-2050-0005 Janitorial Cost Increases $0 $3,925 $3,925 SU-2125-0001 CAP Water Delivery Fees $708,955 $0 $708,955 SU-2125-0002 Wholesale Water Purchases $0 $452,297 $452,297 Total - Water Services $2,255,949 $952,535 $3,208,484 Total - Additions/Reductions $14,080,341 $6,051,148 $20,131,489 Water Supply 670 Schedule 11 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2023 Fiscal year 2022 2022 2023 Adopted/adjusted budgeted expenditures/expenses* Actual expenditures/expenses** Beginning fund balance/(deficit) or net position/(deficit) at July 1*** E E Primary property tax levy B 2023 Secondary property tax levy B 2023 Estimated revenues other than property taxes C 2023 Other financing sources D Other financing (uses) D 2023 Interfund transfers in D 2023 Interfund Transfers (out) Line 11: Reduction for fund balance reserved for future budget year expenditures D 2023 Special Revenue Fund Debt Service Fund 249,314,218 84,046,533 35,248,786 55,454,463 225,534,576 53,630,441 35,248,786 150,048,360 87,625,922 19,679,710 General Fund 1 2 3 2023 2023 Funds S c h 4 7 8 9 10 Enterprise Funds Available Internal Service Funds 15,300 208,670,919 62,249,781 695,000,000 25,377,455 15,300 159,660,361 55,758,932 555,225,851 45,676,026 13,157 115,624,492 48,672,145 467,339,812 Total all funds 5,483,655 5,483,655 5 6 Capital Projects Fund Permanent Fund 21,745,530 21,745,530 211,317,231 62,265,225 300,550 6,711,749 125 116,680,824 58,744,513 456,020,217 0 0 64,165 71,390,630 0 26,008,202 0 97,462,997 0 0 0 0 0 0 0 0 17,234,469 5,376,179 4,198,850 0 0 4,551,720 3,738,020 35,099,238 24,171,530 10,042,018 0 0 0 882,690 3,000 35,099,238 11 Maintained for future debt retirement 0 Maintained for future capital projects 0 Maintained for future financial stability 0 0 0 2023 2023 12 Total financial resources available Budgeted expenditures/expenses E 13 359,912,185 145,225,308 45,988,805 123,778,405 13,282 261,982,548 111,151,678 1,048,052,211 277,782,811 105,568,156 34,076,698 105,789,060 10,200 192,111,526 67,661,549 783,000,000 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 $ 2022 695,000,000 $ $ 695,000,000 238,237,194 456,762,806 1,016,693,827 $ 2023 783,000,000 $ $ 783,000,000 300,156,501 482,843,499 1,122,510,225 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. * ** *** 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 beginning fund balance/(deficit) or net position/(deficit) amounts except for nonspendable amounts (e.g., prepaids and inventories) or amounts legally or contractually required to be maintained intact (e.g., principal of a permanent fund). 3/22 Arizona Auditor General 671 Schedule A Official City/Town Budget Forms 672 Schedule 12 - Auditor General Schedule B Tax Levy and Tax Rate Information Fiscal Year 2023 2022 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 2023 6,475,867 $ 6,724,096 5,165,020 $ 5,483,655 $ $ 20,481,976 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 $ 25,646,996 $ 4,906,769 258,251 5,165,020 $ $ $ $ 21,745,530 $ 27,229,185 19,457,877 1,024,099 20,481,976 25,646,996 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 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. 3/22 Arizona Auditor General 673 Schedule B Official City/Town Budget Forms 674 Schedule 13 - Auditor General Schedule C Revenues Other than Property Taxes Fiscal Year 2023 Estimated revenues 2022 Source of revenues Estimated revenues 2023 Actual revenues* 2022 General Fund Local taxes General Half-Cent Sales Tax $ 63,186,856 24,896,691 $ 76,545,368 29,926,394 $ 72,736,754 30,519,351 Licenses and permits General 4,481,881 5,285,500 4,568,371 Intergovernmental General 49,910,512 56,869,475 61,168,834 Charges for services General 35,944,959 33,493,415 38,426,411 Fines and forfeits General 1,553,000 1,068,133 1,139,000 Interest on investments General Half-Cent Sales Tax Economic Development Reserve Municipal Asset Reserve 1,210,000 142,500 80,000 10,000 900,000 150,000 20,000 20,000 910,000 142,500 20,000 30,000 1,956,393 42,140,761 1,656,010 In-lieu property taxes Contributions Miscellaneous General Total General Fund $ 3/22 Arizona Auditor General 183,372,792 675 Schedule C $ 246,419,046 $ 211,317,231 Official City/Town Budget Forms Schedule 13 - Auditor General Schedule C Revenues Other than Property Taxes Fiscal Year 2023 Estimated revenues 2022 Source of revenues Estimated revenues 2023 Actual revenues* 2022 Special revenue funds Streets $ $ 15,482,454 15,482,454 $ $ 17,270,244 17,270,244 $ $ 17,108,765 17,108,765 Transit Fund $ $ 735,000 735,000 $ $ 1,531,871 1,531,871 $ $ 755,000 755,000 Street Light Improvement District Fund Maintenance Improvement District Fund $ $ $ 1,048,762 92,152 1,140,914 $ $ 1,051,837 92,089 1,143,926 $ 1,101,179 96,688 1,197,867 Development Fee Funds $ $ 11,068,619 11,068,619 $ $ $ $ 15,253,384 15,253,384 Grants & Other Funds $ $ 8,692,186 8,692,186 $ $ $ $ 9,274,318 9,274,318 Transportation Sales Tax Fund $ $ 15,288,579 15,288,579 $ $ 17,762,586 17,762,586 $ $ 18,675,891 18,675,891 Total special revenue funds $ 52,410,764 $ 37,705,615 $ 62,265,225 Debt service funds Municipal District Authority Fund $ $ 65,000 65,000 $ $ 65,000 65,000 $ $ 26,550 26,550 General Obligation Bonds Fund $ $ 319,000 319,000 $ $ 274,000 274,000 $ $ 274,000 274,000 Sustainability Projects Fund $ $ $ $ 1,009 1,009 $ $ 384,000 $ 340,009 $ 300,550 Total debt service funds $ Capital projects funds General Obligation Bonds Fund $ $ 57,711 57,711 $ $ 324,953 324,953 $ $ 10,000 10,000 CIP Capital Projects Fund $ $ 3,845,000 3,845,000 $ $ 17,685,162 17,685,162 $ $ 6,701,749 6,701,749 Total capital projects funds $ 3,902,711 $ 18,010,115 $ 6,711,749 * 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. 3/22 Arizona Auditor General 676 Schedule C Official City/Town Budget Forms Schedule 13 - Auditor General Schedule C Revenues Other than Property Taxes Fiscal Year 2023 Estimated revenues 2022 Source of revenues Estimated revenues 2023 Actual revenues* 2022 Permanent funds Volunteer Firefighters Pension Fund $ $ 150 150 $ $ 132 132 $ $ 125 125 Total permanent funds $ 150 $ 132 $ 125 52,362,291 304,260 9,130,714 2,395,000 64,192,265 $ 52,362,291 231,260 5,330,475 $ $ 57,924,026 $ 53,725,098 238,794 6,852,688 2,107,302 62,923,882 25,725,825 286,051 $ 26,725,892 200,051 2,974,784 $ 26,571,432 203,290 3,872,675 26,011,876 $ 29,900,727 $ 30,647,397 1,466,390 13,365,671 2,581,548 1,853,386 19,266,995 $ 1,462,390 13,437,702 2,566,810 1,843,386 19,310,288 $ 1,464,190 14,379,616 2,605,706 1,829,077 20,278,589 Enterprise funds Water Fund Water Replacement and Reserve Fund Water Expansion and Improvement Districts Water Infrastructure Finance Auth. Loan $ $ Wastewater Fund $ Wastewater Replacement and Reserve Fund Wastewater Expansion and Improvement Districts Wastewater Revenue Bonds $ Storm Water Drainage System Fund Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Fund $ Sports Complex Ops/Maintenance Fund Sports Complex Equipment Reserve Fund $ $ $ 3,264,000 350,071 3,614,071 Total enterprise funds $ $ $ $ $ 2,124,595 261,371 2,385,966 $ $ 2,526,000 304,956 2,830,956 113,085,207 $ 109,521,007 $ 116,680,824 6,152,236 2,670,603 446,017 9,268,856 $ 6,485,828 2,608,003 432,517 9,526,348 $ 6,424,855 2,712,070 443,694 9,580,619 Internal service funds Fleet Maintenance Fund Streets/Transit Equipment Reserve Fleet Reserve Fund $ Insurance Reserve Fund Workers Compensation Self Insurance Health Self Insurance $ $ $ 2,598,886 2,831,806 22,160,000 27,590,692 Facilities Maintenance Fund $ $ Information Technology Fund Information Technology Reserve $ $ $ $ $ 2,722,406 2,851,079 20,030,000 25,603,485 $ $ 2,540,000 3,067,854 22,650,000 28,257,854 6,805,957 6,805,957 $ $ 6,807,957 6,807,957 $ $ 7,182,788 7,182,788 $ $ 10,981,243 769,344 11,750,587 $ $ 10,969,243 750,003 11,719,246 $ 12,953,246 770,006 13,723,252 Total internal service funds $ 55,384,751 $ 53,688,377 $ 58,744,513 Total all funds $ 408,540,375 $ 465,684,301 $ 456,020,217 * 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. 3/22 Arizona Auditor General 677 Schedule C Official City/Town Budget Forms 678 Schedule 14 - Auditor General Schedule D Other Financing Sources/(Uses) and Interfund Transfers Fiscal Year 2023 Other financing 2023 Sources (Uses) Fund General Fund General Fund $ Half Cent Sales Tax Fund Municipal Office Complex Reserve Total General Fund $ Special revenue funds Streets Fund $ Transit Fund Transportation Sales Tax Fund Street Light Improvement Districts Fund Maintenance Improvement Districts Fund Arts Commission Capital Fund Victims of Crime Act Grant (VOCA) Total special revenue funds $ Debt service funds Non-GO Bond Debt $ Sustainability Projects Debt MDA Debt Total debt service funds $ Capital projects funds Future G.O. Bonds $ Capital Projects - Outside Sources Total capital projects 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 12,234,469 $ $ $ 5,000,000 17,234,469 7,675,514 16,496,016 $ 24,171,530 $ $ 2,099,179 3,277,000 $ 325,928 8,294,996 1,099,179 96,588 225,327 5,376,179 $ $ $ 3,973,650 225,200 $ 64,165 $ $ 4,198,850 $ 42,844,104 28,546,526 71,390,630 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 64,165 17,911,592 8,096,610 4,056,800 10,042,018 $ 194,870 66,420 576,320 317,000 111,500 111,500 26,008,202 $ $ 4,551,720 $ 882,690 $ $ 1,017,864 $ 3,000 1,060,996 1,311,660 30,000 317,500 Total Internal Service Funds $ 3/22 Arizona Auditor General $ $ $ Total all funds $ $ $ Permanent funds Firemen's Pension Trust $ 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 $ Interfund transfers 2023 In (Out) 97,462,997 679 $ $ 3,738,020 $ 3,000 $ $ 35,099,238 $ 35,099,238 Schedule D Official City/Town Budget Forms 680 Schedule 15 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2023 Adopted budgeted expenditures/ expenses 2022 Fund/Department General Fund Arts, Culture & Library Services $ 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 - General Non-Departmental - Half Cent Sales Non-Departmental - Other Reserves Office of Communications Parks, Recreation & Community Fac Planning and Community Developm Police Public Works Total General Fund $ Special revenue funds Streets-Development and Engine $ Streets-Public Works Transportation Sales Tax Fund-NonDevelopment Fee Funds-Non-Depa Home and Housing Grants-NHS Transit-Public Works Attorney Grants-City Attorney Public Safety Grants-Fire-Medical Public Safety Grants-Police Other Grants-Human Resources Other Grants-Municipal Court Other Grants-PRCF Other Grants-NHS Other Grants-Non-Departmental Percent for the Arts - ACLS Total special revenue funds $ Debt service funds General Obligation Bonds-Non-D $ MDA Bonds-Non-Departmental Other Bonds-Non-Departmental Total debt service funds $ Capital projects funds General Obligation Bonds-Non-D $ Capital Projects - Streets/Economic Capital Projects - Streets/Economic Outside Source Fund-Non-Departme Total capital projects funds $ Permanent funds Fireman's Pension-Fire-Medical 3/22 Arizona Auditor General $ 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 24,457,736 6,408,487 1,819,251 22,200,038 1,853,492 53,907,302 696,345 255,233,438 1,487,711 22,282,464 20,734,507 15,831,372 726,422 5,111,458 17,801 Expenditure/ expense adjustments approved 2022 $ Actual expenditures/ expenses* 2022 $ (34,960) 228,083 22,727 (645,295) 101,822 348,485 632,995 203,270 40,238 (4,352,378) (5,024,579) 631,895 91,205 389,069 1,448,203 $ (5,919,220) $ $ 77,042 $ (39,453) (1,060,329) 337,831 75,000 74,886,743 $ 263,953 1,682,813 750 78,739 165,048 9,589,000 (2,058,044) 47,440 9,159,790 $ 27,619,487 $ 7,580,599 35,200,086 $ 606,394 68,301 5,020,313 3,000,000 56,439,598 3,535,336 2,010,000 6,340,604 68,325,538 $ 15,300 $ 681 1,564,753 17,117,170 9,580,550 12,067,437 179,149 5,190,143 17,801 263,953 2,289,207 750 147,040 165,048 5,000,000 $ $ $ 7,609,844 4,464,197 1,479,537 10,214,384 1,857,274 5,847,478 6,518,694 44,166,969 4,485,609 4,561,490 911,451 2,784,478 10,102,808 51,505,412 29,386,720 8,275,627 1,948,618 19,365,812 2,043,625 59,527,304 725,480 277,782,811 1,685,398 21,374,966 31,284,410 19,683,438 853,182 4,560,916 18,284 148,816 751,114 13,592 173,886 5,198,919 18,991,166 830,069 105,568,156 47,440 53,630,441 $ $ 27,619,487 $ $ 7,629,299 35,248,786 $ (15,210,190) $ 33,969 23,230,769 781,756 2,305,146 (12,871,075) $ 1,364,930 25,377,455 $ 66,480,693 3,479,341 7,322,500 28,506,526 105,789,060 $ 15,300 $ 10,200 48,700 48,700 $ 3,740,940 1,377,813 9,018,364 1,830,451 5,441,466 5,985,541 41,146,172 4,454,408 4,272,509 861,569 2,431,206 11,346,659 40,681,587 12,554,181 294,142 1,856,963 21,956,612 1,801,594 53,805,551 676,847 225,534,576 Budgeted expenditures/ expenses 2023 Schedule E $ 26,551,243 3,162,526 4,362,929 34,076,698 Official City/Town Budget Forms 682 Schedule 15 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2023 Fund/Department Total permanent funds $ Adopted budgeted expenditures/ expenses 2022 Expenditure/ expense adjustments approved 2022 Actual expenditures/ expenses* 2022 Budgeted expenditures/ expenses 2023 15,300 $ $ 15,300 $ 10,200 68,455,421 253,000 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 $ (1,703,005) $ 65,050 1,500,012 (223,020) 7,016,720 37,179 55,169,087 318,050 12,822,699 346,622 23,546,544 28,644,734 60,000 3,810,878 9,392,667 14,133,917 2,567,689 913,970 31,986 5,525,402 988,000 1,388,116 159,660,361 $ 73,056,426 372,000 8,151,141 1,271,768 21,646,701 44,683,573 66,420 9,957,682 3,536,773 16,273,166 2,660,772 2,461,500 Enterprise funds Water-Water Services $ Water Replacement & Reserves-Wa Water Expansion-Water Services Water Bonds-Non-Departmental Water Bonds-Water Services Wastewater-Water Services Wastewater Replacement & Reserv Wastewater Bonds - Water Services Wastewater Expansion-Water Servic Residential Solid Waste-Public Work Commercial Solid Waste-Public Wo Solid Waste Reserves-Public Works Solid Waste Expansion Sports Complex Operations/Mainten Sports Complex Equipment Reserve Storm Water Drainage System Total enterprise funds $ 5,558,808 328,000 1,388,116 201,666,755 Internal service funds Fleet Maintenance-Public Works $ Fleet Reserve-Public Works Insurance Reserve-City Attorney Insurance Reserve-Human Resourc Facilities Maintenance-Public Works Information Technology-Information Information Technology Reserve-Inf Information Technology Projects-Info Total internal service funds $ Total all funds $ 6,226,512 3,280,428 3,287,636 26,063,807 6,867,515 12,320,175 1,533,936 92,131 59,672,140 695,000,000 635,861 (548,595) (40,319) 27,731 12,970 31,986 68,594 123,000 $ 7,004,164 $ $ 750,000 799,040 31,178 250,000 596 419,182 296,106 31,539 2,577,641 $ 6,226,512 3,452,578 2,818,814 22,354,234 6,818,111 12,689,357 1,399,326 $ $ $ 55,758,932 555,225,851 $ $ $ $ $ 6,180,671 288,500 1,504,433 192,111,526 7,123,339 4,437,320 3,788,676 27,686,825 7,253,370 13,808,390 3,533,629 30,000 67,661,549 783,000,000 * 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. 3/22 Arizona Auditor General 683 Schedule E Official City/Town Budget Forms 684 Schedule 16 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2023 Department/Fund Arts, Culture & Library Services General Fund $ Percent for the Arts Fund Other Grants Department total $ Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2022 2022 2022 2023 $ $ $ 7,609,844 830,069 $ $ $ 8,439,913 3,848,704 17,801 3,287,636 $ $ 3,740,940 17,801 2,818,814 $ 4,464,197 18,284 3,788,676 7,154,141 $ 31,178 $ 6,577,555 $ 8,271,157 $ 1,452,463 $ (34,960) $ 1,377,813 $ 1,479,537 Department total $ 1,452,463 $ (34,960) $ 1,377,813 $ 1,479,537 Development and Engineering General Fund $ Streets 9,050,069 1,487,711 $ 228,083 77,042 $ 9,018,364 1,564,753 $ 10,214,384 1,685,398 Department total $ 10,537,780 $ 305,125 $ 10,583,117 $ 11,899,782 Economic Development Services General Fund $ 1,860,453 $ 22,727 $ 1,830,451 $ 1,857,274 Department total $ 1,860,453 $ 22,727 $ 1,830,451 $ 1,857,274 $ 6,243,511 $ (645,295) $ 5,441,466 $ 5,847,478 Department total $ 6,243,511 $ (645,295) $ 5,441,466 $ 5,847,478 $ 6,056,142 $ 101,822 $ 5,985,541 $ 6,518,694 Department total $ 6,056,142 $ 101,822 $ 5,985,541 $ 6,518,694 41,982,968 $ 348,485 263,953 $ 41,146,172 263,953 15,300 $ 44,166,969 148,816 10,200 41,998,268 $ 612,438 $ 41,425,425 $ 44,325,985 3,949,729 $ 632,995 750 250,000 $ 4,454,408 750 22,354,234 $ 4,485,609 13,592 27,686,825 $ 883,745 $ 26,809,392 $ 32,186,026 City Attorney General Fund Attorney Grants Insurance Reserve $ Department total $ City Clerk General Fund Finance and Budget General Fund Finance Utilities General Fund Fire-Medical General Fund Public Safety Grants Fireman's Pension $ 15,300 Department total $ Human Resources General Fund Other Grants Insurance Reserve $ Department total $ 3/22 Arizona Auditor General 31,178 26,063,807 30,013,536 685 Schedule F Official City/Town Budget Forms Schedule 16 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2023 Department/Fund Information Technology Information Technology $ Information Technology Reserve Information Technology Projects Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2022 2022 2022 2023 12,320,175 1,533,936 92,131 $ 419,182 296,106 31,539 $ 12,689,357 1,399,326 $ 13,808,390 3,533,629 30,000 13,946,242 $ 746,827 $ 14,088,683 $ 17,372,019 $ 4,192,315 $ 203,270 $ 4,272,509 $ 4,561,490 Department total $ 4,192,315 $ 203,270 $ 4,272,509 $ 4,561,490 $ 886,388 $ $ 861,569 $ 911,451 Department total $ 886,388 $ $ 861,569 $ 911,451 $ 2,501,241 68,301 $ $ 2,431,206 147,040 $ 2,784,478 173,886 Department total $ 2,569,542 $ 78,739 $ 2,578,246 $ 2,958,364 Neighborhood & Human Services General Fund $ Home and Housing Grants Other Grants Communty Service Grants 11,633,280 726,422 4,372,113 648,200 $ 40,238 89,000 9,500,000 $ 11,346,659 179,149 5,000,000 $ 10,102,808 853,182 5,198,919 Department total $ 17,380,015 $ 9,629,238 $ 16,525,808 $ 16,154,909 50,233,524 24,457,736 6,408,487 20,734,507 15,831,372 3,000,000 1,841,410 56,439,598 27,619,487 $ (4,352,378) $ (5,024,579) 631,895 (1,060,329) 337,831 (2,058,044) (223,020) (15,210,190) 40,681,587 12,554,181 294,142 9,580,550 12,067,437 $ 48,700 33,969 2,305,146 7,629,299 781,756 1,364,930 51,505,412 29,386,720 8,275,627 31,284,410 19,683,438 18,991,166 1,271,768 66,480,693 26,551,243 3,162,526 4,362,929 3,479,341 28,506,526 Department total $ 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-Capital General Obligation Bonds-Debt Se MDA Bonds-Debt Service Other Bonds-Debt Service Capital Projects - Streets/Economi Outside Source Fund Department total $ 78,739 7,580,599 3,535,336 6,340,604 346,622 23,230,769 27,619,487 224,022,660 $ (24,570,999) $ 136,150,760 $ 292,941,799 $ 1,819,251 $ 91,205 $ 1,856,963 $ 1,948,618 Department total $ 1,819,251 $ 91,205 $ 1,856,963 $ 1,948,618 Office of Communications General Fund 3/22 Arizona Auditor General 686 Schedule F Official City/Town Budget Forms Schedule 16 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2023 Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2022 2022 2022 2023 Department/Fund Parks and Recreation General Fund $ Percent for the Arts Other Grants Sports Complex Operations/Mainte Sports Complex Equipment Reserv Capital Projects - Streets/Economi Department total $ 22,200,038 $ 5,558,808 328,000 2,010,000 389,069 47,440 165,048 68,594 123,000 $ 21,956,612 47,440 165,048 5,525,402 988,000 $ 793,151 19,365,812 $ 28,682,502 $ 33,157,483 6,180,671 288,500 7,322,500 30,096,846 $ 1,853,492 $ $ 1,801,594 $ 2,043,625 1,853,492 $ $ 1,801,594 $ 2,043,625 $ 53,907,302 606,394 $ 1,448,203 1,682,813 $ 53,805,551 2,289,207 $ 59,527,304 751,114 Department total $ 54,513,696 $ 3,131,016 $ 56,094,758 $ 60,278,418 696,345 22,282,464 5,111,458 1,388,116 15,146,458 2,539,958 1,101,000 $ $ 676,847 17,117,170 5,190,143 1,388,116 14,133,917 2,567,689 913,970 31,986 6,226,512 3,452,578 6,818,111 $ 725,480 21,374,966 4,560,916 1,504,433 16,273,166 2,660,772 2,461,500 Planning and Community Development General Fund $ Department total $ Police General Fund Public Safety Grants Public Works General Fund Streets Transit Storm Water Drainage System Residential Solid Waste Commercial Solid Waste Solid Waste Reserves Solid Waste Expansion Fleet Maintenance Fleet Reserve Facilities Maintenance (39,453) 75,000 (40,319) 27,731 12,970 31,986 750,000 799,040 596 6,226,512 3,280,428 6,867,515 7,123,339 4,437,320 7,253,370 Department total $ 64,640,254 $ 1,617,551 $ 58,517,039 $ 68,375,262 Water Services Water $ Water Replacement & Reserves Water Expansion Water Bonds Wastewater Wastewater Replacement & Reser Wastewater Expansion Wastewater Bonds 68,455,421 253,000 16,117,148 34,596,744 37,826,016 60,000 11,418,587 5,036,089 $ (1,703,005) $ 65,050 1,500,012 7,016,720 37,179 55,169,087 318,050 12,822,699 23,546,544 28,644,734 60,000 9,392,667 3,810,878 $ 73,056,426 372,000 8,151,141 21,646,701 44,683,573 66,420 3,536,773 9,957,682 Department total $ Total all departments $ 173,763,005 695,000,000 $ $ 133,764,659 555,225,851 $ $ 161,470,716 783,000,000 (548,595) 635,861 7,003,222 $ $ * 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. 3/22 Arizona Auditor General 687 Schedule F Official City/Town Budget Forms 688 Schedule 17 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2023 Fund Full-time equivalent (FTE) Employee salaries and hourly costs Retirement costs 2023 2023 2023 Healthcare costs Other benefit costs Total estimated personnel compensation 2023 2023 2023 General Fund 989.60 $ 89,821,723 $ 24,104,278 $ 17,186,043 $ 8,724,973 $ 139,837,017 Special revenue funds Streets Community Development Block Gran Transit Adult Day Program Victims of Crime Act Grant (VOCA) Municipal Court Enhancement Fund Other Grants Total special revenue funds 49.80 1.00 11.00 7.25 2.00 0.45 71.50 $ 3,605,322 77,575 644,326 482,230 146,513 133,343 164,248 5,253,557 $ 482,920 10,221 90,233 64,797 16,963 11,816 18,302 695,252 $ 812,342 7,676 127,998 81,908 44,373 9,389 $ $ $ 1,083,686 $ 457,242 6,459 66,616 39,412 16,238 6,335 13,683 605,985 5,357,826 101,931 929,173 668,347 224,087 160,883 196,233 7,638,480 Debt service funds Total debt service funds Permanent funds Firemen's Pension Trust Total permanent funds Enterprise funds Sports Complex Water Utility Wastewater Utility Commercial Solid Waste Residential Solid Waste Storm Water Drainage System Total enterprise funds 3/22 Arizona Auditor General $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - $ $ $ $ $ - $ $ $ $ 10,200 $ 10,200 - $ $ $ $ 10,200 $ 10,200 17.90 67.50 37.50 7.20 56.80 4.20 191.10 $ $ 139,880 541,381 305,210 60,918 442,288 27,850 1,517,527 $ 2,374,700 7,688,352 4,144,549 675,291 5,304,931 385,403 20,573,226 - Capital projects funds Total capital projects funds $ $ 1,746,452 5,301,433 2,754,090 438,414 3,434,531 252,429 13,927,349 $ $ 689 Schedule G 219,238 716,463 364,405 57,834 462,254 34,825 1,855,019 $ $ 269,130 1,129,075 720,844 118,125 965,858 70,299 3,273,331 $ $ Official City/Towns Budget Forms Schedule 17 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2023 Fund Internal service funds Fleet Maintenance Workers Compensation Insurance Reserve Facilities Information Technology Percent for the Arts Full-time equivalent (FTE) Employee salaries and hourly costs Retirement costs 2023 2023 2023 15.00 2.00 37.75 47.00 1.00 $ Total internal service fund 102.75 Total all funds 1,354.95 3/22 Arizona Auditor General 130,176 $ Healthcare costs Other benefit costs Total estimated personnel compensation 2023 2023 2023 951,315 100,000 154,106 2,330,589 4,563,747 72,225 $ $ 8,171,982 $ 1,046,780 $ 1,635,305 $ $ 117,174,611 $ 27,701,329 $ 23,178,365 $ 19,643 314,789 572,602 9,570 690 Schedule G 197,667 $ 28,620 590,538 809,894 8,586 102,193 $ 1,381,351 100,000 213,776 3,472,205 6,284,419 95,926 693,610 $ 11,547,677 11,552,295 $ 179,606,600 11,407 236,289 338,176 5,545 Official City/Towns Budget Forms Appendix 691 692 693 694 City of Peoria FY 2023 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). AUDIT: A formal examination, correction, and official endorsing of financial accounts undertaken annually by an accountant. ACFR: Annual Comprehensive Financial Report: The official annual report of the City. The ACFR represents management’s report to its governing body, constituents, legislative and oversight bodies, and investors and creditors. 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. 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. 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. 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. BASE BUDGET: Maintaining current service lev-els. Changes in demand or activity levels may create the need for additional resources or free up resources for other purposes. 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. 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. 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. 695 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. City of Peoria FY 2023 Annual Program Budget Appendix 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. COMMODITIES: Expendable items used activities. by oper-ating or construction Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. 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. COMMUNITY FACILITIES DISTRICT (CFD): A separate entity established by a local government agency which allows for financing of public improvements and services. 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. 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/EXPENDITURE: Expenditures which result in the acquisition of or addition to fixed assets. CAPITAL PROJECT: Any project having assets generally over $100,000 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. 696 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 projec-ted 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. City of Peoria FY 2023 Annual Program Budget Appendix 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. 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 ofHome 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 full-time 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. 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. Enterprise Funds: Designed to be selfsustaining 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. 697 IMPACT FEES: The fees charged to offset the cost of city improvements that are required due to growth-related 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. City of Peoria FY 2023 Annual Program Budget Appendix 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. 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. MARGIN OF SAFETY: The difference between the expected (or actual) sales level and the break-even sales level. 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: 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. Primary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the everyday operations and maintenance. OBJECTIVES: A statement of specific measurable outcomes which contribute toward accomplishing the departmental goal. Secondary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the repayment of its General Obligation Bond indebtedness. OPERATING BUDGET: A budget for the day-today costs (salaries, utilities, supplies, operating capital, etc.) of delivering City services. PROPERTY TAX LEVY: The total amount that can be raised by general property taxes for the purposes specified in the Tax Levy Ordinance. OPERATIONAL IMPACTS: The expenses associated to a project that will continue on an ongoing basis after the project is complete. 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. 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. REVENUE: The income of a government from all sources appropriated for the payment of the public expenses. 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. 698 REVISED SERVICE LEVEL: Reflects budgetary requirements needed to increase or decrease service levels, implement or eliminate new programs or activities. SINKING FUND: A means of repaying funds that were borrowed through a bond issue. The issuer makes periodic payments to a trustee who retires part of the issue by purchasing the bonds in the open market. STANDARDS: The measures which serve as bench-marks to assess how well programs are operating. City of Peoria FY 2023 Annual Program Budget Appendix STATE-SHARED REVENUES: The portion of revenues collected by the State of Arizona that are allocated to cities and towns based primarily on U.S. Census population figures. TRANSFER: An interfund transaction, whereby one fund makes a contribution or donation to another fund for various purposes. USER CHARGES: The fee charged for the direct receipt of a public service to the party or parties who benefit from the service. WORKING CAPITAL: A financial metric which represents the amount of day-to-day operating liquidity available. Also known as operating capital, it is calculated as current assets minus current liabilities. 699 City of Peoria FY 2023 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 ACFR: Annual Comprehensive Financial Report 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 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 700 City of Peoria FY 2023 Annual Program Budget Appendix Acknowledgements There are a series of milestones to pass before an annual budget is developed. Financial analysis and fund projections must be developed to ensure our long-term financial strength. A formal process must be developed which links our resources to the City’s organizational goals. Extensive review of operational performance must be undertaken. And finally, formal adoption and publication requirements must be met. Despite concerns of economic uncertainty, Peoria finds itself in a favorable position. Sales tax and federal fiscal stimulus revenues have provided the city with the ability to make investments in important areas during FY 2023. Additionally, City of Peoria employees were recognized for Superior Public Service concerning their efforts on providing continuously excellent civil service during the most difficult periods of the COVID-19 pandemic. 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. Benjamin Beutler, Budget Manager, guided the budget process by managing assignments, maintaining complex systems, helping with financial analysis and forecasting efforts. Dawn Jenkins, Senior Budget Analyst, served as the operating budget lead, offering department support and undertaking several vital projects. William Beloit, Senior Budget Analyst, spearheaded the City’s substantial Capital Improvement Program. Anna Price, Budget Analyst, provided departmental budget coordination and developed an outstanding budget document. A big thanks goes to our partners in Finance, especially Kevin Burke, 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. Peter Christensen - Deputy Director of Finance and Budget 701 702