City of Peoria, Arizona FY2024-2033 Annual Program Budget 1 2 City of Peoria Annual Program Budget Fiscal Year 2024 3 Total Fiscal Year 2024 Budget $950,000,000 Operations $416,359,396 General Funds Special Revenue $218,537,817 Contingency $74,199,198 $35,937,775 Enterprise Funds $85,342,675 Internal Service Funds $76,536,029 Debt, Trust & Agency Funds $5,100 General Fund Streets Water $215,944,146 $13,087,497 $36,278,225 Fleet Maintenance $7,900,649 Fireman’s Pension $5,100 General Funds $48,199,198 Half Cent Wastewater $2,593,671 Transp. Sales Tax Funds $139,157 $14,770,484 Fleet Reserve $13,718,003 Capital Bonds $0 Special Revenue $16,000,000 Other Reserve $0 Development Fees $5,000,000 Solid Waste Residential $16,770,350 Insurance Reserve $29,362,990 Capital Projects $0 Enterprise Fund $6,000,000 Home & Housing Grants Solid Waste Commercial $2,732,843 Facilities Maintenance $7,864,479 Debt Service $0 Internal Service Funds $4,000,000 Transit $4,711,080 Sports Complex $6,477,542 IT Operations $16,889,121 Attorney Grants $18,284 Enterprise Reserves $8,047,961 IT Reserve $770,787 Public Safety Grants $2,326,411 Enterprise Expansion $265,270 IT Projects $30,000 $886,639 Other Grants $8,561,346 Community Serv. Grants $1,207,361 4 Capital Projects $0 Debt Service Funds $0 Capital Projects $410,595,701 Long-Term Debt $48,845,705 $61,689,557 Special Revenue Funds $58,525,280 Enterprise Funds $184,672,285 Capital Project Funds $102,187,548 Internal Service Funds $3,521,031 General Funds Water G.O. Bonds General Fund Streets Water GO Bonds IT Reserve $11,227,309 $23,442,022 $17,000,047 $15,410,269 $42,520,013 $59,358,881 $3,521,031 Wastewater Other Bonds $7,407,000 $33,213,089 Transp. Sales Tax Funds $28,253,428 Water Expansion 11,181,107 MDA Bonds $5,294,207 Half Cent Sales Tax Fund Other Reserve Funds $11,476,421 Development Fee Funds $12,051,053 Wastewater Streets $33,035,308 $17,864,088 Other Grants Wastewater Expansion $7,932,964 Outside Source Fund $24,964,579 Solid Waste $1,475,167 $2,810,530 Water Bonds $50,859,777 Wastewater Bonds $20,580,872 Solid Waste Operating $129,993 Solid Waste Bonds $18,280,751 Sports Complex GA Surcharge $151,500 5 $0 6 City of Peoria FY 2024 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 Principle Officials 25 Core Values 26 Council District Map 27 Organizational Chart 29 Introduction 31 Statistical Data 46 Distinguished Budget Presentation Award 51 Budget Summary Budget Process Overview 55 Budget Methodology 56 Budget Review 56 Budget Adoption 57 State Law 57 Budget Amendment Policy 57 Budget Basis 58 Budget Summary 59 Financial Reserves 60 Fund Balance Analysis 61 Operating Budget 64 Staffing Summary 64 7 City of Peoria FY 2024 Annual Program Budget Table of Contents Department Summary 65 Operating Budget History 66 Grant Funds 67 Internal Service Funds 68 Debt Service 69 Debt Management 71 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 2024 Annual Program Budget Table of Contents Programs Why Measure Performance? 101 Transparency and Accountability 101 Efficient Allocation of Resources 101 Continuous Service Improvement 102 Strategic Approach 102 Organizational Priorities 102 Council Livability Initiatives 102 Department Plans 102 Cascading Measures 103 Departments: Arts, Culture, and Library Services 105 City Attorney 111 City Clerk 117 Development and Engineering 121 Economic Development Services 133 Finance & Budget Department 139 Fire-Medical Department 149 Human Resources 157 Information Technology 163 Leadership and Management 169 Mayor and Council Office 173 Municipal Court 177 Neighborhood and Human Services 181 Non-Departmental 197 Office of Communications 199 Parks, Recreation and Community Facilities 205 Planning and Community Development 223 Police Department 231 Public Works 239 Water Services 247 9 City of Peoria FY 2024 Annual Program Budget Table of Contents Capital Improvement Program Introduction 267 Financial Policies 268 CIP Development Process 269 Project Programming 270 Operating Budget Impact 272 Financing the CIP 273 CIP Summary by Funding Source 278 Drainage 280 Economic Development 289 Operational Facilities 295 Parks and Recreation 321 Public Safety 333 Streets and Traffic Control 345 Wastewater 379 Water 395 Schedules Schedule Descriptions 427 Schedule 1 – All Funds Summary 428 Schedule 2 – All Funds Revenue 431 Schedule 3 – All Funds Operating Expenditures 447 Schedule 4 – Summary of Improvement District Revenues 463 Schedule 5 – Tax Levy and Tax Rate Information 465 Schedule 6 – Personnel Summary by Department 467 Schedule 7 – Authorized Personnel by Department 469 Schedule 8 – Debt Service 507 Schedule 9 – Capital Improvement Budget 509 Schedule 10 – Summary of Supplementals 535 Schedule 11 – State of AZ Auditor General Schedule A 547 Schedule 12 – State of AZ Auditor General Schedule B 549 Schedule 13 – State of AZ Auditor General Schedule C 551 Schedule 14 – State of AZ Auditor General Schedule D 555 Schedule 15 - State of AZ Auditor General Schedule E 557 10 City of Peoria FY 2024 Annual Program Budget Table of Contents Schedule 16 - State of AZ Auditor General Schedule F 559 Schedule 17 – State of AZ Auditor General Schedule G 563 Appendix Budget Adoption Resolution 567 Glossary of Terms 569 Acronyms 574 11 City of Peoria FY 2024 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 2023 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 2024 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 2024 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, and a listing of acronyms found within the document. An aerial view of the Peoria Sports Complex 13 14 Budget Message 16 CITY MANAGER BUDGET MESSAGE Fiscal Year 2024 Mayor Beck 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, 2023, and ending June 30, 2024, including the City’s capital improvement program for FY 2024 through FY 2033. The proposed FY 2024 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 $950.0 million, which represents an increase from the $783.0 million budget in the prior year. This increase was expected due to peak capital project expenditures planned for FY 2024 as well as a significant investment in police officers. The increase is made possible by the strong growth in revenue from the past few years. The operating budget is $416.4 million—a 12.0 percent increase over the prior year. The $410.6 million capital budget is largely driven by $188.0 million carried over from the previous year, expedited water projects and inflation. FINANCIAL SUMMARY Thanks to prudent management, the city maintains its strong financial position. Evidence of Peoria’s favorable financial condition is its general obligation bond rating. Peoria maintains a triple-A rating from both Fitch and Moody’s. Peoria is one of only a handful of Valley cities to have triple-A ratings from both of these rating agencies. The city’s revenue growth remains strong. Year to date, Peoria’s sales tax revenue is up 6.1 percent over the prior year with similar growth in state shared sales tax. Due to a delay in tax receipts related to the COVID-19 pandemic, state shared income tax is 40.9 percent above the prior year. Collections from state shared road funds and vehicle license tax are up 9.9 percent and 12.1 percent, respectively. As we develop the FY 2024 budget, our latest forecasts estimate that city sales tax revenues will end the current fiscal year 3.0 percent higher than the prior year and that overall General Fund revenues will be up 7.0 percent. The higher than anticipated revenue growth has increased our capacity to fund one-time items in the FY 2024 budget. Looking to the future, there are reasons to remain cautious. On the revenue side, there is recognition that sales tax revenues are volatile, rising with economic expansions and falling with recessions. Because roughly half of Peoria’s General Fund revenue is generated from sales tax, the city must always be cognizant of its exposure to a potential recession around the corner. Once thought to be transitory, inflation remains high. The Consumer Price Index was 6.4 percent higher in January 2023 than the prior year. To combat inflation, the Federal Reserve Board has aggressively raised its benchmark rate from near zero to 4.75 percent over a 6-month period, creating more uncertainty for financial and housing markets. 17 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 2024 budget includes funding for merit and cost of living increases for employees to keep their compensation competitive with other Valley cities. FUND BALANCE AND FUND RESERVES The City Council-adopted Principles of Sound Financial Management (PSFM) 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 2024, with the exception of residential solid waste. A portion of residential solid waste reserves are being used to moderate rate increases. 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 such as federal grants or to act on an economic development opportunity, for example. The total contingency appropriation for FY 2024 is $74.2 million, with $33.2 million set aside in the General Fund, $15.0 million in the Half Cent Sales Tax Fund, and the balance spread among various other funds. 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 2024 operating budget is $416.4 million—a 12.0 percent increase over the prior year. The General Fund, which accounts for 52 percent of the citywide operating budget, totals $215.9 million. Below are some highlights from the proposed operating budget:  Does not increase the city property tax rate or to the transaction privilege tax rate (sales tax).  Builds more wells to provide a redundant supply of water. Peoria utility customer can expect a combined rate adjustment of 9.0 percent in July 2023. Even with this rate adjustment, 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 $15.9 million ongoing and $20.7 million onetime to the operating budget. The General Fund accounted for $8.0 million of the ongoing total and $16.7 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. 18 The FY 2024 budget adds 36 new positions (36 FTEs) to the city’s authorized strength. The table below lists the new positions by department. Of the 36 new positions, only 5 are not directly related to public safety and Water Services. Department Arts, Culture and Library Services Finance and Budget Fire-Medical Fire-Medical Neighborhood & Human Services Neighborhood & Human Services Neighborhood & Human Services Police Police Police Police Police Police Police Public Works Public Works Water Services Water Services Water Services Water Services Total New FTE Positions Fund General Fund General Fund General Fund General Fund General Fund General Fund Adult Day Grant General Fund General Fund General Fund General Fund General Fund General Fund General Fund Streets Transit Water Water Wastewater Wastewater Title Arts Coordinator Storekeeper Pre-Biller Logistics Clerk Code Compliance Officer Adaptive Recreation Coordinator Family & Youth Services Specialist FTE 0.5 1.0 1.0 1.0 1.0 1.0 1.0 School Resource Officers Police Sergeant Police Officer Communications Specialist Animal Control Supervisor Civilian Investigator Police Support Assistant ITS Technician Transit Operator I SCADA Instrumentation Specialist Utility Plant Operator Utility Plant Operator II Utility Treatment Supervisor 4.0 2.0 11.0 3.0 1.0 1.0 1.0 1.0 0.5 1.0 Control 1.0 2.0 1.0 36.0 Budget Priorities At study sessions and council meetings, City Council has laid out its major budget priorities. These priorities include water, public safety, development of a new airport, downtown redevelopment, building renovation, and cost savings. Water. Like many other Valley cities, Peoria is investing in efforts to make the city more resilient to drought. Specifically, on the operational side, the Water Services budget includes additional funding for water supply, water conservation rebates, five new positions, chemicals, electricity and equipment. The capital improvement program (CIP) funds new projects related to drought resiliency and moves other projects up sooner. Supply chain disruptions and long lead times for parts and equipment have been a challenge for Water Services. To help alleviate supply chain problems, the capital program also provides resources so that the department can bolster inventory on hand. Public Safety. Public safety is the largest component of Peoria’s General Fund. To ensure the Police department has the necessary resources to serve and protect Peoria’s residents and businesses, the FY 2024 budget includes funding for 4 school resource officers, 2 police sergeants, 11 police officers, and 6 civilian police positions, along with a helicopter and crew. It is envisioned that the city will share the helicopter and associated costs with other West Valley cities. Additionally, increased funding for overtime, training, 19 specialized software, and vehicles will enhance proactive policing efforts. In terms of capital investments for police, the CIP includes $10.0 million for a public safety training investment. The Fire-Medical Department’s budget includes two new positions: a pre-biller for ambulance operations and a logistics clerk. To enhance fire-medical services, the budget provides funding for increased overtime, a reserve rescue, replacement engines, and training. In addition to funding fire station no. 8, the FY 2024 CIP includes several projects to expand, rehabilitate, and improve fire stations. Economic Development. In order to maintain Peoria’s solid financial position, the City must continually be growing its revenue producers. Economic Development remains a key focus of the FY 2024 budget. Redeveloping downtown Peoria is a budget priority. The CIP includes $9.9 million for this effort in FY 2024. TSMC’s $40.0 billion investment in a semiconductor plant near the border of northern Peoria has created an exceptional opportunity for regional economic development. Businesses that support the TSMC plant will need to locate near an airport. By building an airport in northern Peoria, the city would be a hub for economic activity such as enterprise associated with airport business parks. To this end, the budget includes funding for an airport feasibility study and moves forward over $82.0 million in the CIP to connect Lake Pleasant Parkway to the airport. CAPITAL IMPROVEMENT PROGRAM (CIP) Infrastructure and amenities are critical to the quality of life of any community. Peoria is known for reliable utilities, a well-designed and maintained roadway network, quality public facilities, and beautiful parks. Each year city staff reviews and updates the 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. Although the budget does add new projects in FY 2024, the 44.1 percent growth in the first year of the CIP is mainly the result of the $188.0 million carryover from FY 2023. Worker shortages and long lead times for construction materials are delaying projects to FY 2024. While the $410.6 million capital budget for FY 2024 is increasing by 44.1 percent over the prior year, the overall $1.1 billion 10-year CIP is increasing by only 2.0 percent. The proposed 10-year CIP makes major investments in water and sewer infrastructure. For example, in terms of significant water projects, the first two years of the 10-year CIP include $62.0 million for the wellfield/booster pump station at Lake Pleasant Parkway/CAP, $13.5 million for the reclaimed water line to Paloma Park, $21.6 million for the reclaimed water line from Jomax to Beardsley, and $7.9 million for the SRP/CAP interconnect Facility. On the wastewater side, the CIP provides $10.0 million for the Jomax plant expansion and $32.4 million for the Beardsley plant expansion. Besides the aforementioned downtown redevelopment, public safety training investment, and airport projects, the 10-year CIP includes investments in several facilities and roadways. A few of these investments include projects related to the Peoria Sports Complex auxiliary field and parking improvements, the fleet shop replacement, regional drainage improvements at 67th and Pinnacle Peak Road, and a turf reduction program for parks. The CIP also continues to fund new fire stations and fire station refreshes/remodels. 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 20 assets throughout Peoria, including $4 million in building renovations to enhance the public and occupational functionality of the City Hall campus. The City Hall Complex was built over 32 years ago in 1991. The FY 2024 CIP provides repair and maintenance of infrastructure for water/wastewater and parks. Of continued interest is the multi-year $23 million pavement management program to rehabilitate all streets with a PCI rating of 60 or lower. To avoid major pavement rehabilitation projects, the CIP also includes $50.1 million over 10 years for pavement preservation. These projects will significantly reduce the long-term financial impacts of aging asphalt infrastructure. ACKNOWLEDGEMENTS As seen in the proposed budget, the city is positioned to place large 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 2024 budget a reality. Sincerely, Henry Darwin City Manager 21 22 Introduction 24 City of Peoria Principal Officials of the City Fiscal Year 2024 Jason Beck Mayor Bill Patena Councilmember Denette Dunn Vice Mayor Jon Edwards Mayor Pro Tempore Michael Finn Councilmember Brad Shafer Councilmember Jennifer Crawford Councilmember Henry Darwin City Manager Brandon Urness Mayor’s Chief of Staff Rick Buss Assistant City Manager Scott Kurish Office of Innovation Director Christine Nickel Human Resources Director Thomas Adkins Governmental Affairs Director Jennifer Siguenza Internal Controls Program Manager Kevin Burke Deputy City Manager Mike Faust Deputy City Manager Travis Cutright Deputy City Manager Marylou Stephens Arts, Culture & Library Services Director Adina Lund Development & Engineering Director Art Miller Police Chief Sean Kindell Interim Finance & Budget Director Chris Hallett Neighborhood & Human Services Director Gary Bernard Fire-Medical Chief Chris Calcaterra Parks & Recreation Director Jennifer Stein Economic Development Services Director Kris Dalmolin Information Technology Director Vacant Public Works Director Chris Jacques Planning & Community Development Director Tim Eiden Interim Office of Communications Director Lori Dyckman City Clerk Cape Powers Water Services Director 25 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. 26 28 Henry Darwin City Manager Thomas Adkins Rick Buss Intergovernmental Affairs Director Assistant City Manager Christine Nickel Scott Kurish Human Resources Director Office of Innovation Director Jennifer Siguenza Brandon Urness Internal Controls Program Manager Mayors Chief of Staff Kevin Burke Mike Faust Travis Cutright Deputy City Manager Deputy City Manager Deputy City Manager Marylou Stephens Sean Kindell Adina Lund Chris Hallett Arts, Culture & Library Services Director Interim Finance & Budget Director Development & Engineering Director Neighborhood & Human Services Director Chris Calcaterra Vacant Parks & Recreation Director Public Works Director Art Miller Gary Bernard Police Chief Fire Chief Jen Stein Chris Jacques Kris Dalmolin Tim Eiden Economic Development Director Planning & Community Development Director Information Technology Director Interim Office of Communications Director Cape Powers Lori Dyckman Water Services Director City Clerk 29 30 City of Peoria FY 2024 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 2024 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 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 Leading the Way, bronze sculpture by Ann La Rose (City Hall Campus) Snow-capped mountains surrounding Lake Pleasant provide a rare but beautiful sight 31 City of Peoria FY 2024 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 $463,699*. 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 180 square miles in area, Peoria is currently the eighth largest city in land area in the Phoenix metropolitan area with more than half of the city still left to develop. *Zillow- April, 2023 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 fastestgrowing 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 2022 has grown to 199,424. 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 tourism 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, Downtown Peoria, and a vibrant activity and business hub, the P83 Entertainment District. Downtown 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 32 City of Peoria FY 2024 Annual Program Budget Introduction 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 ecosystem. 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 Wallet Hub. 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. For residents and visitors to Peoria and the Valley of the Sun, shade is paramount in the enjoyment of parks, trails, and outdoor recreation. Peoria promotes sustainable practices and community education and engagement as we preserve our open spaces in this one of a kind Sonoran desert community. 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, an 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, 37 neighborhood parks (including four with dog-friendly areas), private golf courses, walking trails, mountain hiking trails, Rio Vista Recreation Center and Community Park, Pioneer Community Park, and Paloma Park. A Huey helicopter is featured at Senator John McCain Vietnam Veterans Memorial Plaza 33 City of Peoria FY 2024 Annual Program Budget Introduction Pioneer Community Park features a variety of amenities such as an urban fishing lake, a six-lighted diamond softball complex, four multi-use lighted fields, dog park, water splash pad, playground equipment, and ramadas, all of which continue to expand the recreational opportunities for 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. 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 collaborative 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 classes, and open play programming. There are 37 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 features a variety of amenities such as four lighted softball/baseball fields, three lighted soccer/multi-purpose fields and an inclusive playground with splash pad, an urban fishing lake, a dog park, and pickle ball courts. 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 7 pieces that move and creates sound with the wind, and “Vida” by artist Beth Nybeck in the form of a desert agave plant that lights up at night and features words from community. 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 10,000acre lake boasts two full-service marinas and is an ideal destination for boating, fishing and water sports enthusiasts. 34 City of Peoria FY 2024 Annual Program Budget Introduction corridors. Peoria’s residents play a vital role in these preservation efforts as volunteer stewards collect garbage from the water/road ways, participate in educational programming and help support efforts in protecting key landmarks for future generations. 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. 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 transportation route to reach your destinations. A panoramic view of beautiful Lake Pleasant 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. 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. 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 social group areas, an enlarged team store, an indoor event space, shaded seating and a youth playground. The 12,518seat stadium and 13 baseball fields host a number of community events as well as professional and amateur baseball events, while serving as the yearround 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. 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 35 City of Peoria FY 2024 Annual Program Budget Introduction Neighborhood & Human Services The City coordinates numerous programs, activities and events that include AM/PM (before and afterschool 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 at City Council Meetings. The Seventh Hole at Quintero Golf Course, a gem nestled in the midst of the beautiful desert Peoria Youth Advisory Board 36 City of Peoria FY 2024 Annual Program Budget Introduction Arts, Culture, and Library Services The Code Compliance Division leads with education, communication, and notification in its efforts to support healthy, safe, and vibrant neighborhoods and commercial districts through voluntary compliance with Peoria City Codes. When complex community concerns arise, our team of Compliance Officers work collaboratively with other divisions, City departments and outside agencies to initiate and coordinate creative resolutions. From property maintenance and zoning concerns to issues with building permits and business licensing, the Code Compliance team works with customers six days a week to ensure the City of Peoria remains the clean and welcoming community we all know and love. The Community Assistance Division offers connections, information and resources, navigation, and outreach to residents, neighborhoods and the community through a wide variety of programs and services. The Division works closely with nonprofit partners to provided needed services and support to low- income and vulnerable populations. Other programs and activities include the Peoria Resource Guide, Peoria SUPPORT classes, and United Community Action Network meetings and events, and community engagement activities such as pop-up events, block parties, tool lending, Neighborhood Pride and neighborhood/HOA grants. The Division also oversees federal and local grant resources, and coordinates the City’s homeless efforts. 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. Community Engagement Block Party Peoria Center for the Performing Arts It offers a state-of-the-art facility featuring a 280- seat main stage auditorium, a 60-seat black box theater, classrooms, elegant lobby, dressing rooms, backstage support areas and office space. 37 City of Peoria FY 2024 Annual Program Budget Introduction The center operates year-round, presenting plays, musicals, comedies, concerts, and a variety of other events. The center is also available to groups for rentals. Non-profit organization Theater Works 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. 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 Downtown Peoria, and expanding throughout the city. 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. Utility Box Art Wrap Program 38 City of Peoria FY 2024 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. The Main Library completed renovations including a total redesign of the exterior patios. The improvements significantly elevate the patron experience and add comfortable shade with event friendly spaces. Both libraries offer a variety of programs for all ages including story times, classes, events, and interactive activities. In addition, Explore-To-Go kits such as yoga, croquet, and musical instruments, can be checked out for family fun. Library outreach programs include visits to local schools, HOAs, Senior Living Facilities, and city events. Interactive StoryWalks have been added to the three community parks. Community Events The Arts & Culture 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, Downtown Holiday Festival, and cultural events such as Somos Peoria, which celebrates Hispanic Heritage Month. In addition, smaller community or neighborhood events such as Park Fest, showcase city services and provide free food and entertainment in a neighborhood park of every city district, with the support of individual councilmembers. Economic Development Peoria Public Library The city operates the Peoria Public Library division, which includes Peoria Main Library and Sunrise Mountain Library. These two libraries are valuable assets to residents, providing access to a wide variety of materials including e-books, Wi-Fi hotspots, and Culture Passes to many cultural destinations in the Phoenix Metro area. The Sunrise Mountain Branch Library is the home of the Be Water art sculpture by artists Tom and Jean Latka, as well as metal sculpture Totem; The Plant Princess by artist Joan Waters. Business It is the mission of the Economic Development Services Department to significantly develop and advance a vibrant economic ecosystem. 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. 39 City of Peoria FY 2024 Annual Program Budget Introduction The Loop 303, connecting I-10 to I-17, is a newer outer loop freeway that runs seven miles through Peoria’s northern region, providing convenient access for Peoria’s fastest growing sector and opening thousands of acres of state and private land for commercial development, augmenting an exceptional quality of life and high wage employment. This success has been enabled by a Mayor and City Council that has worked to build a businessfriendly environment. This includes allocating resources to strategic initiatives and programs that have attracted these companies. Included below are Peoria’s top 10 employers, demonstrating a diverse and robust economy within the community. 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 railserved sites affords Peoria the opportunity to compete for industries needing rail service, including manufacturers and distributors. Peoria’s Top 10 Major Employers*  Peoria Unified School District  City of Peoria 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 gigabyte 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.  TYR Tactical  Antigua Group, Inc.  Immanuel Campus of Care  Oak Craft Elegant Cabinetry  Banner Health  Walmart  Valleywise Comprehensive Health Center Close proximity to the TSMC semiconductor plant being built near the Northeastern border of Peoria in northern Phoenix has encouraged interest from advanced manufacturing and semiconductor supply companies in our Vistancia area. These industries bring large numbers of high paying jobs.  Peoria Auto Mall *Source: City of Peoria Economic Development Services Location and Infrastructure 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. 40 City of Peoria FY 2024 Annual Program Budget Introduction Targeted Industries Peoria has responded by targeting retail and restaurant opportunities to meet the needs of residents and improve the community service amenities. The newly renovated Park West, located on Northern Avenue, has attracted several new chefdriven restaurants. 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. A combination of factors point toward the growth of these leading industries in Peoria. Peoria has a large, technically skilled workforce currently living within a 30-minute drive time of these strategic locations. This workforce will continue to drive the success of our programs and attract new residents as businesses expand, ultimately creating a balanced 1:1 ratio between housing and employment. 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. Our newly formed Business Expansion and Retention Division (BE&R) creates an important synergy and offers a seamless continuum of customer service for Peoria businesses. The BE&R team, in collaboration with the City’s partnerships 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. 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, fullservice 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. 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. 41 City of Peoria FY 2024 Annual Program Budget Introduction The Peoria Police Department provides law enforcement shaped through a partnership with the community and a strong community-oriented policing philosophy. Integral to Community-Oriented Policing are programs such as Citizen Police Academies, school resource officers, ride-along programs, Crisis Intervention Team/Misdemeanor Repeat Offender Program (CIT/MROP) outreach, bicycle patrol, and volunteer programs. Patrol Services, Criminal Investigations, Community Relations, Special Operations and Enforcement Programs, and Communications ensure a high quality of life and safety to Peoria residents. Patrol Services created a proactive Enforcement Team comprised of five officers and a sergeant focused on stopping crime before it happens and providing a high level of service to the community. A recent upgrade to the 9-1-1 Communications Center included communications software for pinpointing cell phone location by using Radius Plus and Rapid Deploy. The department added a second Explosive Ordinance Detection (EOD) Canine, which allows the department to complete security sweeps for all major events. An entry monument in the P83 Entertainment District 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. City Services Peoria’s excellent public safety departments make the city one of the safest in Arizona. The Peoria Fire-Medical Department operates eight stations throughout the city, including a station at Lake Pleasant. The department provides emergency medical care, fire suppression, hazardous materials response and mitigation, technical rescue, fire inspection/ investigation, firerelated public education, emergency management services, and emergency ambulance transportation. All services are delivered by the men and women of the Peoria Fire-Medical Department, and in cooperation with our local, regional and statewide partners. 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 enable 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. 42 City of Peoria FY 2024 Annual Program Budget Introduction The Peoria Community Center The Community Assistance Resource Center, located at the Peoria Community Center provides essential space for nonprofit service agencies in exchange for providing easy and local access to human and social services programs for Peoria residents. The Resource Center currently houses 16 non-profit agencies offering services ranging from atrisk youth, aid for seniors and job placement assistance in addition to staff from the City’s own Peoria SUPPORT Program. Thousands of critical connections to services are made through these partnerships throughout the year. Greenway Water Treatment Plant 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 discussions 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. In the city of Peoria, sustainability and water conservation 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 to help them thrive in the desert. Through a series of conservation related workshops, residents increase their understanding and awareness of the many sensible ways they can save money and the environment through everyday actions. Peoria Leadership Institute attendee visit the Fire Department 43 City of Peoria FY 2024 Annual Program Budget Introduction 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, career, and technical education programs. A small number of Peoria schools are part of the Deer Valley Unified School District (DVUSD). 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. Industry experts teach residents about water conservation in the home, proper landscape irrigation, recycling, composting, energy efficiency and more. In Peoria, we welcome even the smallest changes because we know that together they have a great impact. The 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.” 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 44 City of Peoria FY 2024 Annual Program Budget Introduction BASIS Peoria is a tuition-free charter school and features a top ranked liberal arts curriculum that inspires students to love learning, to develop a fascination for critical inquiry, to be independent and Westgoals, Wingand Elementary is anprepared formulate their own to graduate A+ School of Excellence for top-tier colleges. West Wing Elementary is an A+ School of Excellence 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. Full-day kindergarten is offered at no cost in the Peoria Unified School District 45 City of Peoria FY 2024 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 ........................................ 243 Avg. Response Time (minutes) ........................ 6:03 Number of Incidents: Emergency Medical Support ....................... 36,272 Fire Calls ........................................................... 1,362 Ambulance Transport .................................... 10,350 Number of Schools Elementary Schools (grades K-8) ........................ 34 High Schools (grades 9-12) .................................... 8 Number of Students Elementary ......................................................... 23,443 High School ....................................................... 12,880 Police Protection Annexed Area in Peoria Number of Employees: Sworn ..................................................................... 217 Non-Sworn............................................................ 106 Priority 1 Response Time (minutes) .............. 6:50 Number of calls answered ...........................261,167 City Employees (as of July 1, 2022) Full-time ........................................................... 1,382 Part-time FTE’s ................................................ 6.95 Total authorized FTE’s........................... 1,388.95 Recreation Community Parks ..................................................... 3 Urban Lakes ......................................................... 3 Splash Grounds ................................................... 3 Skate Park ............................................................ 1 Neighborhood Parks .............................................37 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 46 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2024 Annual Program Budget Introduction Streets and Utilities Utilities** Streets* Number of active customers Lane miles of streets maintained – 1,635 Arterial .......................................................................454 Collectors ................................................................. 242 Residential ................................................................. 939 Water ..........................................................................................63,400 Wastewater ............................................................................... 65,700 Residential Solid Waste ........................................................... 63,000 Water Data: Treatment plant capacity Pyramid Peak ............................................................. 24.0 mil gal/day Greenway ..................................................................16.0 mil gal/day Quintero ................................................................... 0.43 mil gal/day Annual consumption… ................................ 11,393,609,530 gal *includes non-potable consumption 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............................................................... 1,211 mil gal Jomax Plant ........................................................................ 361 mil gal Butler Plant ..................................................................... 2,801 mil gal Solid Waste* Residential tonnage processed ....................................... 68,856 Commercial tonnage processed..................................... 17,691 Recycle tonnage processed ............................................. 17,413 Total tonnage processed ................................................ 103,980 Streetlights Maintained ..................................... 17,236 *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 47 Street maintenance crews repaving Peoria roadways City of Peoria FY 2024 Annual Program Budget Introduction ELECTION STATISTICS Percent of Registered Voters Voting Date Type of Election Registered Voters Votes Cast September 12, 2006 Primary (Mayor/Districts/ Amendment) 62,328 Charter 15,799 25.35% November 7, 2006 General (Mayor/ Ironwood/Palo Verde Runoff) 63,544 38,539 60.65% September 2, 2008 Primary (District/ Amendments/Franchise) 70,967 Charter 15,595 21.98% November 4, 2008 Special (Bonds) and Recall (Acacia) 76,323 61,955 81.17% August 24, 2010 Primary (Mayor/Districts/ Amendments/Franchise) 83,247 Charter 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/ Amendment) 89,604 Charter 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% November 8, 2022 General (Mayor/District) and Special (Mesquite) 117,141 79,259 67.66% 48 City of Peoria FY 2024 Annual Program Budget Introduction Demographics Income Median MedianHousehold HouseholdIncome* Income* Population1 225,000 $80,000 199,424 200,000 175,000 $81,017 $75,323 $80,000 $60,000 $70,000 $70,000 $50,000 154,475 150,000 125,000 $74,985 $90,000 $80,000 $70,000 184,469 $50,000 $60,000 $40,000 108,364 $60,000 $50,000 $50,000 $30,000 100,000 $50,000 $50,000 75,000 $20,000 50,618 50,000 25,000 4,792 0 1970 $63,535 $63,535 $31,513 $65,314 $65,314 $31,513 $20,000 $14,000 $40,000 $10,000 $40,000 $35,000 $0 $30,000 $30,000 12,351 1980 $60,417 $60,417 $35,000 1990 2000 2010 2020 $35,000 1990 1990 1990 2000 2000 2000 2005 2005 2010 2010 2010 2015 2015 2012 2021 2020 Median Household Income Per Capita Income Median MedianHousehold Household Income Income 2022 Family Households1 Occupied Housing Units** 60,000 60,000 52,869 52,869 50,000 50,000 40,000 40,000 30,000 30,000 20,000 20,000 0 10,000 24,400 20,000 50,000 40,000 23,013 16,471 10,000 Office and Sales Construction, Building, Maintenance, Transportation Healthcare Service 0 Business, Mgmt., Science, Arts 45,450 20,000 8,753 5,000 0 45,790 29,500 30,000 16,266 15,000 10,000 Population 25 and over Bachelor's degree or higher 25,000 Educational Attainment1 Some college or associate's degree Occupations** 30,000 Non-Family Households Renter Occupied 1 Source – MAG estimates *Source – U.S. Census Bureau **Source- Esri ACS Key Population and Household Facts 49 9,680 High School graduate (or equiv) Owner Occupied Total Family Households Less than High School graduate 0 17,602 10,000 17,602 City of Peoria FY 2024 Annual Program Budget Introduction $122,473,815 $110,705,229 $97,844,691 $92,809,847 $88,452,775 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 2022 2020 2018 2016 2014 2012 2010 2008 2004 - 2006 500 $84,236,770 1,000 $79,410,318 1,500 $74,556,024 2,000 $71,237,142 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 2,500 $65,950,235 3,000 $60,720,312 Single Family Residential $56,407,628 Sales Tax Revenues*** Building Permits Issued** Number of Permits Issued **Source – City of Peoria Development and Engineering Department ***Source – City of Peoria Finance Department 50 City of Peoria FY 2024 Annual Program Budget Introduction GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Peoria Arizona For the Fiscal Year Beginning July 01, 2022 Executive Director 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, 2022. 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. 51 City of Peoria FY 2024 Annual Program Budget Introduction A view of Peoria’s stunning desert landscape at Lake Pleasant 52 Budget Summary 54 City of Peoria FY 2024 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 2024 BUDGET CALENDAR Date Activity CIP Budget Requests Due October 31, 2022 Midyear Financial Review November 15, 2022 Operating Budget Requests Due December 31, 2022 Department Budget Review Sessions January 2023 Department Budget Presentations January – March, 2023 City Council Budget Study Session March 29, 2023 Adopt Tentative Budget May 2, 2023 Hold Public Hearing on Budget and Property Tax Levy May 16, 2023 Adopt Final Budget May 16, 2023 Adopt Property Tax Levy June 6, 2023 55 City of Peoria FY 2024 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 longterm 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. Budget Review 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. 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 2024. 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. 56 City of Peoria FY 2024 Annual Program Budget Budget Summary Budget Adoption 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. 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 2, 2023, 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 2024 final budget was adopted on May 16, 2023, and the property tax levy was adopted on June 6, 2023. 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 10year forecast. 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. Because state statute requires a maximum spending appropriation, all funds are appropriated at the municipal level in Arizona. 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) 2. A permanent base adjustment 3. One-time override 4. A capital projects accumulation fund 57 The maximum legal expenditure limit is $1,232,516,693 in Fiscal Year 2024. This compares to the total appropriation of $950,000,000 in the proposed budget. In addition, the city estimates that $338,566,292 would be qualified for exclusions from the expenditure limitation. The budget includes funding for current needs and carryover allowances for the upcoming 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. 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. City of Peoria FY 2024 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. 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 for governmental funds. Variances that have not been eliminated include: (1) certain interdepartmental service charges that are recognized as expenditures for budgetary purposes but are eliminated from the financial statements, and (2) the 45-day encumbrance recognition for budget that is not GAAP. The Annual Comprehensive 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. 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. MAJOR FUNDS Internal Trust & Highway User Transportation Grants Utility Wastewater Solid Waste Stadium Storm Drain Revenue Service Agency Department Fund Revenue Fund Sales Tax Fund Fund Fund Utility Fund Utility Fund Fund Funds Funds Funds Arts, Culture & Library Services X X X City Attorney X X Development and Engineering X Economic Development Services X Finance and Budget X Fire-Medical X Human Resources X Water NON-MAJOR FUNDS General City Clerk Other Utility Fund Special X X X X X X Information Technology X Leadership and Management X Mayor and Council X Municipal Court X X Neighborhood and Human Services X X Non-Departmental X X Office of Communications X Parks, Recreation and Community Facilities X Planning and Community Development X Police X Public Works X X X X X X X Water Services X 58 X X X City of Peoria FY 2024 Annual Program Budget Budget Summary Expenditures Budget Summary The City of Peoria’s FY 2024 budget appropriation totals $950 million. The operating budget totals $416 million, an increase of 12 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 $950 million proposed budget is comprised of four major segments. The operating budget totals $416 million (44 percent) and debt service is $49 million (5 percent). Approximately $74 million (8 percent) is set aside for contingency accounts. Capital improvements total $411 million, which is 43 percent of the total FY 2024 budget. Revenues The FY 2024 estimated revenues total $620 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 2024. The other factor in expenditures exceeding revenues is the contingency appropriation, which is set aside for emergencies and other unforeseen items but never fully expended. In FY 2024, the city estimates revenue from service charges at $217 million (35 percent), taxes at $162 million (26 percent), intergovernmental revenues at $94 million (15 percent), and bond proceeds at $76 million (12 percent). The remaining categories represent $71 million (12 percent). Summary of Expenditures Total FY24 Expenditures $950 Million Summary of Revenues Contingency 8.0% Total FY24 Revenues $620 Million Misc. 12.0% Operating 44.0% Service Charges 35.0% Debt Service 5.0% Inter Gov't 15.0% Taxes 26.0% Bond Proceeds 12.0% 59 Capital Outlay 43.0% City of Peoria FY 2024 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY20 FY21 FY22 FY23 FY24 % Change Fines, Licenses, Permits & Rents $8.1 $9.6 $9.5 $8.7 $8.9 +2.0% Bond Proceeds $100.4 $60.8 $120.6 $68.9 $75.5 +10.0% Charges for Services $187.2 $198.7 $207.7 $223.1 $216.9 -3.0% Intergovernmental Revenue $61.6 $65.3 $71.8 $85.8 $93.7 +9.0% Taxes $116.5 $119.4 $133.9 $154.1 $161.9 +5.0% Miscellaneous Revenue $19.9 $10.6 $10.5 $37.3 $58.9 +58.0% Interest Income $2.6 $4.3 $4.1 $2.8 $4.0 +43.0% Total Revenues $496.3 $468.7 $558.1 $580.7 $619.8 +7.0% TOTAL BUDGETED USES (In Millions) Description FY20 FY21 FY22 FY23 FY24 % Change Operations $311.7 $313.3 $328.8 $371.6 $416.4 +12.0% Capital $256.4 $233.7 $241.9 $284.9 $410.6 +44.0% Debt Service $42.9 $42.2 $45.2 $46.9 $48.8 +4.0% Contingencies $59.0 $75.8 $79.1 $79.6 $74.2 -7.0% Total Revenues $670.0 $665.0 $695.0 $783.0 $950.0 +21.0% 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 $243 million. The following chart outlines the financial plan for FY 2024. The total sources, including beginning fund balances, are estimated at $1.2 billion and total uses are estimated at $994 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 60 City of Peoria FY 2024 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Estimated Balance 7/1/2023 Total Sources Total Uses Estimated Balance 6/30/2024 General $187.0 $436.8 $359.1 $77.7 Special Revenue $103.1 $165.3 $120.6 $44.7 Enterprise $146.1 $340.5 $295.5 $45.0 Internal Service $59.5 $126.5 $86.6 $39.9 Capital Project $56.5 $116.9 $102.2 $14.7 Debt Service $21.4 $52.2 $30.8 $21.4 Total All Funds $573.6 $1,238.2 $994.8 $243.4 Fund Categories Fund Balance Analysis General Fund Fund Balance General Fund. In the general fund, the Fund balance is expected to decline through FY 2024, reflecting the use of fund balance above the reserve requirement to address one-time needs. The reserve goal is equal to 35.0 percent of the average actual general fund revenues for the preceding five fiscal years, which is $54.0 million for FY 2024. The city does not expect to spend policy reserves in FY 2024. (Millions) $140.0 $96.5 $120.3 $117.3 $80.0 $100.4 $100.0 $113.6 $120.0 $60.0 $40.0 $20.0 $0.0 61 2020 2021 2022 2023 Actual Actual Actual Est. 2024 Proj. City of Peoria FY 2024 Annual Program Budget Budget Summary 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 this 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. Water Fund Fund Balance (Millions) $26.8 2020 2021 2022 2023 2024 Actual Actual Actual Est. Proj. Residential Solid Waste Fund. For the residential solid waste fund, the targeted goal for working capital is 20.0 percent of actual operating expenditures in the current fiscal year. Residential Solid Waste Fund Balance $19.5 $19.5 $18.5 $16.4 $10.0 $20.1 $20.0 $55.9 (Millions) $30.0 $56.4 G.O. Bond Debt Service Fund $52.6 Peoria’s secondary property tax is entirely dedicated to G.O. bond debt service. $44.5 $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 (Millions) $0.0 2020 2021 2022 Actual Actual Actual 2023 Est. 2024 Proj. $10 $9.0 $9.6 $5 $8.6 $9.7 Water Fund. The targeted debt coverage ratio for the water fund is two times the debt service payments and the working capital goal is 25.0 percent of the operating expenditures for the current fiscal year. $3.4 $0 Given that the city is unlikely to finish all of its budgeted wastewater capital projects in FY 2024, carrying over those unfinished projects’ funding into FY 2025, the $26.8 million projected balance in FY 2024 understates the wastewater fund balance. The wastewater fund balance also does not include wastewater bond fund balance. 62 2020 2021 2022 2023 2024 Actual Actual Actual Est. Proj. City of Peoria FY 2024 Annual Program Budget Budget Summary 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 March 2023, year-to-date HURF revenues have increased 13.0 percent compared to the prior year, so higher fuel prices have not yet had a negative effect on revenue. 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. Wastewater Fund. The targeted debt coverage ratio for the wastewater fund is two times the debt service payments and the working capital goal is 25.0 percent of the operating expenditures for the current fiscal year. Given that the city is unlikely to finish all of its budgeted wastewater capital projects in FY 2024, carrying over those unfinished projects’ funding into FY 2025, the $10.9 million projected balance in FY 2024 understates the wastewater fund balance. The wastewater fund balance also does not include wastewater bond fund balance. Wastewater Fund Fund Balance (Millions) Streets Fund Fund Balance $40 (Millions) $37.0 $40.5 $29.8 $20 $35.0 $30 $16.0 $8.1 $10.0 $12.3 2024 Proj. $12.3 2020 2021 2022 2023 Actual Actual Actual Est. $15.0 $11.3 $0 $10.9 $10 $20.0 $5.0 $0.0 63 2020 2021 2022 Actual Actual Actual 2023 Est. 2024 Proj. City of Peoria FY 2024 Annual Program Budget Budget Summary workforce. The FY 2024 budget includes 36 new positions as shown in the table. Operating Budget The FY 2024 operating budget of $416 million represents an increase of $44.8 million, or twelve percent, over last year’s operating budget. The operating budget includes $48.2 million in one-time expenditures such as one-time requests, replacement of existing vehicles, and carryovers from the FY 2024 budget. Department Arts, Culture and Library Services Finance and Budget Fire-Medical Fire-Medical Neighborhood & Human Services Neighborhood & Human Services Neighborhood & Human Services Police Police Police Police Police Police Police Public Works Public Works Water Services Water Services Water Services Water Services The general fund makes up 52.0 percent of the total operating budget and is the largest component of the city’s organization. Other fund categories include enterprise funds (20.0 percent), internal service funds (19.0 percent), and special revenue funds (9.0 percent). Operating Budget by Fund Type Enterprise 20.0% Internal Services 19.0% General Fund 52.0% Special Revenue 9.0% Staffing Summary Position Arts Coordinator (0.5) Storekeeper Pre-Biller Logistics Clerk Code Compliance Officer Adaptive Recreation Coordinator Family & Youth Services Specialist School Resource Officers (4.0) Police Sergeant (2.0) Police Officer (11.0) Communications Specialist (3.0) Animal Control Supervisor Civilian Investigator Police Support Assistant ITS Technician Transit Operator I (0.5) SCADA Instrumentation Control Specialist Utility Plant Operator Utility Plant Operator II (2.0) Utility Treatment Supervisor These new positions bring the total authorized full-time equivalents for FY 2024 to 1,388.95. 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. 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 64 City of Peoria FY 2024 Annual Program Budget Budget Summary 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 a helicopter and crew, training, new technology, equipment, patrol vehicles, a command vehicle, supplies, specialized software, jail incarceration, and crime predictive technology. The Public Works Department is one of the largest in the city in terms of both dollars and FTEs. The department’s FY 2024 budget includes a number of new ongoing and one-time additions. Notable additions include fuel and maintenance funding for the city’s fleet, resources to cover the increased costs of solid waste services and street maintenance. For the Fire-Medical Department, the budget adds overtime funding, a reserve rescue, gurney power lifts, and additional replacement engine funding. To ensure staff are well equipped, resources were added for utilities, operational equipment, medical supplies, vehicle parts, and training. The Water Services budget includes funding to address increased costs for chemicals, supplies and water, as well as new equipment. Notable one-time items include contract staff and specialized equipment. The Economic Development Services Department continues to work to achieve the goals of the Council-adopted Economic Development Implementation Strategy. The FY 2024 budget allocates funding to support this effort, including business attraction consulting services, advertising and marketing, and economic impact studies. Neighborhood & Human Services is entering its sixth 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. The department is also continuing its homeless programs. The Development and Engineering Department and the Planning Department are partners in ensuring smart growth in the city. The budget funds a Lake Pleasant Parkway corridor study and operational cost increases. The Parks, Recreation and Community Facilities Department is enhancing the sports complex and adding funding for right of way contract increases. The budget also addresses cost increases related to staff and maintenance in the department’s budget. Other notable additions to the budget in FY 2024 include a contract council assistant and grant administrator, an airport feasibility study, contract part-time pro tem judges, software and hardware maintenance, legal case management system replacement, and an ERP system replacement for the City’s financial system. 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 funding for part-time staff. 65 City of Peoria FY 2024 Annual Program Budget Budget Summary Operating Budget History GENERAL FUND FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 City Leadership & Management $3,915,921 $4,008,920 $4,192,315 $4,561,490 $5,253,447 Office of Communications $1,786,396 $1,682,162 $1,819,251 $1,948,618 $1,898,973 Development & Engineering $8,386,790 $8,543,689 $9,050,069 $10,214,384 $10,349,725 Economic Development Services $1,810,082 $1,696,660 $1,860,453 $1,857,274 $2,152,043 Human Resources $3,737,998 $3,780,383 $3,949,729 $4,485,609 $5,135,786 $968,293 $1,256,978 $1,452,463 $1,479,537 $1,102,553 City Attorney $3,504,728 $3,652,587 $3,848,704 $4,464,197 $4,872,222 Municipal Court $2,236,090 $2,275,532 $2,501,241 $2,784,478 $3,067,062 Non-Departmental $1,344,317 $1,228,284 $978,735 $970,631 $981,299 Finance $11,373,952 $11,613,727 $12,299,653 $12,366,172 $12,862,394 Planning & Community Dev. $2,091,958 $1,818,507 $1,853,492 $2,043,625 $2,576,473 Police $50,861,583 $51,726,681 $53,907,302 $59,527,304 $74,764,871 Fire $38,298,170 $38,919,305 $41,982,968 $44,166,969 $50,173,793 - - - $7,609,844 $8,066,206 Parks, Rec & Comm. Facilities $21,259,100 $21,216,364 $22,200,038 $19,365,812 $18,811,019 Neighborhood & Human Svcs $10,842,810 $10,942,938 $11,633,280 $10,102,808 $12,148,825 Mayor & Council City Clerk Arts, Culture & Library Services Public Works $813,602 $785,695 $886,388 $911,451 $912,682 $679,867 $716,147 $696,345 $725,480 $814,773 Half-Cent Sales Tax and Other $3,036,426 $2,846,456 $2,839,873 $2,765,762 $2,593,671 SPECIAL REVENUE FUNDS Streets Funds $10,964,572 $11,154,696 $14,592,405 $17,387,205 $18,226,654 Housing & Community Dev. $501,627 $526,948 $726,422 $3,058,845 $2,757,196 Transit $4,902,291 $5,275,433 $5,111,458 $4,560,916 $4,711,080 Grants & Miscellaneous $7,827,706 $6,993,190 $4,968,068 $15,512,113 $10,242,845 ENTERPRISE FUNDS Water Fund $27,894,377 $29,642,014 $31,982,629 $35,657,739 $36,543,495 Wastewater Fund $11,842,495 $12,532,997 $12,442,513 $13,821,728 $14,770,484 Enterprise Reserves $3,128,619 $3,631,741 $1,442,000 $2,936,920 $8,047,961 Solid Waste Funds $15,474,690 $14,961,987 $16,931,555 $17,858,938 $19,503,193 Sports Complex $5,557,764 $5,450,397 $5,508,808 $6,280,671 $6,477,542 INTERNAL SERVICE FUNDS Fleet Maintenance $5,896,318 $6,068,837 $6,226,512 $7,123,339 $7,900,649 Fleet Reserve $6,249,112 $3,189,208 $3,180,428 $4,437,320 $13,718,003 Insurance Reserve $25,479,105 $26,210,609 $27,851,443 $28,475,501 $29,362,990 Facilities Maintenance $6,823,883 $6,843,785 $6,817,515 $7,253,370 $7,864,479 IT Operations $10,669,059 $11,178,381 $12,270,175 $13,808,390 $16,889,121 IT Reserve $1,067,453 $606,173 $630,697 $995,953 $770,787 IT Projects $418,000 $103,000 $92,131 $30,000 $30,000 Trust, Agency & Debt Svc $71,175 $81,000 $60,300 $10,200 $5,100 $311,716,329 $313,261,411 $328,787,358 $371,560,593 $416,359,396 TOTAL 66 City of Peoria FY 2024 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 Development Block Grant (CDBG), are ongoing programs. Other grants, like the Arizona Forestry Division’s Forestry Community Challenge Grant, are one-time, project-specific grants. Highlights of the FY 2024 major grants are summarized below. The Community Development Block Grant Program is federally funded through the United States Department of Housing and Urban Development (HUD). The FY 2024 CDBG budget totals $1.9 million. These monies will be used for various housing rehabilitation projects, as well as housing assistance and social service programs. The city partners with many nonprofit agencies to provide critical programs to its residents with funding from this program. U.S. Department of Justice Home Grant 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 2024 are $228,395. 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 2024 budget for the HOME grant is $886,639. Developmental Disabilities Grant - State of Arizona Department of Economic Security 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 2024, the city has budgeted expenditures of $276,888 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. State Forfeiture 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 2024, the city has budgeted expenditures of $857,267. 67 City of Peoria FY 2024 Annual Program Budget Budget Summary Facilities Maintenance Internal Service Funds 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 2024 appropriation totals $7,864,479. 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. 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 2024, the Fleet Reserve Fund anticipates revenues of $7,197,378. Revenues come from annual replacement charges, transfers from other funds, and interest earnings. Expenditures are budgeted at $13,718,003. The reserve fund has a healthy balance that can accommodate the budgeted expenditures. Fleet Maintenance A division of the Public Works Department, Fleet Maintenance is responsible for maintenance and operation of the city’s fleet of vehicles and machinery. Fleet Maintenance uses a direct billing system to charge the other city departments based on the actual services provided to that department during the fiscal year. Fleet Maintenance is also responsible for purchasing new vehicles and tracking fuel for the city fleet. The Fleet Maintenance FY 2024 operating budget is $7,900,649. Information Technology Insurance Reserve 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 2024 is $16,889,121. The department also has a budget of $4,291,818 for asset replacement and $30,000 for IT projects. 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 2024 budget for this fund is $29,362,990. Insurance Reserve $29,362,990 $27,083,966 $28,475,501 $28,257,854 $27,851,443 $27,590,692 $26,211,613 $10,000,000 $25,479,105 $26,164,736 $20,000,000 $28,186,264 $30,000,000 $0 2020 2021 2022 2023 2024 Revenues Expenditures 68 City of Peoria FY 2024 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. Current debt obligations through maturity are shown at the end of this section. 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 2024 Debt Service by Type In October 2022, Peoria issued $25.1 million in new general obligation bonds. The city has $191 million in general obligation debt outstanding. The city intends to sell up to $29.4 million in new general obligation debt sometime during FY 2024. G.O. Bonds 48% MDA Bonds 14% G.O. Bonds Debt Service $25,000,000 Revenue Bonds 37% $20,000,000 $15,000,000 $10,000,000 General Obligation Bonds $5,000,000 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 20.0 percent of the assessed valuation. Financing for all other projects, such as municipal buildings, is limited to six percent of the assessed valuation. Principal 69 2033 2032 Interest G.O. Bond Ratings Moody’s Standard & Poor’s Fitch 2031 2030 2029 2028 2027 2026 2024 $0 2025 Direct Purchase 1% Aaa AA+ AAA City of Peoria FY 2024 Annual Program Budget Budget Summary Excise Tax Supported Debt MDA Bonds Debt Service 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. $8,000,000 $7,000,000 $6,000,000 $5,000,000 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. $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 $0 Interest MDA Bond Ratings Peoria’s total outstanding debt for Municipal Development Authority bonds is $36,762,839. 70 Moody’s Aa1 Standard & Poor’s AAA Fitch AA+ City of Peoria FY 2024 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 $378 million to fund the building of needed infrastructure. Revenue Bonds Debt Service $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 Principal Interest Revenue Bond Ratings Moody’s Aa2 Standard & Poor’s AA+ Fitch AA+ 71 City of Peoria FY 2024 Annual Program Budget Budget Summary Financial Indicators accompanying debt can be expected to increase, as is the case for the City of Peoria. If G.O. debt is increasing as population stabilizes, this may indicate that the city’s ability to repay debt service is diminishing. The city uses a number of measures to assess its long-term ability to support existing debt. Two of these measures are discussed here. General Obligation Debt as a Percentage of Assessed Value. The city’s ability to repay its long-term debt can be measured by the amount of debt outstanding as a percentage of assessed property valuation. An increase in longterm 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, 2023 (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) Secondary Assessed Valuation Allowable 20% Bonds Outstanding Less 20% Bonds Outstanding Unused 20% Debt Capacity $2,014,370,856 $667,205,108 $190,153,865 $477,051,243 6% Limitation as of June 30, 2023 (All Other General Government Projects) Secondary Assessed Valuation Allowable 6% Bonds Outstanding Less 6% Bonds Outstanding Unused 6% Debt Capacity 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 $2,014,370,856 $200,161,532 $14,425,800 $185,735,732 Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 Population 172,263 175,961 190,985 194,517 194.517 199,424 203,400 Secondary Assessed Value (Millions) $1,340 $1,440 $1,557 $1,659 $1,781 $1,890 $2,014 Net Bonded Debt (Millions) $120 $140 $126 $110 $155 $177 $171 Pct. of Net Bonded Debt to Assessed Value 9.0% 10.0% 8.0% 7.0% 8.0% 9.0% 9.0% Net Bonded Debt Per Capita $696 $796 $659 $569 $798 $887 $841 From FY 2018 to FY 2022, figures are based on the Annual Comprehensive Financial Report. The remaining years are budget estimates. 72 OUTSTANDING DEBT OBLIGATIONS ($ in millions) PAR SERIES General Obligation Bond Series 2012A General Obligation Bond Series 2015A AMOUNT 2019 (YEARS) 06/28/12 FY 2024 TOTAL OUTSTANDING PRINCIPAL INTEREST Traffic Control, Transportation, Public Safety, 20 $14.7 $5.5 $20.3 $8.3 12/15/15 20 $30.3 $11.5 $41.8 $22.2 12/15/15 13 $66.4 $19.9 $86.3 $36.0 06/05/19 20 $30.4 $11.7 $42.2 $25.3 12/09/21 20 $55.9 $16.1 $72.0 $54.4 11/02/22 20 $23.8 $12.3 $36.1 $23.8 Technology, & Operational Facility Capital Projects Park, Open Space, Trail, Recreation, Library, Street, $30.3 Drainage, Traffic Control, Transportation, Public Safety, Technology, & Operational Facility Capital Projects Park, Open Space, Trail, Recreation, Library, Street, $66.4 Refunding General Obligation Bond Series ISSUED Park, Open Space, Trail, Recreation, Library, Street, $14.7 General Obligation Bond Series 2015B - Series 2007A & 2009A TERM PURPOSE Drainage, Traffic Control, Transportation, Public Safety, Technology, & Operational Facility Capital Projects Park, Open Space, Trail, Recreation, Library, Street, $30.4 Drainage, Traffic Control, Transportation, Public Safety, Technology, & Operational Facility Capital Projects Park, Open Space, Trail, Recreation, Library, Street, General Obligation Bond Series 2021 $55.9 Drainage, Traffic Control, Transportation, Public Safety, Technology, Operational Facility, & Reclaimed Water Line Capital Projects General Obligation Bond Series 2022 $23.8 Streets, Drainage, Public Safety, & Operational Facility Capital Projects General Obligation Bond - 2019 Water Infrastructure Financing $6.3 Drainage Capital Projects 09/13/19 20 $5.3 $0.9 $6.2 $4.6 $17.8 Water & Wastewater System Capital Projects 08/13/21 20 $16.8 $3.4 $20.2 $16.1 $3.2 Operational Facility Capital Projects 10/26/17 8 $3.2 $0.3 $3.5 $1.3 $25.8 Street Capital Projects 10/04/17 8 $25.8 $2.5 $28.2 $10.1 $5.2 Operational Facility Capital Projects 09/17/17 20 $5.2 $2.7 $7.9 $4.3 $21.5 Operational Facility & Water Capital Projects 04/27/22 10 $21.5 $6.0 $27.5 $21.0 $4.5 Water & Wastewater System Capital Projects 07/17/09 20 $4.5 $1.7 $6.3 $1.8 $14.0 Water & Wastewater System Capital Projects 10/29/15 20 $14.0 $3.7 $17.7 $9.8 $49.0 Water & Wastewater System Capital Projects 02/09/17 20 $49.0 $14.0 $63.0 $38.4 $35.2 Water & Wastewater System Capital Projects 10/20/20 9 $35.2 $6.5 $41.7 $26.3 $29.0 Water & Wastewater System Capital Projects 05/24/22 20 $29.0 $14.9 $43.9 $29.0 TOTAL $431.0 $133.7 $564.7 $332.6 Authority of Arizona (WIFA) General Obligation Bond - 2021 Water Infrastructure Financing Authority of Arizona (WIFA) 2017 WF Direct Purchase - 2006 Municipal Development Authority Refunding 2017 WF Direct Purchase - 2008 Municipal Development Authority Refunding New Clean Renewable Energy Bond (NCREB) 2022 Municipal Development Authority Refunding - 2011 & 2012 MDA 2009 Water Infrastructure Financing Authority of Arizona (WIFA) 2015 Water Infrastructure Financing Authority of Arizona (WIFA) 2017 Water Infrastructure Financing Authority of Arizona (WIFA) 2020 Water & Sewer Revenue Bonds Refunding 2022 Water & Sewer Revenue Bonds 73 74 Financial Planning 76 City of Peoria FY 2024 Annual Program Budget Financial Planning Financial Planning The City has an important responsibility to its citizens to carefully account for public funds, to manage its finances wisely, and to plan for the adequate funding of services desired by the public. The City’s financial goals are broad, fairly timeless statements of the financial position the City seeks to attain. The City’s overall financial goals are: • To deliver quality services in an affordable, efficient, and cost-effective basis, providing full value for each dollar. • To maintain an adequate financial base to sustain a sufficient level of municipal services, thereby preserving the quality of life in the City of Peoria. • To have the ability to withstand local and regional economic fluctuations, to adjust to changes in the service requirements of our community, and to respond to changes in Federal and State priorities and funding as they affect the City’s residents. • To maintain a high bond credit rating to ensure the City’s access to the bond markets and to provide assurance to the City’s taxpayers that the City government is well managed and financially sound. Achieving these goals not only helps the City to enhance its financial health, it also enhances the image and credibility of the City with the public, bond rating agencies, and investors. The City achieves these goals through its strict adherence to fiscal management policies. Council-Adopted Financial Policies General Fund. The City of Peoria’s unassigned General Fund balance will be maintained to provide the City with sufficient working capital and a comfortable margin of safety to address emergencies, sudden loss of revenue, unforeseen needs, and economic downturns without borrowing. The unassigned fund balance is maintained in three different reserves: The City’s budget is closely aligned with the financial policies established by the Peoria City Council. The Principles of Sound Financial Management are intended to establish guidelines for the City’s overall fiscal planning and management. The policies support the continued financial strength and stability of the City of Peoria as reflected in its financial goals. Fund Balance Objectives • The City will maintain an “Emergency Reserve” of 10 percent of the average actual General Fund revenues for the preceding five fiscal years. The Emergency Reserve is for unexpected, large-scale events where damage in excess of $250,000 is incurred and immediate, remedial action must be taken to protect the health and safety of residents. If used, funds must be approved by City Council and the City shall strive to restore this reserve the next fiscal year. Fund balance is an important indicator of the City’s financial position. Adequate fund balances are maintained to allow the City to continue providing services to the community in case of economic downturns and/or unexpected emergencies or requirements. 77 City of Peoria FY 2024 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 one-half 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. • 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. If used, funds must be approved by City Council and the City shall strive to restore this reserve within three fiscal years. The funds in excess of the stated goals should not be used to support recurring operating expenditures. Instead, they may be used to supplement “pay as you go” capital outlay, fund one-time operating expenditures, or prepay existing debt. • The City will maintain a “Rate Stabilization Fund” in water and wastewater equal to 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 ensure 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 2024 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 the clean air programs. 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 2024 Annual Program Budget Financial Planning Control Measures and Compliance service reserves, compliance with debt instrument covenants and provisions, and required disclosures to investors, underwriters, and rating agencies. 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 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. • 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. 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. • 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. • 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 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 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. • The City shall comply with all state and federal regulations concerning financial management and reporting. Short-Term Debt Debt Management Policy 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. The Debt Management Policy provides for the preservation and eventual enhancement of the City’s bond ratings, the maintenance of adequate debt 80 City of Peoria FY 2024 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 2024 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 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. 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. 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 2.1 percent in FY 2024 and 3.6 percent in FY 2025. The U.S. economy is experiencing a number of headwinds, high inflation and the ongoing 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. Inflation in the Phoenix metro continues to be significantly higher than the national rate. 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? At the state level, in March, year-to-date state General Fund revenues (sales tax, income tax, etc.) were 6.5 percent above the prior year, while year-todate state sales tax was up by about 8.2 percent. Peoria’s sales tax has also grown, up about 6.7 percent compared to the prior year. • What is the impact of potential citizen initiatives and legislative actions affecting Arizona cities? • How will the City respond to adverse economic or emergency conditions? 81 City of Peoria FY 2024 Annual Program Budget Financial Planning Transportation Assistance Fund II (LTAFII), which are proceeds from Powerball Lottery sales. According to the NAHB-Wells Fargo housing opportunity index, Housing affordability for Metro Phoenix is the worst since the index began in 1990. Because housing is unaffordable, fewer homes are being built. Year-to-date, through March, single-family building permits declined 76.0 percent to 54 permits in Peoria, compared to 222 permits in the prior year. Once thought to be temporary, the slowdown in housing construction could last for an extended period. Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. Wastewater Fund. The City’s sewer collection and disposal operations also act as an enterprise, supported by wastewater rates. Solid Waste Funds. The City’s residential and commercial solid waste functions provide for the collection and disposal of refuse within the City of Peoria. The funds rely on user fees to pay for its operations. The City’s revenue forecasts are based on historical data and trends, assumptions on population changes, and economic projections. Staff reviews revenue trends, economic conditions, and the pertinent driving factors behind revenue activity. All major revenue sources and fund types are identified and reviewed for activity and variances to budgeted levels. City revenue estimates are continually updated based on this discussion and analysis, which results in more accurate revenue forecasting. Sports Complex Fund. The Sports Complex fund includes monies to support the maintenance, operation, and debt requirements related to the Peoria Sports Complex. The City’s share of all ticket, rental, and concession revenue collected from the complex are deposited in this fund. The City’s Half Cent Sales Tax Fund provides additional financial support. Financial Projection Among the primary assumptions utilized in the forecast are economic growth rates, retail sales activity, state-shared revenues, census population, and residential development activity. Operational Impacts of Capital Plan The Capital Improvement Program has direct and sometimes significant impacts on Peoria’s operating budget. Upon their completion, most capital projects require ongoing costs for operation and maintenance. New buildings require electricity, water and sewer service, and maintenance and repair. New roads require regular sweeping as well as periodic crack filling and sealing, patching, milling, minor resurfacing, and replacement of stripes and markings. New parks and landscaped rights of way (such as medians and streets shoulders) require irrigation, fertilizing, mowing, and trimming. Some projects, such as a recreation center, require additional employees. The long-range financial forecast for FY 2024 includes a narrative discussion on the long-range models for each of the operating funds. Specifically, the Management and Budget staff undertook extensive reviews of the following funds: General Fund. The General Fund supports most general government activities, including public safety, development services, parks, recreation and general government functions. The fund is supported by various revenue sources, including sales and property taxes, user fees and state-shared funding. Departments submitting capital projects estimate the operations and maintenance costs of each project based on cost guidelines that are updated each year. The departments also consider any additional revenues or savings the city can reasonably expect to recognize upon completion of the project. For example, membership fees from a new recreation center help to offset the increased operating costs. The net operating costs are included not only in the project request, but also in the long-range forecasts of the respective funds, to ensure that we properly 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 onecent transportation sales tax. Transit Fund. The City’s Dial-a-Ride and fixed route transit systems are all funded out of the Transit Fund. This fund is supported by Transit related revenues, the City’s 3/10 of one cent transportation sales tax, and a distribution from the State of Arizona’s Local 82 City of Peoria FY 2024 Annual Program Budget Financial Planning account for operating budget impacts of all capital projects. General Fund Projected Ongoing Sources & Uses 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. $250,000,000 $209,367,020 $215,491,045 $221,726,899 $215,097,506 $222,554,227 $228,059,495 FY26 FY27 FY28 Sources Uses $198,078,267 FY25 $209,576,227 $100,000,000 $189,782,538 $150,000,000 $204,094,654 $200,000,000 $50,000,000 $0 FY24 Forecasts of Major Operating Funds 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-you-go” basis. The growth in planned revenues is expected to meet the growth in expenditures over the five years of the forecast, which represents a structurally balanced fund. As ongoing funding becomes available, the city will follow a longterm strategy to determine how best to apply the new sources. Streets Fund Projected Ongoing Sources & Uses $25,000,000 $21,702,555 $22,032,442 $21,334,970 $21,680,587 $20,856,204 $21,337,397 $20,612,785 $21,002,811 $10,000,000 $19,161,605 $15,000,000 $20,679,633 $20,000,000 $5,000,000 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. 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. $0 Ongoing uses are within ongoing sources, and this fund will remain financially sustainable throughout the planning period. 83 FY24 FY25 FY26 Sources Uses FY27 FY28 City of Peoria FY 2024 Annual Program Budget Financial Planning Wastewater Fund. The city provides wastewater services to approximately 65,700 accounts. Costs for these activities are accounted for in the Wastewater Fund. The fund is responsible for supporting the operating costs, capital needs, and debt service requirements for wastewater-related facilities. The fund relies on wastewater service charges to support its activities. Water Fund. The City of Peoria provides water service to approximately 63,400 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. The FY 2024 budget includes a 12.0 Percent increase in rates. The July 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 2024 budget includes a 1.5 percent rate adjustment. The July 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 Ongoing Sources & Uses Wastewater Fund Projected Ongoing Sources & Uses Expenditures $24,470,372 FY27 $32,989,275 $24,485,100 84 FY26 $31,984,833 Revenues $23,550,249 FY25 $31,011,973 FY24 $21,892,043 Expenditures $28,873,339 FY28 $20,134,940 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 $27,377,870 $58,926,665 FY27 $75,913,035 FY26 $57,933,566 Revenues $55,394,192 FY25 $70,685,841 FY24 $51,125,647 $0 $65,688,284 $20,000,000 $47,103,003 $40,000,000 $59,604,066 $60,000,000 $74,287,114 $80,000,000 FY28 City of Peoria FY 2024 Annual Program Budget Financial Planning Residential Solid Waste Fund. The residential solid waste operation provides trash collection, recycling, and loose trash pickup for approximately 63,000 residential accounts. The city’s residential solid waste operation is the sole provider of service for Peoria residents. The FY 2024 budget includes a 15.0 percent increase in rates. As stated previously, this rate increase will be implemented in July 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-as-you-go capital projects funded with available fund balance, expenditures may exceed revenues in any given year. Commercial Solid Waste Fund. The commercial solid waste operation offers both container and rolloff 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 2024 budget generally includes a 7.0 percent increase in rates, which will be implemented in July 2023. Future increases are planned through the remainder of the forecast period to ensure that the Commercial Solid Waste Fund will be financially selfsustaining into the future. Because of pay-as-you-go capital projects funded with available fund balance, expenditures may exceed revenues in any given year. Residential Solid Waste Fund Commercial Solid Waste Fund Projected Ongoing Sources & Uses Projected Ongoing Sources & Uses $25,000,000 FY27 FY28 Revenues Expenditures 85 Expenditures $22,016,847 Revenues FY26 FY27 $24,104,960 FY25 FY26 $21,157,736 FY24 FY25 $23,105,094 $0 FY24 $20,094,926 $0 $700,000 $19,315,611 $5,000,000 $19,191,870 $10,000,000 $16,524,690 $3,600,493 $3,611,137 $3,403,947 $3,478,679 $3,098,264 $3,181,891 $2,982,001 $2,975,590 $1,400,000 $2,814,716 $2,100,000 $2,949,214 $2,800,000 $17,876,899 $15,000,000 $3,500,000 $21,928,289 $20,000,000 $4,200,000 FY28 86 Revenue Summary 88 City of Peoria FY 2024 Annual Program Budget Revenue Summary Revenue Summary Total revenues for Fiscal Year 2024 are estimated at $619.8 million, an increase of 6.7 percent compared to the prior year’s estimate of $580.7 million. Estimated FY 2024 bond proceeds increase revenues by approximately $6.6 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 2024 revenue sources are forecasted to increase by 6.3 percent above the FY 2023 estimated total. FY 2024’s budgeted revenues continue to reflect recovery to pre-COVID-19 revenue levels and onetime stimulus funding. In terms of the state economy, in March, year-todate state General Fund revenues (sales tax, income tax, etc.) were 6.5 percent above the prior year. Year to date, state sales tax was up by about 8.2 percent. Peoria’s sales tax growth is slightly lower than the state at about 6.7 percent. Like many municipalities across the country, Peoria is benefiting from continued national economic growth. U.S. employers added 236,000 jobs in March. The March unemployment rate was 3.5 percent, similar to the pre-pandemic rate of 3.5 percent set in February 2020. 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. Peoria’s new home construction activity is down significantly compared to the prior year. Through March 2023, year-to-date single-family building permits declined 76.0 percent to 54, compared to 222 permits in March 2022. Home construction has fallen off valley wide, down 54.0 percent. However, there are also reasons for caution. Inflation remains high at 5.0 percent, straining capital and operating budgets and increasing labor costs. The Dow Jones Industrial Average (DJIA) has been very volatile and bank failures are concerning. Although home prices have begun to cool off, housing affordability continues to be a concern because of high mortgage rates. 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 $216.9 million, or 35.0 percent of total revenues. Revenue in this category comes from sources both internal and City of Peoria Total Revenue Sources Licenses & Permits 1.0% Rents, Interest & Fines 1.0% Charges for Service 35.0% Bond Proceeds 12.0% Intergovernmental Revenue 15.0% Miscellaneous Income 10.0% Taxes 26.0% FY 2024 Total Revenues: $619,782,361 89 City of Peoria FY 2024 Annual Program Budget Revenue Summary services such as recreation programs, development services and the collection of impact fees for development activity. external to the City. Of the total amount, $114.5 million (without bond proceeds) is projected from external enterprise activity, or 52.8 percent 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 $59.3 million. Tax revenues account for 26.1 percent of total City revenue. The estimated tax revenue for FY 2024 is $161.9 million, which includes collections from local sales, franchise, and property taxes. Sales tax collections are estimated at $126.9 million, or 78.4 percent of total tax revenue. The City’s major remaining revenue sources are described in greater detail in the following sections. The remaining portion of the City’s Charges for Services revenue is primarily from City-provided Total Revenues by Fund ($ 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 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 0.1 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 0.0 FY22 Actual $185.6 61.6 53.2 26.8 26.4 31.7 16.5 16.8 45.1 17.7 19.5 13.6 11.0 9.7 6.8 7.1 1.8 3.1 2.6 1.8 0.8 1.6 0.0 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 0.0 FY24 Budget $196.0 101.4 60.1 27.5 27.1 31.1 13.3 34.8 23.4 18.6 19.8 16.5 12.5 9.2 7.8 7.5 2.9 4.0 2.8 1.9 0.8 0.8 0.0 0.0 $411.0 0.0 $445.1 0.0 $560.8 0.0 $580.7 0.0 $619.8 90 City of Peoria FY 2024 Annual Program Budget Revenue Summary Projection City Sales Tax Revenue The City is projecting $126.9 million in sales tax revenue for FY 2024, an increase of 5.6 percent from the FY 2023 budget. Sales tax growth is decelerating from the pandemic era but still growing. Sources The Peoria City Sales Tax is a 1.8 percent tax on most taxable activities within the City, with a 3.3 percent tax on utilities, a 2.8 percent tax on restaurants and bars, a 2.8 percent tax on amusements, and a 5.6 percent tax on hotels and motels. Sales Tax Tax Revenue Revenue Sales FY 2024 Total - $126.9 million General 57.0% Transportation 16.0% Streets 3.0% Half Cent Sales Tax 24.0% Uses Of the total City Sales Tax, the General Fund receives 1.0 percent for various general governmental purposes, 0.3 percent goes to the Transportation Sales Tax Fund, and the Half-Cent Sales Tax Fund receives 0.5 percent to be primarily designated by Council for debt service, economic development, and capital needs. Of the 3.3 percent tax on utilities, Council has designated 1.5 percent to be deposited in the Streets Fund to offset electricity and maintenance of the street lighting system. 91 City of Peoria FY 2024 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 2024 is estimated to increase modestly from the previous year’s valuation. FY 2024’s stabilizing valuation makes the tenth 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 2024 is estimated at $5.8 million, a 6.5 percent 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 2024 is estimated at $23.2 million, a 6.5 percent increase. Uses The City Property Tax has two components: the primary property tax can be used for general govern-ment 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 2.0 percent 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 5.0 percent cap on assessed value increases. Property Tax Rate and Levy Property Tax Rates (per $100 of assessed valuation) Primary Secondary Property Tax Revenues ($ in millions) Primary Tax Levy Secondary Tax Levy FY20 Budget FY21 Budget FY22 Projected FY23 Budget FY24 Budget Total $0.29 $1.15 $1.44 $0.29 $1.15 $1.44 $0.29 $1.15 $1.44 $0.29 $1.15 $1.44 $0.29 $1.15 $1.44 Total $4.5 $17.9 $22.4 $4.8 $19.1 $23.9 $5.2 $20.4 $25.6 $5.5 $21.7 $27.2 $5.8 $23.2 $29.0 92 City of Peoria FY 2024 Annual Program Budget Revenue Summary State Shared Revenue Sources Uses State Shared revenues from four sources make up the largest component of the City’s Intergovernmental Revenue. Cities in Arizona receive a portion of certain tax revenues collected by the State of Arizona based primarily on share of population. The 2020 decennial census estimated Peoria’s population at 190,985, a population increase of 24.0 percent from 2010 to 2020. The first three State Shared sources represent over 30.0 percent of the General Fund operating budget. Revenues from these sources can be used for any general government activity. Projection In Fiscal Year 2024, the budgeted State Shared revenues applied to the General Fund are $68.9 million, representing a 13.2 percent increase above the $60.9 million budget estimate for FY 2023. The largest of the four components, Urban Revenue Sharing, is based on state individual and corporate income tax collections two years prior to their distribution. State Shared Sales Tax revenues reflect monthly distributions of the state’s current year sales tax collections. The third component, Auto Lieu Tax, is based on current year distributions of the state’s vehicle license collections within Maricopa and Yavapai Counties. The fourth source, Highway User Revenues are discussed in the next section. The urban revenue sharing estimate is based on state income tax collection from two years prior. Due to the pandemic, the deadline for 2019 taxes was delayed until July 2020, shifting income tax shared with Peoria from FY 2022 to FY 2023. This one-time event explains the estimated dip in urban revenue sharing in FY 2022 and subsequent spike in collections for FY 2023. General Fund State Shared Revenues ($ in Millions) $80.0 $70.0 $60.0 $50.0 $40.0 33.0 24.8 29.0 26.8 24.1 25.2 22.3 $30.0 $20.0 17.1 20.2 27.8 $10.0 $0.0 7.3 8.3 8.3 7.8 8.1 FY20 Actual FY21 Actual FY22 Actual FY23 Budget FY24 Budget Auto Lieu Tax State Shared Sales Tax Urban Revenue Sharing 93 City of Peoria FY 2024 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 30.0 percent is allocated to cities and towns. Onehalf 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 2024 projection for HURF revenues is $14.1 million, a 7.5 percent increase above the prior year’s budget estimate of $13.1 million. Highway User Revenue ($ in Millions) $16.0 $14.0 $12.0 $10.0 $8.0 $6.0 $4.0 $2.0 $0.0 FY 21 Actual FY 22 Budget FY 23 Budget 94 FY 24 Budget City of Peoria FY 2024 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 $4.7 million in FY 2024. Building permit revenues are anticipated to contribute $3.1 million, or 66.0 percent of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute $1.3 million, representing 27.0 percent of the total. Permit-based revenues are forecast to increase only slightly from FY 2023, reflecting slower construction activity within the City. The City budgets this source at a level deemed to be reliable to avoid dependence on a revenue stream that can fluctuate from year to year. Uses The majority of license and permit revenue is collected by Development and Engineering along with the Finance Department, and the monies are placed in the City’s General Fund. License & Permit Revenues ($ in Millions) $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $0.0 FY20 Actual FY21 Actual Bldg Permits FY22 Actual FY23 Budget Business Licenses 95 FY24 Budget Other City of Peoria FY 2024 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 16, 2023 public hearing, City Council adopted a 12.0 percent water rate increase for FY 2024. The rate increases will go into effect on July 1, 2023. The average resident will see their monthly water bill increase by $5.10 in FY 2024. Adjustments and modest residential account growth are projected to increase water revenues to $60.1 million in FY 2024. 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 FY20 Actual $43.4 0.7 0.5 0.4 0.1 0.3 0.2 0.5 1.7 $47.8 FY21 Actual $48.8 0.8 0.5 0.5 0.1 0.3 0.3 0.4 3.1 $54.8 96 FY22 Actual $47.5 0.9 0.5 0.4 0.2 0.3 0.3 0.4 2.7 $53.2 FY23 Budget $48.9 0.8 0.6 0.7 0.2 0.3 0.3 0.1 2.1 $54.0 FY24 Budget $54.6 0.9 0.5 0.4 0.2 0.3 0.3 0.5 2.0 $60.1 City of Peoria FY 2024 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 16, 2023 public hearing, City Council adopted a 1.5 percent wastewater rate increase for FY 2024. The average resident will see their monthly wastewater bill increase by $0.44 in July 2023. Projected revenues for FY 2024 are $27.5 million, an increase of $0.7 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 Total Wastewater Utility FY20 Actual $22.1 1.0 0.5 FY21 Actual $23.0 1.0 0.7 FY22 Actual $24.8 1.1 0.6 FY23 Budget $24.9 1.1 0.5 FY24 Budget $25.4 1.1 0.5 0.0 0.3 $24.0 0.0 0.5 $25.2 0.1 0.2 $26.8 0.0 0.3 $26.8 0.1 0.4 $27.5 97 City of Peoria FY 2024 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 16, 2023 public hearing, City Council adopted a 15.0 percent increase for residential solid waste in FY 2024, as well as a 7.0 percent increase for commercial solid waste. The average resident will see their monthly solid waste bill increase by $2.69 in July 2023. FY 2024 revenues for combined Solid Waste operations are estimated at $19.3 million, about 13.6 percent higher than the budget estimate of 17.0 million for FY 2023. Uses The majority of revenue (85.6 percent) is generated from residential user fees, with $16.5 million expected in FY 2024. Commercial user fees are estimated to contribute 14.4 percent, or about $2.8 million in projected revenues for FY 2024. 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 FY20 Actual $2.3 FY21 Actual $2.5 FY22 Actual $2.6 FY23 Budget $2.6 FY24 Budget $2.8 11.7 12.5 13.6 14.4 16.5 $14.0 $15.0 $16.2 $17.0 $19.3 98 Programs – Performance Management 100 City of Peoria FY 2024 Annual Program Budget Programs – Performance Management Performance Management Transparency and Accountability Why Measure Performance? 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 City of Peoria is focused on providing high quality services to our residents, and continually improving on our performance as an organi-zation. 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? 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 frame-work 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 city assist the community in understanding city operations, enhances governmental account-ability and effectively allocates limited resources to core service activities. Efficient Allocation of Resources With a limited amount of dollars available, a “performance-based” budgeting approach helps guide how we will utilize resources to meet goals. This approach focuses on aligning financial decisions with community goals and measurable outcomes. In turn, this helps ensure that residents are receiving the highest value for their dollar. 101 City of Peoria FY 2024 Annual Program Budget Programs – Performance Management Continuous Service Improvement 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: 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. Strategic Approach Performance measurement is most effective when integrated as part of an overall strategic 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. 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. 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- 102 City of Peoria FY 2024 Annual Program Budget Programs – Performance Management 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. 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. 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. 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. 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. 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, neighbor-hood 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. In the most recent citizen survey, nearly every resident (93.0 percent) rated the overall quality of life in Peoria as either “excellent” or “good.” Most residents also agreed with the overall direction the city is taking. These results are much higher than cities comparable to ours. The citizen surveys are undertaken periodically at the direction of the City Council. The next level of performance monitoring focuses on measures that support the achieve-ment 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 103 104 Operating Budget Summary Arts, Culture and Library Services Personal Services FY21 Actual $2,692,360 FY22 Actual $3,187,397 FY23 Budget $3,873,245 FY23 YTD $3,250,824 FY24 Budget $4,277,515 Pct Chg 10.44% Contractual Services $2,433,941 $3,158,238 $3,665,438 $3,527,560 $3,763,809 2.68% Commodities $333,427 $487,281 $493,160 $456,909 $479,024 (2.87%) Capital Outlay $36,935 $0 $0 $0 $0 .00% $5,496,663 $6,832,915 $8,031,843 $7,235,293 $8,520,348 6.08% FY21 Actual $100,347 FY22 Actual $111,859 FY23 Budget $169,917 FY23 YTD $74,065 FY24 Budget $0 Pct Chg (100.00%) Peoria Center for Performing Arts $544,047 $548,020 $538,202 $435,580 $521,565 (3.09%) Percent For The Arts $324,810 $241,677 $421,999 $240,083 $454,142 7.62% ACLS Administration $0 $167,391 $347,497 $267,697 $341,691 (1.67%) $511,607 $1,321,487 $1,547,935 $1,538,805 $1,885,817 21.83% Main Library $2,370,245 $2,567,743 $3,073,600 $2,866,880 $3,187,010 3.69% Sunrise Mountain Library $1,629,383 $1,831,294 $1,932,693 $1,800,418 $2,130,123 10.22% $16,225 $43,443 $0 $11,764 $0 .00% $5,496,663 $6,832,915 $8,031,843 $7,235,293 $8,520,348 6.08% Expenditures by Category Total Expenditures Expenditures by Division Arts Commission Arts and Culture Library Svc & Technology Grant Total Expenditures 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. https://www.peoriaaz.gov/government/departments/arts-culture LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department ORGANIZATIONAL CHART Arts, Culture, & Library Services Director Libraries & Cultural Services Manager Library Operations Literacy Programming Collections Management Historical Archives Cultural Programming Historic Preservation Commission Arts & Culture Manager Public Art Collection Theater Operations Special Events Arts and Events Grants Veterans Board Arts Commission 107 Arts & Culture PURPOSE ACCOMPLISHMENTS (continued) 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. • Started planning for PCPA ticket office renovations. • Added 13 wraps to the Utility Box Program. • Collaborated with the Veterans Board and Chamber MAC for Veterans Flag Walk. • Executed a formal event IGA with Pleasant Harbor/Maricopa Water District. ACCOMPLISHMENTS • • • • • • • • • Created and established the Music in March series at Paloma Park as an ongoing event. Collaborated with ParkWest on art installs, Pop Up Peoria, and Earth Day events. Solicited and awarded both an Events Management and Event Logistics RFP. Successfully re-imagined the Monster Bash and Dolly Sanchez Easter events, post pandemic. Completed storage-building construction at the PCPA. Purchased two new projectors and ancillary equipment for PCPA. Completed the Arts and Culture Plan. Expanded Peoria’s 2nd Saturdays event series with a new promoter. Provided 20 arts program grants totaling $75,000 to local arts organizations to create diverse arts experiences in Peoria. INITIATIVES • • • • Increase the exposure of the arts grants program and focus on diversity, equity, inclusivity, and accessibility. Increase the opportunities to feature local talent and artists at events, such as the recurring monthly Peoria’s 2nd Saturdays. Execute interactive public art installation in the Spring of FY23. Expand multi-cultural programming elements to be included in every city event. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 14 44 57 60 28 84 77 85 5,850 26,587 40,500 40,500 28 29 30 33 Number of City Special Events Number of Special Event community applications Total attendance at the Peoria Center for the Performing Arts (PCPA) Public Art collection (large-scale) 108 Libraries PURPOSE INITIATIVES Enriching Peoria’s evolving community through equal access to information, while offering inclusive programs, innovative technology, and diverse collections. • • ACCOMPLISHMENTS • • • • Added a third StoryWalk® at Rio Vista Community Park. This addition will promote literacy in the community and it offers another destination for family-fun activities in Peoria. Expanded passport service hours at the Main Library. Established a successful podcast studio at the Main Library. Amplify Studio was designed to offer a free recording space to the public which includes training. Both library locations are now Certified Autism Centers. It allows a safe and inclusive environment for all patrons. All staff members have been trained, and sensory areas have been designated. The Main Library has also added a weekly sensory story time. • • • Build on the success of the podcast studio by continuing to add programs and services and enhance existing programs. Continue to expand library outreach with a new Arts, Culture and Library Services Outreach Coordinator. This position creates the capacity to focus more on programming outside the libraries and have a more impactful role in the community. Continue efforts to meet the community where they are to increase literacy and library services via the newly acquired Book Bikes. Increase access to programs in order to be inclusive and open for all of the Peoria community. Continue to expand passport services to meet the increased demand. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Total Circulation (Physical & Digital) Actual FY 2021 954,642 Actual FY 2022 1,244,145 Estimate FY 2023 1,400,000 Target FY 2024 1,500,000 Total Visits (Physical Visits) 173,635 253,439 300,000 350,000 Total program attendance 14,479 34,722 40,000 50,000 PERFORMANCE MEASURES 109 110 Operating Budget Summary City Attorney Personal Services FY21 Actual $3,025,126 FY22 Actual $3,245,494 FY23 Budget $3,914,909 FY23 YTD $2,644,647 FY24 Budget $4,245,410 Pct Chg 8.44% Contractual Services $3,025,221 $2,344,891 $3,274,598 $3,585,530 $4,122,967 25.91% Commodities $53,553 $61,528 $81,650 $41,422 $91,850 12.49% Capital Outlay $0 $0 $0 $724 $0 .00% $6,103,900 $5,651,913 $7,271,157 $6,272,324 $8,460,227 16.35% FY21 Actual $2,277,735 FY22 Actual $2,433,752 FY23 Budget $2,989,259 FY23 YTD $2,103,535 FY24 Budget $3,263,938 Pct Chg 9.19% Victims' Assistance Prg $262,635 $266,463 $291,674 $228,345 $316,714 8.58% Criminal $998,242 $992,437 $1,183,264 $803,611 $1,291,570 9.15% $2,338,893 $1,714,239 $2,542,885 $2,958,459 $3,291,670 29.45% $224,788 $236,626 $245,791 $178,373 $278,051 13.12% $1,606 $8,394 $18,284 $0 $18,284 .00% $6,103,900 $5,651,913 $7,271,157 $6,272,324 $8,460,227 16.35% Expenditures by Category Total Expenditures Expenditures by Division Civil Claims & Insurance Claims Admin St Anti-Racketeering-Cao Total Expenditures 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 • 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, technical advisor, 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 • • • • • • Provided legal services in support of economic development matters throughout the City including the Stadium District. Provided legal advice and drafting assistance on construction contracts including multimillion-dollar contracts connected to the Jomax Water Reclamation Facility and other large City projects. Assisted with intergovernmental agreements (IGAs) involving Maricopa County Department of Emergency Management, several ADOT funded grants and programs, and Stadium Trail. Vetting and purchasing of comprehensive insurance coverage for the City including property, liability, fleet, and cyber-threat coverages. Improved response time of review and redaction of steadily increasing volume of public records and body worn camera public records requests. Several Departmental Code updates and drafting of Ordinances and Resolutions, including Short Term Rental Ordinance. Advised the City on legal advice and drafting assistance on telecom agreements with several major corporations to expand the availability of state-of- the art fiber optic communications Comprehensive Firming Agreement with the Arizona Water Banking Authority and the Central Arizona Water Conservation District. Provided legal advice regarding the City’s water supply in light of current drought conditions and expanding Federal restrictions. Ratified the City’s Drought Contingency Plan and worked with the Gila River Indian Community (GRIC) for purchasing water storage credits for the City’s water portfolio and future needs. Provided legal advice and services to Human Resources in employee-related matters. Advised Elected Officials and City Management on Governor’s Executive Orders. INITIATIVES • • • Continue to assist in furthering the City’s economic development efforts with legal advice and transactional legal work. Streamlining the City’s Public Records Process. Providing guidelines and counsel to Peoria’s Homeless Assistance team in facilitating the City’s efforts to collaborate and coordinate with partners regarding homelessness. BUDGET NOTES Replacing 17-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 The City Attorney’s Office Criminal Division prosecutes crimes that occur in the City, and the Victims Assistance Division 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. These Divisions provide three major functions: Criminal Prosecution, Victim Assistance Services, and Deferred Prosecution/ Probation. • • ACCOMPLISHMENTS • • • Continued to work with the Court to increasingly transition back to in-person court appearances. Worked to clear the backlog of trials and jury trials. Worked with MROP, Community Services, and the Court to implement a strategy for addressing transientrelated crime. Continued to meet and exceed constitutionally and statutorily required victims’ rights, despite obstacles created by the pandemic. Served 2,263 crime victims and provided 5,100 victim notifications. Compared to 2021, the Division served 8.0 percent more victims than the previous year. Continued partnership with the Peoria Police Department and Community Services to improve strategies for addressing homelessness and how to better serve individuals and the community through the Misdemeanor Repeat Offender Program (MROP). Selection and implementation of a case management system more tailored to prosecution, which has the ability to connect with/download information directly from the Peoria Police Department and the Peoria Municipal Court software programs, and provides better tracking and reporting options. BUDGET NOTES A balanced budget with resources including RICO funds to successfully find and roll out a new case management system. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Number of matters opened 2,772 2,900 3,200 3,000 Number of cases resolved 1,520 2,314 2,500 2,500 Number of notifications sent to victims 6,400 7,056 7,760 8,500 Number of victims served 2,000 2,099 2,200 2,300 PERFORMANCE MEASURES 115 116 Operating Budget Summary City Clerk Personal Services FY21 Actual $680,520 FY22 Actual $665,578 FY23 Budget $812,845 FY23 YTD $495,157 FY24 Budget $821,427 Pct Chg 1.06% Contractual Services $379,264 $311,990 $639,191 $317,717 $275,431 (56.91%) Commodities $21,774 $16,136 $27,501 $7,771 $5,695 (79.29%) $1,081,558 $993,704 $1,479,537 $820,645 $1,102,553 (25.48%) City Clerk FY21 Actual $1,081,558 FY22 Actual $993,704 FY23 Budget $1,479,537 FY23 YTD $820,645 FY24 Budget $1,102,553 Pct Chg (25.48%) Total Expenditures $1,081,558 $993,704 $1,479,537 $820,645 $1,102,553 (25.48%) Expenditures by Category Total Expenditures Expenditures by Division 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 Lori Dyckman Deputy City Clerk Jill Boltz Part Time Mgmt Analyst Natalie Gilstrap Clerk Specialist, II Kyana Hayes Clerk Specialist, I Vacant Clerk Specialist, I Debbie Altman 119 Records Assistant Christina Garcia Part Time Admin Assistant Vacant 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 • • • • • • Maintained excellent customer service standards with a 67.0 percent turnover rate. Archived City Council meeting packets from 2011 to 2020 and City Council meeting minutes from 1954 to 2003 with the State Library, Archive, and Public Records. Administered General and Special Elections. Managed temporary appointment for Mesquite district. Prepared three years (1995-1998) of Ordinances and Resolutions for citizen access through an online public portal. • • • • Develop an OnBase automated Board and Commission/Council Subcommittee system to track applications and membership. Implement Novus Agenda for all Boards and Commissions to automate agenda and minutes process. Automate the public records process utilizing OnBase. Prepare for 2024 Primary and General Elections. Redesign City Clerk webpages. Improve efficiencies for election filings. Develop and implement an online speaker request process. 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 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. Total number of records requests received Average number of days to complete public records requests without redactions Average number of days to complete public records requests with redactions Number of pages maintained as electronic only reducing offsite storage and document overhead Number of documents made available to the public through online document portal Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 # Posted 121 91.95% # Posted 144 89.39% # Posted 160 93.18% # Posted 160 95.0% 1809 1800 1625 1700 1.51 2.01 1.83 1.75 14.29 9.94 9.83 9.50 7,541 13,800 11,125 12,000 232 273 325 400 120 Operating Budget Summary Development and Engineering Personal Services FY21 Actual $7,408,597 FY22 Actual $7,833,299 FY23 Budget $9,677,136 FY23 YTD $5,788,028 FY24 Budget $9,855,015 Pct Chg 1.84% Contractual Services $1,403,030 $1,881,800 $2,071,038 $1,721,428 $2,139,896 3.32% Commodities $55,382 $56,752 $66,608 $25,156 $63,752 (4.29%) Capital Outlay $130,892 $77,670 $85,000 $84,311 $85,000 .00% 2.05% Expenditures by Category Total Expenditures $8,997,902 $9,849,522 $11,899,782 $7,618,922 $12,143,663 Building Development FY21 Actual $2,847,493 FY22 Actual $2,998,172 FY23 Budget $3,574,793 FY23 YTD $2,238,045 FY24 Budget $3,620,201 Pct Chg 1.27% Engineering Admin $768,143 $834,584 $1,054,534 $617,447 $1,188,336 12.69% Site Development $927,378 $1,126,815 $1,413,895 $848,237 $1,293,252 (8.53%) Engineering Services $1,382,251 $1,462,693 $1,975,532 $1,079,787 $1,990,198 .74% Architectural Services $638,766 $724,314 $813,568 $593,417 $877,698 7.88% Eng Inspection Svc $1,079,100 $1,232,674 $1,382,062 $951,204 $1,380,040 (.15%) Traffic Engineering $1,354,770 $1,470,270 $1,685,398 $1,290,785 $1,793,938 6.44% Total Expenditures $8,997,902 $9,849,522 $11,899,782 $7,618,922 $12,143,663 2.05% Expenditures by Division 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 65 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. • ACCOMPLISHMENTS • • • • • • • • • Developed and managed the department operating budget and provided support with the capital budget. Processed pay applications within established timeframes. Provided administrative and analytical support to all department divisions. Administered the City’s Development Impact Fee program. Administered the Department’s records management program. Addressed citizen inquiries via 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. • • • • • 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. 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 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 98.0% 98.0% 98.0% 99.0% 124 Architectural Services PURPOSE • Initiated design of: - Gene Mason Fallen Heroes Memorial at Fire Station No. 1 The Architectural Services Division is responsible for providing professional architectural services for publicly funded capital facilities (parks, libraries, public safety buildings, and courts), including planning, programming, design, and construction management. - Fire Station No. 1 Renovation - Fire Station No. 3 Renovation - Fleet Building Replacement - Peoria Sports Complex Maintenance Building ACCOMPLISHMENTS • Completed construction and staff occupancy of: - Jomax WRF Operations Building - Fire Station No. 5 Renovations & Apparatus Bay Expansion - City Hall Finance Call Center Improvements - Peoria Sports Complex Auxiliary Fields and Parking - PSAB EOC Renovations - PSAB Locker Room Renovations - PSAB Evidence Intake Renovations • Completed construction and public opening of: - Centennial Plaza Decades Walk Expansion - Sunrise Mountain Library Automated Materials Handling System - Jomax WRF Operations Building Photovoltaic Solar System - Municipal Complex Entry Improvements • Completed design and awarded construction for: - Fire Station No. 3 Fuel Island Replacement INITIATIVES • Deliver capital projects in the timeframes anticipated with skillful navigation of the post-pandemic induced inflation and supply chain challenges. • Maintain high client satisfaction from the departments served by the Division. • Completed design and paused the award of construction for: - Paloma Community Park Phase 2 - Airnasiums at Neighborhood Parks LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Percent Budget Variance on Completed Capital Projects (Parks, Recreation, & Community Facilities, Neighborhood & Human Services, Police, Fire, Economic Development, Water Services, and/or City Management) Budget Value (Initial) of Completed Capital Projects (Parks, Recreation, & Community Facilities, Neighborhood & Human Services, Police, Fire, Economic Development, Water Services, and/or City Management) 125 Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 -5.6% -2.8% 5.0% -2.5% $47.9 M $6.1M $11.1 M $57.2 M 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 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 95.0 percent or higher. • Complete plan reviews in quicker turnaround times than City guidelines. • Provide accurate and processing and issuance. Performed same day inspections at a rate of over 98.0 percent. • Continued to provide plan review services at or near target turnaround times. • Issued 5,601 residential commercial building permits. • Continued to process almost 100 percent electronic document reviews (EDR). and permit BUDGET NOTES Recruitment of qualified plan review personnel continues to be a challenge. In an attempt to meet desired customer service levels, the Building Development Division has been utilizing Contract Plan Review Services on a regular basis. It should be noted that the development industry in its entirety is experiencing challenges with recruiting qualified personnel. ACCOMPLISHMENTS • timely Material and labor shortages continue to impact the development community. Staff works closely with our customers to minimize this impact while maintaining its goal of providing safe structures for our citizens. 546 LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 PERFORMANCE MEASURES Actual FY 2022 Estimate FY 2023 Target FY 2024 Average number of business days for 1st review of the following plan types*: • Residential Standard Plans 12.5 17.1 16.0 18.0 • Residential Plot Plans 4.0 2.9 1.0 4.0 • Custom Homes 12.5 17.3 18.0 18.0 • New Commercial 12.3 18.1 17.0 18.0 • Tenant Improvement 11.2 13.5 11.0 12.0 • Solar 4.0 5.3 6.0 7.0 98.9% 98.8% 97.7% 98.0% Percent of building inspections performed on scheduled date * 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 PURPOSE INITIATIVES The Engineering Inspection Division is responsible for the inspection of construction of non-City owned utilities and small cell sites, private development, and publicly funded right-of-way infrastructure including water, wastewater, storm drains, bridges, traffic signals, and roadways. • Provide professional level inspection services and respond to inspection requests within 24 hours. • Treat customers with care, consideration, and respect, providing friendly and reliable service. ACCOMPLISHMENTS • Collaborate with other municipalities/agencies throughout the Phoenix metropolitan area on standardizing inspection methods and processes. • Conducted inspections related to approximately 1,180 permits issued for non-city owned utilities and small cell sites, residential/commercial private development, and CIP projects. • Continue to track, monitor, and record Storm water Pollution Prevention Plan (SWPPP) Best Practices in accordance with the City's Municipal Separate Storm Sewer System Permit (MS4). • Reviewed/approved/extended 680 traffic control plans. • Ensure bore profiles are submitted with each utility horizontal directional drilling (HDD) application. approximately • 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 street patches are compliant with City Code and the City’s Street Cut Policy. • Continue to provide education and training on inspection specifications, details, and methods ensuring compliance with local, state, and federal regulations. • All Engineering Inspectors obtained APWA’s Certified Public Infrastructure Inspector (CPII) Certification, a nationally recognized certification program promoting quality infrastructure. • Ensure current inspection information and processes are available to the public on the Development and Engineering Department webpage. • Continued to serve on Maricopa Association of Governments (MAG) Pavement and Asphalt working group to update MAG Specifications and Details. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Number of permits issued/inspected related to development and CIP. 1,162 1,180 1,300 1,200 127 Engineering Services PURPOSE ACCOMPLISHMENTS (continued) 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. • Initiated design and/or construction of the following CIP projects: - Deer Valley Road & 105th Avenue Traffic Signal - Cactus Road & 89th Avenue Traffic Signal - 83rd Avenue & Hillcrest Blvd Traffic Signal - Happy Valley Road & 98th Avenue Traffic Signal - Stadium Trail Phase 1; 83rd Avenue to 73rd Avenue - Stadium Trail Phase 2; Skunk Creek to ACDC - Reclaimed Water Line, Segments 2, 3, and 4 - Salter Well Equipping & Site Rehabilitation - MOC Reservoir Site Improvements - Patterson Reservoir Well Connections - 83rd & Northern Avenue Well Relocation - Trunk Sewer Line Inspection Program - 112th Avenue & Northern Lift Station Rehabilitation • Completed the 2022 update to the Peoria Engineering Standards Manual (PESM). • Acquired and disposed of numerous deeds, roadway dedications, and various types of easements. ACCOMPLISHMENTS Completed the following CIP projects: - Olive Avenue & 98th Avenue Traffic Signal - 83rd Avenue & Pinnacle Peak Road, 83rd Avenue & High Desert Drive Traffic Signal Modifications - Peoria High School HAWK Signal - Thunderbird Road & 91st Avenue Safety Improvements - Deer Valley Road; 117th Avenue/Williams Road to Deer Valley Road/109th Avenue - LPP & Jomax Intersection Modifications - Westgreen & Summersett Village Drainage Improvements - Reclaimed Water Line - Segments 1 & MCDOT - Jomax Booster Pump Station Upgrades - Jomax 24-inch Waterline (67th-75th Avenues) - Terramar Pump Station Rehabilitation & Conversion - Vistancia Zone 5/6 to 6/7 Conversion - Zone 1/2 PRV Upgrades (91st Avenue & Cactus Road) - 75th Avenue Waterline, Cholla Street to Thunderbird Road INITIATIVES • Provide superior capital project delivery services. • Respond to citizen concerns in a timely and efficient manner. • Coordinate preparation of CIP with city departments and work with internal stakeholders to develop CIP estimates. • Continue to conduct semi-annual meetings with all non-city owned utility companies that have Franchise and License Agreements with the City. • Complete timely acquisition, disposal, and management of City owned property and provide professional real estate services to other departments and property owners. • Continue to serve on Utility Coordination Committees. 128 Engineering Services LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Average Number of Capital Projects Assigned to PM (Traffic Control, Water, Wastewater, Drainage, and Streets) Expended Value of Capital Projects (Traffic Control, Water, Wastewater, Drainage, and Streets) Actual FY 2021 Actual FY 2022* Estimate FY 2023* Target FY 2024** 11 14 12 10 $23.9 M $28.8 M $31.2 M $29.6 M *Not Fully Staffed ** Assuming Fully Staffed 129 Site Development 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. INITIATIVES • Work with GIS specialists to archive approved final engineering reports and make them available on City’s internal GIS system, similar to current as-built documents. • Work with design consultant to transition design to new City of Peoria Streetlight Policy and design standards, to be adapted and publish with 2023 PESM update. • Create internal Standard Operating Procedures (SOPs) for various tasks performed by Site Development staff. ACCOMPLISHMENTS • Updated and published the Engineering Design Waiver Application and Guide. The new guide includes a flowchart for the waiver process, which helps in streamlining the application process. • Created a checklist for Final Engineering Submittals. The checklist provides project specific information of all required items needed for the final engineering submittal. This has helped to streamline the submittal process. Setup regular coordination meetings with master plan and complex developments projects to help improved final engineering and plan review coordination. 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.* Percent of Engineering plan reviews processed as Electronic Document Review (EDR). Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 13 11 12 12 100% 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 calendar days. 130 Traffic Engineering PURPOSE The Traffic Engineering Division is responsible for plan review, design, longrange planning, and operation of the Traffic Management Center (TMC) connecting 138 traffic signals within the City's transportation network. These undertakings are conducted 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). ACCOMPLISHMENTS • Completed a MAG administered Roadway Safety Program project for median modifications to eliminate bottleneck and increase positive offset of left turns at 75th Avenue and Thunderbird Road. • Presented Peoria’s online resident request petition process at the local and regional Institute of Transportation Engineers (ITE) conferences. • Refined Resident Traffic Program online petition process to increase response rates and petition completion. • Completed project to provide left-in and left- out (LILO) movements at Lake Pleasant Parkway and Remuda Drive. ACCOMPLISHMENTS (continued) • Updated Traffic Impact Analysis and Access Management Standards. • Implemented dual left turn lanes to reduce back- ups and delays at Lake Pleasant Parkway and Jomax Road. • Designed and constructed safety rd modifications at 93 Avenue and Olive Avenue. • Coordinated with Vistancia to construct two traffic signals at Lone Mountain/El Mirage and Vistancia/ Ridgeline. • Obtained and implemented, with Federal funding, a multi-jurisdiction ATSC (Adaptive Traffic Signal Control) on Olive/Dunlap from 115th Ave to I-17 (partnering with MCDOT, ADOT, City of Glendale and the City of Phoenix). • Constructed two traffic signals on Olive Ave and integrated them into the new ATSC multi- jurisdictional system. • Expanded the City’s fiber network in the Vistancia area, including Lone Mountain/Loop 303. 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. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 111 120 140 145 0/131 7/138 3/141 2/143 4 12 33 40 5 3 3 3 5/129 6/135 1/136 1/137 79 66 60 60 Congestion Management (# of CCTVs) 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 131 132 Operating Budget Summary Economic Development Services Personal Services FY21 Actual $950,542 FY22 Actual $789,824 FY23 Budget $1,085,043 FY23 YTD $746,378 FY24 Budget $1,332,787 Pct Chg 22.83% Contractual Services $488,300 $580,532 $743,706 $560,042 $789,459 6.15% Commodities $16,865 $40,564 $28,525 $30,636 $29,797 4.46% $1,455,707 $1,410,919 $1,857,274 $1,337,056 $2,152,043 15.87% FY21 Actual $119 FY22 Actual $94,399 FY23 Budget FY23 YTD FY24 Budget $0 $52 $0 Pct Chg .00% Economic Development Services $1,455,588 $1,316,521 $1,857,274 $1,337,004 $2,152,043 15.87% Total Expenditures $1,455,707 $1,410,919 $1,857,274 $1,337,056 $2,152,043 15.87% Expenditures by Category Total Expenditures Expenditures by Division Economic Development Services Administration 133 134 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 and amenities 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 Agreement Coordinator David Valenzuela Chief Business Attraction Officer Dina Mathias BRE Program Manager Susana Trasente Project Manager Karen Calivas BRM Program Coordinator Heather Martinez Analyst 135 Vacant Economic Development Specialist/ Marketing Coordinator Economic Development PURPOSE ACCOMPLISHMENTS (continued) 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. • • • ACCOMPLISHMENTS • • • • • • • • • • • Announced first locate to Peoria Logistics Park. Finalized development agreement with Common Bond to develop a unique dining district with top-tier restaurants. Finalized development agreement with Arizona Real Estate Partners to redevelop city-owned parcels in downtown. First phase to include five restaurants and five retail stores. Working with developer on creating 40k square feet of office space in former country diesel building. Recruited our first relocation from California and our first semiconductor company into Peoria resulting in 50 engineering jobs. Received first Letter of Intent (LOI) for a hospital in Vistancia. Signed LOI for an AI design company that will result in 600 jobs. Assisted in developing the first semiconductor/microelectronic curriculum for high schools students attending schools in Peoria Unified School District to strengthen the workforce. Consistently the finalist city in Arizona for major semiconductor companies looking to relocated through ACA and GPEC. Received two LOI’s for Vistancia Commercial Core – one energy company that will bring more than 300 jobs, average salary $75,000, and the other a semiconductor that will bring more than 1,000 jobs, with an average salary of $100,000. • • • • • • • • • • • 136 Recruited a developer from Florida to build a co-working lab in Vistancia for smaller semiconductor companies. California sales missions generated 25+ meetings with targeted industry businesses. Attracted semiconductor supply chain for TSMC and Intel of more than $1B cap ex and 1,800 net new jobs. EDS rallied support for the federal CHIPs Act. Revitalization efforts include two RFP processes to improve the Downtown and P83 Central Business District areas. Construction commenced on the Empire Business Park project; a three building industrial development that was the result of EDS discussions with broker and developer. Launched a new lead generation partnership with FDI to increase number of opportunities in southern and northern California. Initiated citywide Styrofoam recycling program with Perfect Block and city staff from environmental/public works. 21 editions of the Business Brief were electronically distributed. Launched Grow Peoria, a program to help businesses identify new or expansion office needs and match them with underutilized space. #Workforce Wednesday was launched on the Economic Development LinkedIn page to assist businesses recruit talent. Conducted water conservation education through 100 business outreach visits and dedicated Business Brief e-newsletters. Received over $80k in grant funds to support tourism initiatives. Launched the Peoria Digital Media Lab. Amplify Studio is the first free publically accessible studio in the west valley. Brought Mujeres Mercado the largest Latina market in AZ to Second Saturdays. Economic Development INITIATIVES ACCOMPLISHMENTS (continued) • • • • • • • • • Hosted highly attended events such as 1st Annual Women’s Leadership Conference, We America – Global Ties Arizona, 4th Annual Peoria Forward Innovation Night and the Israel Delegation. Hosted three Super Bowl events: The Bubble Bowl, a partnership between City of Peoria, Park West and the Arizona Office of Tourism. This resulted in over 5,000 people participating in the two-hour event. Park West representatives considered it a great success. The Kick Off to Your Financial Future Poster Contest, a collaboration between the City of Peoria and the Arizona Council on Economic Education. With the help of the Arizona Host Committee by marketing this through their social media channels, this threeweek event resulted in over 500 participants throughout the State. Three of the four winners were Peoria residents. The Super Glow event brought in highlevel executives throughout the valley to meet Peoria’s mayor while promoting the interactive art display, Light at Play. Created a Business Retention and Expansion team to assist businesses on matters related to business expansion, workforce recruiting and training, as well as resources that are available to small business owners and entrepreneurs. Business Retention and Expansion team received certification by Business Retention and Expansion International. Connected several Peoria businesses with Arizona@Work for staffing recruitment resulting in several job fairs and amplified job-posting assistance for talent acquisition. Received a silver award from International Economic Department of Council (IEDC) for our Profile 2.0 • • • • • • • • • 137 It is the goal of the business attraction team to create, track, and measure outreach by classifying contacts by inquiries, leads, prospects, and locations. The targeted outreach will align with companies investing in large capital expenditures, high quality jobs (an average wage of $65,000), and in industries aligned within Peoria’s business attraction strategy. Boost the promotion of Peoria by working with partners that can assist in highlighting our brand. Tourism will work with Economic Development to enhance economic prosperity by targeting similar regions nationwide. Dedicate resources for new or expanding minority-owned businesses. Support food-based businesses with focused resources and programs, such as Restaurant Boot camp and Commercial Kitchen Rental. Identify businesses with unique workforce needs for research and development of training program. Continue efforts with Peoria Unified School District CTE program to place students in Peoria’s workforce. Collaborate with Bandwagon to use technology to organize experiences in Peoria. This effort highlights our business community while also attracting tourism. Partner with Local First Arizona on Fuerza Local Business Accelerator, a 6-month cohort to teach marketing essentials, business planning and cash flow management while gaining financial literacy and building a credit history. Continue to produce marketing materials that highlight our city and enhance our attraction teams’ pitch to businesses. Economic Development INITIATIVES (continued) • • • • Expand our lead generation efforts through dedicated email outreach to targeted areas and industries. Sponsor high profile events to increase exposure to Peoria through marketing and speaking opportunities. 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. Peoria Forward – The goal for FY24 is to continue building sustainability, scalability, and resilience into Peoria’s entrepreneurial ecosystem. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the division PERFORMANCE MEASURES ** The department is pursuing specific leads within our target industries that produce high wage jobs. This measure is based on a conversion rate between leads and qualified leads. Qualified leads are a company has visited Peoria and has expressed interested in a specific site. Actual 2021 Actual 2022 Estimate 2023 Target 2024 N/A* 33.0% 20.0% 20.0% BR & E Business Touch Points – Includes Concierge, Business Briefs, Direct Outreach Office and Healthcare Vacant space available at year end Space added or filled by EDS at year end 921 775 782 799 81,216 SF 25,000 139,002 SF 641,000 105,000 SF 147,500 122,046 SF 95,000 Industrial Vacant space available at year end Space added or filled by EDS at year end 35,026 SF 2,000 635,115 SF 33,117 30,544 SF 300,000 31,800 SF 350,000 * This data was not collected in 2021 **Per calendar year 138 Operating Budget Summary Finance and Budget Personal Services FY21 Actual $3,839,781 FY22 Actual $4,030,424 FY23 Budget $4,491,705 FY23 YTD $3,058,552 FY24 Budget $5,053,747 Pct Chg 12.51% Contractual Services $1,613,015 $967,575 $1,260,282 $1,248,839 $1,360,383 7.94% Commodities $231,869 $310,249 $75,491 $146,206 $51,626 (31.61%) Capital Outlay $0 $0 $20,000 $0 $0 (100.00%) $5,684,665 $5,308,248 $5,847,478 $4,453,597 $6,465,756 10.57% Finance Admin FY21 Actual $432,855 FY22 Actual $398,619 FY23 Budget $456,226 FY23 YTD $366,783 FY24 Budget $473,000 Pct Chg 3.68% Financial Services $1,588,843 $1,719,470 $1,957,608 $1,493,242 $2,026,584 3.52% Tax Audit & Collections $1,044,773 $683,580 $904,585 $690,204 $1,118,625 23.66% Management and Budget $1,246,824 $874,255 $971,429 $624,093 $1,057,162 8.83% Materials Management $692,413 $882,695 $929,518 $733,006 $1,058,888 13.92% Inventory Control $678,957 $749,628 $628,112 $546,269 $731,497 16.46% $5,684,665 $5,308,248 $5,847,478 $4,453,597 $6,465,756 10.57% Expenditures by Category Total Expenditures Expenditures by Division Total Expenditures 139 140 Operating Budget Summary Finance Utilities Personal Services FY21 Actual $2,940,439 FY22 Actual $3,114,048 FY23 Budget $3,541,873 FY23 YTD $2,331,346 FY24 Budget $3,593,596 Pct Chg 1.46% Contractual Services $1,619,545 $1,616,495 $1,999,335 $1,499,783 $1,860,569 (6.94%) Commodities $326,617 $391,950 $485,372 $247,901 $473,359 (2.48%) Capital Outlay $399,265 $371,139 $492,114 $136,942 $469,114 (4.67%) $5,285,867 $5,493,633 $6,518,694 $4,215,972 $6,396,638 (1.87%) FY21 Actual $2,232,801 FY22 Actual $2,118,108 FY23 Budget $2,646,221 FY23 YTD $1,767,810 FY24 Budget $2,525,337 Pct Chg (4.57%) $657,645 $727,737 $878,171 $570,719 $865,908 (1.40%) Meter Services $1,588,213 $1,717,357 $1,959,722 $1,179,840 $1,927,774 (1.63%) Utility Billing $807,208 $930,430 $1,034,580 $697,604 $1,077,619 4.16% $5,285,867 $5,493,633 $6,518,694 $4,215,972 $6,396,638 (1.87%) Expenditures by Category Total Expenditures Expenditures by Division Customer Service Revenue Administration Total Expenditures 141 142 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 Chief Financial Officer Revenue Ad ministratio n Customer Service Utility Billing Meter Services Materials Management Sales Tax and L icensing Business Systems Purchasing 143 Inventory Control Financial Services Accounting and Reporting Accounts Payable and Payroll Management and Budget 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. • BUDGET NOTES Materials Management staff have encountered challenges in meeting target metrics. There has been an increase in the number of city staff who manage projects, which has had a direct impact on the volume of procurement requests. There is also still a heavy focus on projects utilizing federal funding (WIFA, ARPA) which tends to extend procurement timelines. In addition, the current labor market and supply chain constraints are requiring lengthier contractual negotiations resulting in extended timelines for some of our formal solicitation processes. For the second consecutive year, we have not met our target metric of 80 percent of formal solicitations completed within 120 days. ACCOMPLISHMENTS • • • Review and formalize policies and update Procurement Guidelines. Successfully rolled out expanded Eprocurement functionality by deploying Bonfire Vendor Performance Surveys. This was an initiative established last year to enhance contract and vendor management to improve procurement effectiveness and performance. The monthly Procurement Newsletter has been in publication for 18 months now. Reader feedback has been favorable indicating the topics selected add value to the department staff who interact with the Procurement division. Now offering Procurement 101 Trainings quarterly through PSEU. By providing this class on a recurring basis, we are able to train new employees on the fundamental principles that govern public sector procurement and reduce the city’s overall financial risk from procurement violations. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Percent of Formal Solicitations awarded within 120 days Compliance with Procurement Code # of Protests Received/Sustained Actual FY 2021 Actual FY 2022 Estimated FY 2023 Target FY 2024 76.0% 75.0% 80.0% 80.0% Yes Yes Yes Yes 0/0 0/0 0/0 0/0 144 Financial Services PURPOSE INITIATIVES To provide accurate and timely financial information that complies with Generally Accepted Accounting Principles, and to ensure responsible management of public funds. • • ACCOMPLISHMENTS • • • • • Standard & Poor’s upgraded the City’s Water and Wastewater Revenue Bond rating from AA to AA+. Received a clean audit opinion and the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 37th consecutive year. Refunded all remaining MDA Bonds achieving savings of nearly $1 million in future debt service costs. Received the GFOA Certificate of Excellence for the City’s PAFR. • • Achieve a clean audit opinion and receive the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 38th 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 Continue to improve Police and Fire pension funded status with goal of being fully funded before 2030. BUDGET NOTES There were no major impacts on the budget. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the division PERFORMANCE MEASURES Bond ratings for general obligation bonds: - Standard & Poor's - Moody's Investor Services - Fitch Ratings Bond ratings for water/wastewater revenue bonds: - Standard & Poor's - Moody's Investor Services - Fitch Ratings Compliance with the Principles of Sound Financial Management Received "clean" audit opinion from independent CPA firm Compliance with Investment Policy Compliance with Debt Policy Percent of vendor invoices paid within 30 days of invoice date Percent of A/P payments made electronically Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 AA+ Aa1 AAA AA+ Aaa AAA AA+ Aaa AAA AA+ Aaa AAA AA Aa2 AA AA+ Aa2 AA AA+ Aa2 AA AA+ Aa2 AA Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 85.38% 87.73% 87.0% 87.0% 53.02% 63.17% 65.0% 65.0% 145 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. • Self-Service – SilverBlaze online request to start and stop utility services. • Remaining phases of the One-Stop Payment Solution. • Technology improvements: • NorthStar/mCare update • Neptune 360 update and transition to cloud support • 8X8 telephone (IVR) solution • Miscellaneous Account Receivable (MAR) transition to PeopleSoft • Advanced Metering Infrastructure (AMI) Consulting ACCOMPLISHMENTS • • • • Transition of Lockbox Services from CDS Global to JP Morgan Chase. Completion of iNovah upgrade introducing ‘chip and pin’ technology for more secure transactions. Complete the call center renovation to improve flow, aesthetics, and comfort for the CSRs. Replace payment processors for Permitting (Accela) and Business License (Citizenserve) operations. 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 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 60,552 61,020 61,492 62,000 99.6% 99.7% 99.8% 99.8% 67,137 6.0% 38.1% 79% 68,326 4.0% 41.7% 79% 69,516 4.0% 45.0% 81% 70,706 5.0% 48.5% 83% $0.2M $0.7M $0.8M $0.85M 99.9% 30.0% 99.9% 32.0% 100% 35.0% 100% 37.0% 57,452 10.0% 2:01 5:51 61,824 13.0% 2:52 6:00 62,630 9.0% 2:00 5:30 64,000 9.0% 1:00 4:00 146 Management & Budget PURPOSE INITIATIVES To ensure Peoria’s long-term financial viability by adhering to industry best practices and the city’s own Principles of Sound Financial Management, and leading a resultdriven budget process grounded on accurate forecasts of revenues and expenditures. • • • ACCOMPLISHMENTS • • • • • • Receive the GFOA Distinguished Budget Presentation Award for the 30th consecutive year. Continue to implement changes and updates to Questica as needed. Assist with implementation of new finance enterprise resource management system. BUDGET NOTES Received the GFOA Distinguished Budget Presentation Award for the 29th consecutive year. Maintained Aaa rating for general obligation bonds, the highest rating possible. Assisted Finance with the ERP needs assessment. Enhanced Questica budget reports. Provided additional budget briefings for new Mayor and Councilmembers. Coordinated and completed the utility rate update for water, wastewater, and solid waste. 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 Maintain a (+-) 3.0 percent variance in budget forecasts from the original forecast (September) to the final forecast (March Study Session). Maintain a (+-) 3.0 percent variance in revenue forecasts from the original forecast (September) to the final forecast (March Study Session). Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 -2.94% -0.25% -1.15% <3.0% -9.32% +1.57% -0.29% <3.0% 147 148 Operating Budget Summary Fire-Medical Personal Services FY21 Actual $32,716,145 FY22 Actual $35,752,894 FY23 Budget $36,821,066 FY23 YTD $35,338,207 FY24 Budget $42,010,211 Pct Chg 14.09% Contractual Services $4,838,939 $5,574,185 $5,713,363 $5,826,457 $6,198,906 8.50% Commodities $1,380,459 $1,824,247 $1,711,556 $2,242,151 $2,027,726 18.47% Capital Outlay $95,424 $48,734 $80,000 $113,069 $0 (100.00%) $39,030,966 $43,200,060 $44,325,985 $43,519,884 $50,236,843 13.33% Expenditures by Category Total Expenditures Fire Admin FY21 Actual $1,353,384 FY22 Actual $1,586,275 FY23 Budget $1,609,608 FY23 YTD $1,473,733 FY24 Budget $1,621,653 Pct Chg .75% Fire Prevention $1,196,170 $1,071,581 $1,330,912 $991,656 $1,488,624 11.85% Fire Support Services $1,235,518 $1,299,777 $1,349,817 $1,804,438 $1,214,249 (10.04%) Emergency Medical Services $1,188,723 $1,033,198 $1,548,037 $1,564,231 $1,720,640 11.15% Fire Training $484,640 $572,126 $592,820 $694,941 $818,646 38.09% Emergency Management $237,837 $269,611 $287,381 $278,195 $295,834 2.94% Fire Operations $27,799,530 $30,876,174 $30,578,249 $30,986,573 $35,100,119 14.79% Ambulance Operations $5,390,143 $6,338,431 $6,870,145 $5,641,580 $7,914,028 15.19% Smart & Safe AZ - Fire $0 $0 $54,086 $0 $0 (100.00%) Tohono O'Odham Grant $15,096 $10,125 $0 $20,515 $0 .00% Homeland Security Grant $89,931 $108,831 $94,730 $29,959 $57,950 (38.83%) Community Paramedicine IGA $24,693 $20,757 $0 $28,112 $0 .00% Vol Firefighter Pension Trust $15,300 $13,175 $10,200 $5,950 $5,100 (50.00%) $39,030,966 $43,200,060 $44,325,985 $43,519,884 $50,236,843 13.33% Expenditures by Division Total Expenditures 149 150 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 staff consists of 241 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, Emergency Management, Emergency Medical Services, and Emergency Medical Transportation Services. Each division maintains a budget, performance measures, and is overseen by an Assistant Fire Chief, who reports directly to the Fire Chief. Funding comes from the general fund, grants, impact fees, 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 FIREMEDICAL CHIEF Administrative/ Support Services Administration Division Support Services Division Fire Prevention/ Emergency Management Operations/ Training Operations Division Public Relations Training Division Fire Prevention Division Public Education 151 Emergency Management Division Emergency 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 procurement in order to ensure the efficient daily operations of the Fire-Medical Department. • • • • • • ACCOMPLISHMENTS • • • • • • Grant application submitted for air compressor replacement at Stations 191 and 195. Begin design of Station 193 remodel. Evaluation of refresh projects at Stations 196 and 197 slated to begin in fiscal year 2024. Begin construction of the Gene Mason Memorial located at Fire Station 191. Complete data analysis for the placement of future fire station 198 in the northern section of the city. Continue to seek grant opportunities for replacement of equipment. 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 an apparatus bay. Initiated design of the Gene Mason Memorial located at Station 191. Performed needs assessment and started design of Station 1 remodel Began site selection process for Fire Station 198, located in the northwest portion of Peoria. Entered into agreement for the acquisition of two frontline replacement fire engines. The department sworn personnel were affected by COVID throughout the pandemic. Firefighters testing positive led to necessary increased coverage from those not affected by the virus. Overtime hours have decreased this fiscal year. The increased overtime personnel cost last fiscal year was offset by delaying some equipment replacement and supplies. Equipment and supply availability still face market shortages. Inflation continues to effect the department budget as the cost of goods and services increase. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Ensure operations fleet is in service 98.0% of total service hours annually. 98.0% 98.0% >98.0% >98.0% 152 Operations and Training PURPOSE INITIATIVES The Peoria Fire-Medical Department’s Operations and Training Divisions provide fire protection, technical rescue, hazardous material emergency responses, and fire/rescue boat operations. The Operations Division currently staffs seven front-line fire engines, three reserve fire engines, two ladder trucks with fire support and technical rescue capabilities (i.e. swift water, trench, confined space, and high angle rescue), two ladder tenders, one technical rescue support truck, two types of brush trucks, one hazardous materials technical rescue truck, two Battalion Command vehicles, one fireboat, and one 6x6 Utility Terrain Vehicle. The divisions are responsible for the coordination of fire suppression and rescue training, employee professional development and continuing education, in addition to supervisory and managerial development to all field personnel. • • • • • BUDGET NOTES Grant applications have been submitted, along with supplemental requests for funds to address equipment and training needs. The cost of goods and services continue to increase due to inflation. The cost of replacement vehicles has increased by 50% from the previous purchase price. The replacement vehicles currently have a minimum of a two-year delivery date. The delayed delivery date will increase repair and maintenance costs in order to keep the current vehicles operational. ACCOMPLISHMENTS • • Implement additional specialty training classes. Research new and improved firefighter safety equipment. Analysis of replacement cost of vehicle and equipment. Evaluate projected life cycle of vehicle and equipment replacement. Refresh interior of four stations that are approaching twenty years in age. Hired 15 additional firefighters mid-year (9 Rovers & 6 Paramedics) to decrease overtime pressures. Implemented new process to track training hours to improve assessment of training needs. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Total response time of first arriving unit for fire suppression incident is 7:00 minutes or less from time of call 90.0% of the time 82.0% 90.0% 90.0% 90.0% ISO Standards require 220 hours of training in multiple disciplines. 100% 100% 100% 100% 153 Fire Prevention and Emergency Management PURPOSE ACCOMPLISHMENTS (continued) The Peoria Fire-Medical Department’s Fire Prevention Division provides 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 directs emergency preparedness, homeland security programming, maintains contracts with Maricopa County and the State of Arizona to coordinate development of Peoria’s Emergency Operation Plan, Hazard Mitigation Plan, Flood Control Response Plan and the Community Wildfire Mitigation Plan. Emergency Management also conducts emergency preparedness exercises with City staff to improve citywide preparedness and response. It also maintains mandatory National Incident Management System (NIMS) training records for all employees. • • INITIATIVES • • • • • • ACCOMPLISHMENTS • • Scheduled throughout the year for visits to schools to teach fire safety, CPR and first aid. Coordinated and managed emergency shelter site for residents effected by monsoon power loss event. 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 inspector to level four investigator through IAAI. Perform space need analysis of Emergency Operations Center. Review and update the City’s Emergency Operations Plan (EOP). Review and update City’s Hazard Mitigation plan. 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 need for inspections has returned to prepandemic levels. Current staff is challenged to meet the annual inspection demand. Required fire prevention training costs have increased due to inflation. Emergency management training and software costs have increased as well. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Inspect 100% of occupied businesses annually 80% 80% 80% 100% Fire plan review average turnaround time (days) 10.5 10.5 10.5 10 154 Emergency Medical and Emergency Transportation PURPOSE ACCOMPLISHMENTS (continued) The Peoria Fire-Medical Department’s Emergency Medical and Emergency Transportation Services Divisions manage emergency medical supply acquisition, emergency medical services training, maintaining certification requirements, emergency ambulance transportation coordination, deployment of city-operated emergency ambulance services, and emergency ambulance transportation contracts with outside vendors. They also coordinate the response activities for 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 • • • • ACCOMPLISHMENTS • • • Ambulance transports increased to 9,833, an increase from 8,340 transports the previous year. Hired a third billing specialist and a dedicated payment processor. Billing staff achieved Certified Ambulance Coder Certifications. Analyze the addition of reserve rescues. Analyze the need for additional billing staff due to increased transports. Continue to expand the scope and reach of the Community Paramedicine Program. Adopt current medical resuscitation models to improve patient outcomes. BUDGET NOTES Purchased sixth full-time ambulances. Utilized allocated ARPA funds for a full time Peoria resident Community Paramedicine Program. Thirteen firefighters completed paramedic school. The budget is challenged by scarcity of commodities and equipment, and associated inflation costs. 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 2021 Actual FY 2022 Estimate FY2023 Total Call Volume 20,088 19,928 20,008 20,008 Advanced Life Support (ALS) Call Volume 11,792 12,976 12,384 12,384 Basic Life Support (BLS) Call Volume 7,603 6,952 7,277 7,277 155 Estimate FY2024 156 Operating Budget Summary Human Resources Personal Services FY21 Actual $2,357,781 FY22 Actual $2,285,739 FY23 Budget $2,779,008 FY23 YTD $2,394,205 FY24 Budget $3,093,122 Pct Chg 11.30% Contractual Services $24,585,193 $23,017,577 $27,327,268 $21,329,192 $27,762,683 1.59% $46,220 $76,660 $79,750 $55,265 $81,250 1.88% $26,989,194 $25,379,976 $30,186,026 $23,778,663 $30,937,055 2.49% Expenditures by Category Commodities Total Expenditures Human Resources FY21 Actual $3,339,046 FY22 Actual $3,608,490 FY23 Budget $4,485,609 FY23 YTD $4,023,426 FY24 Budget $5,135,786 Pct Chg 14.49% Workers Compensation Self-Insurance $2,900,009 $1,696,631 $3,018,000 $1,852,873 $2,423,000 (19.72%) Employee Benefits - Health $19,663,439 $18,970,446 $21,378,825 $16,745,136 $22,080,269 3.28% Employee Benefits - Dental/Vision $1,084,485 $1,103,660 $1,290,000 $1,151,899 $1,290,000 .00% $2,216 $750 $13,592 $5,329 $8,000 (41.14%) $26,989,194 $25,379,976 $30,186,026 $23,778,663 $30,937,055 2.49% Expenditures by Division Employee Event Fund Total Expenditures 157 158 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 Employee & Labor Relations Recruitment & Workforce Programs Benefits/HR Systems Classification & Compensation Employee Relations Recruitment Self-Funded Benefits Administration Time System Labor Relations Education & Training Development Self-Funded Workers' Compensation Administration Employee/Public Records Safety Disability Management Wellness HR Systems 159 Human Resources PURPOSE ACCOMPLISHMENTS (continued) The City of Peoria Human Resources department is a business partner, continually working with city departments to help them achieve their primary directive. We are focused on delivering exceptional customer service and expert human resources consultation with collaboration, compassion and commitment. We seek to provide superior public service in benefits, classification and compensation, recruitment, training, employee and labor relations, safety, wellness, and employee development. • • • ACCOMPLISHMENTS • • • • • • • • Received Platinum level of the Healthy Arizona Worksites Program (HAWP) for the sixth year in a row. Peoria is one of 61 public and private organizations throughout Arizona to reach the highest level of the program. Held 95 wellness events (screenings, seminars, vaccine clinics, Wellness Expo, etc.). Hosted 121 in-person and 1000+ online employee development opportunities through the Learning Management System. Enhanced recruitment processes to assist departments in maintaining regulatory and retention requirements, resulting in reduced risk to the City. Partnered with the Neighborhood and Human Services department to develop a competitive wage scale and retention initiatives for seasonal and salaried staff. Collaboration with the Fire-Medical department and implemented the Firefighter Cancer Screening pilot program, resulting in 50 sworn fire personnel enrolling in the program. Renewed the Public Entity Partnership Program (PEPP) with the Arizona Department of Occupational Health and Safety (ADOSH). Peoria is one of 12 PEPP-certified government agencies in Arizona. Expanded the Functional Movement program to eight additional work groups, for a total of 11 work groups involved in the program. • • • • • • 160 Implemented Deciphering the Code for supervisors and above, a series of trainings focused on recognizing and preventing harassment, discrimination, and retaliation in the workplace. Of the 236 possible participants, 225 (95.34 percent) have completed the program. The remaining 4.66 percent are expected to complete the trainings by the end of FY2023. Expanded the Functional Movement program to eight additional work groups, for a total of 11 work groups involved in the program. Installed three (three) additional Wellness chairs/kiosks to promote employee health and wellness, for five (5) chairs/kiosks located at various city work sites. Successfully negotiated a two year agreement with the PFFA (Peoria Firefighter Association). Resolved all labor relation issues, resulting in zero formal labor group grievances in 2022. Completed a competitive selection process for Workers’ Compensation Broker, Occupational Health, Flexible Spending, and COBRA service providers. Conducted a survey of nine (9) neighboring municipalities regarding employee benefit programs. Analyzed results and compared with Peoria benefits to ensure competitiveness. Successfully conducted a competitive selection process for a short-term disability provider and health plan third party administrator/healthcare provider network. Facilitated and successfully completed the executive recruitment and onboarding of three department directors: Fire Chief, ACLS Director, OC Director. Human Resources INITIATIVES • • • • • • • • Apply for the Voluntary Protection Program (VPP) with ADOSH on behalf of the Finance department. Implement the Volunteer Tracking module in ADP. Develop additional training opportunities for supervisors and managers. Implement an extended onboarding of the STAR (Satisfaction Tracking and Retention) program for newly hired employees. Explore opportunities to increase efficiencies and automate existing processes through technology. Increase participation in the Firefighter Cancer Screening program by 25.0 percent. Successfully meet and confer with PPOA (Peoria Police Officers Association), reaching an agreement that is competitive, sustainable, and meets the needs of employees and the organization. Conduct an employee engagement survey and secure a 30.0 percent response rate. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Percentage of new hires and competitively selected probationary employees that pass probation Percentage of employees that voluntarily leave and would recommend the city as a place of employment Number of in-person learning opportunities provided to employees* Number of wellness activities/events provided to employees** Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 91.0% 78.0% 90.0% 90.0% 97.0% 94.5% 92.0% 92.0% 78 58 102 80 N/A 70 103 80 *Due to COVID and the reduction of in-person training in FY21, carryover funds were utilized in FY22 for additional in-person learning opportunities. **Includes live and virtual options due to the COVID-19 pandemic 161 162 Operating Budget Summary Information Technology Personal Services FY21 Actual $4,760,334 FY22 Actual $5,297,973 FY23 Budget $6,284,419 FY23 YTD $3,965,095 FY24 Budget $6,794,972 Pct Chg 8.12% Contractual Services $5,334,281 $5,334,384 $7,038,551 $4,514,721 $7,097,305 .83% Commodities $1,189,548 $604,772 $1,057,255 $221,655 $3,585,881 239.17% Capital Outlay $235,212 $54,727 $454,118 $0 $211,750 (53.37%) $8,701,471 $17,689,908 19.25% Expenditures by Category Total Expenditures $11,519,375 $11,291,856 $14,834,343 FY21 Actual $9,255,383 FY22 Actual $9,976,492 FY23 Budget $12,826,498 FY23 YTD $7,972,109 FY24 Budget $15,699,490 Pct Chg 22.40% Radio System Operations $880,258 $745,654 $981,892 $575,155 $1,189,631 21.16% Res For System Comp Eqt $225,788 $45,526 $154,068 $0 $160,000 3.85% Res For Personal Comp Eqt $921,783 $466,594 $841,885 $154,208 $610,787 (27.45%) IT Projects $236,162 $57,589 $30,000 $0 $30,000 .00% $8,701,471 $17,689,908 19.25% Expenditures by Division IT Operations Total Expenditures $11,519,375 $11,291,856 $14,834,343 163 164 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 Asset Management Infrastructure Information Services (GIS) Security Radio Support Business Analysis 165 Administration PURPOSE ACCOMPLISHMENTS (continued) To provide leadership and operational support for the Information Technology Department while also providing project management, asset and vendor management, and security services to City departments for all technology driven initiatives. • ACCOMPLISHMENTS • • • • • • • • • • Implemented new security solutions to better protect City resources. Expanded two-form factor authentication across the enterprise and Microsoft 365. INITIATIVES Under budget for FY2022. Identified and funded enhancements of customer systems, advancing the use of technology and enterprise applications. Implemented new asset management tracking and reporting system. Negotiated new Microsoft Enterprise Agreement (EA). Improved security posture of web applications by expanding the implementation of the web application firewall. Implemented advanced management and protection across all endpoints. Implemented 24/7/365 managed detection and response and intrusion detection. • • • • • • Enhance the IT Asset Management process. Continue providing professional project management to City departments. Update administrative procedures and policies and define and review criteria. Establish a citywide data governance program to facilitate data initiatives. Pilot digital signage in key City locations. Assess baseline security controls of IT systems, software, and networks against security industry benchmarks. Implement additional information security training and define bi-annual campaigns. Implement risk register for security compliance and audit. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Stayed within budgeted expenses 100% 100% 100% 100% Cost optimization for renewing technology products and services 95.0% 98.0% 98.0% 98.0% Citywide security awareness and training N/A* N/A 65.0% 75.0% PERFORMANCE MEASURES *New security awareness training solution implemented in FY23. 166 Operations PURPOSE INITIATIVES To provide operational services including service desk support, network infrastructure, engineering, systems administration, and radio support. • ACCOMPLISHMENTS • • • • • • • • • • • Upgraded data center storage, core network and compute solutions. Initial data center infrastructure in place for disaster recovery site. Improved the design and architecture of the network, server, security, active directory, microwave, SCADA, and Wi- Fi infrastructure. Maintained security and compliance on all infrastructure and personal computing devices. Implemented new and improved backup solution for City data. Continued security camera replacement program. Implemented new phone system citywide. Deployed and enhanced radio equipment. • • • • • • • 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. Improve fiber communications for both City and SCADA sites. New disaster recovery network capabilities. Improve automation for active directory account management. Implement and enhance desktop productivity features from the new Microsoft Enterprise Agreement (EA). Establish documented baselines for critical infrastructure. Automate patching, software updates and imaging process. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Total uptime of infrastructure systems 99.0% 99.0% 99.0% 99.0% Service Desk Tier 1 resolution rate – calls are resolved at the Tier 1 level 51.0% 70.0% 80.0% 80.0% 167 Enterprise Applications PURPOSE ACCOMPLISHMENTS (continued) To provide enterprise and department level application and GIS support for all City departments. This includes system support for areas such as financials, permitting, work order and asset management, electronic document management, public safety and justice, library, utility billing, cashiering, and utilities systems. • ACCOMPLISHMENTS • • INITIATIVES • • • • • • • • Application upgrades successfully completed for several systems including utility billing and work orders, enterprise asset management, GIS servers and software, computer aided dispatch (CAD), and staffing for Police and Fire. Continued in the automation of manual processes to improve workflows. Initial phase of CRM implementation. Upgraded server operating systems and databases approaching end of life. Developed a roadmap for enterprise applications determining on premise or cloud-hosted solution. Expanded use of enterprise licenses, including GIS Indoors. • • • • • • Prepared data and reports for business intelligence and data initiative. Initial application process mapping and documentation. Integrated business analysts into the applications workgroups. Continued implementation of integrated payment portal. Expanded mobility within applications. Expand business intelligence and data initiative, working to create data dictionary, and facilitate integrated reporting. Upgrade and migrate meter-reading system to the cloud. Move the permitting system to a cloudhosted platform. Expand application process mapping and documentation to include the configuration management database (CMDB). Continue implementation of integrated payment portal. Phase II of CRM implementation. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Completion of strategic applications roadmap 75.0% 75.0% 100% 100% Preventive maintenance – identify and maintain a preventive maintenance and upgrade cycle for all supported applications 0.0% 50.0% Tier 1 & 2 completion 80.0% Tier 1 & 2 completion 90.0% Tier 1 & 2 completion Percentage of known reports identified to convert for Business Intelligence 0.0% 0.0% 35.0% 75.0% 168 Operating Budget Summary Leadership and Management Personal Services FY21 Actual $3,263,233 FY22 Actual $3,349,576 FY23 Budget $3,788,570 FY23 YTD $3,463,071 FY24 Budget $3,975,393 Pct Chg 4.93% Contractual Services $589,635 $715,176 $927,411 $644,760 $1,195,159 28.87% Commodities $21,813 $26,077 $72,129 $28,535 $82,895 14.93% $3,874,681 $4,090,829 $4,788,110 $4,136,366 $5,253,447 9.72% City Manager's Office FY21 Actual $2,855,000 FY22 Actual $3,131,201 FY23 Budget $3,414,309 FY23 YTD $3,002,711 FY24 Budget $3,750,600 Pct Chg 9.85% Governmental Affairs $477,207 $518,551 $566,242 $611,670 $894,681 58.00% Office of Real Estate Development $542,474 $441,078 $580,939 $486,479 $0 (100.00%) $0 $0 $226,620 $35,506 $608,166 168.36% $3,874,681 $4,090,829 $4,788,110 $4,136,366 $5,253,447 9.72% Expenditures by Category Total Expenditures Expenditures by Division Office of Innovation Total Expenditures 169 170 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 Henry Darwin City Manager Jennifer Siguenza Internal Controls Program Manager Brenda Urias Management Assistant to the City Manager Brandon Urness Mayor's Chief of Staff Austin Roe Council Assistant to the Mayor Thomas Adkins Intergovernmental Affairs Director Rick Buss Assistant City Manager Emily Webb Intergovernmental Affairs Coordinator Christine Nickel Director Human Resources Sharon Roberson Strategic Initiatives Manager Terri Smith Council Assistant Scott Kurish Director Office of Continuous Innovation Daniel Murillo Council Assistant Irene Charlez Council Assistant Kevin Burke Deputy City Manager Mike Faust Deputy City Manager Vacant Executive Assistant 171 Travis Cutright Deputy City Manager Office of City Management PURPOSE INITIATIVES To implement and support Council priorities and provide management direction and leadership of the organization in a fair, transparent, and accountable manner. The office aligns municipal service delivery with community needs, council priorities, and organizational goals. • • Continue to lead economic development efforts to revitalize Downtown, P83 and the Vistancia Commercial Core. Work with Arizona State University, Huntington, Maricopa County Community Colleges and PUSD to support education initiatives. Continue to lead projects aligned with Council’s livability goals. ACCOMPLISHMENTS • • BUDGET NOTES • • • Professional credentialing of all eligible departments. Partnership with Arizona State University’s School of Sustainability for the Project Cities initiative. Implementation of Citizen Relationship Management System across City departments. Led citywide initiatives, resulting in progress toward all seven Council livability goals. 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 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 4 4 4 4 Meet community needs, council priorities, and organizational goals through efficient and effective service delivery. Measured through percent of citizen inquiries responded to or acted upon within two business days. 99.0% 100% 100% 100% Recognition of budget excellence by Government Finance Officers Association Receive GFOA Distinguished Budget Award. Yes Yes Yes Yes Conduct transparent review of City’s financial position and pass independent audit of Comprehensive Annual Financial Report. Yes Yes Yes Yes PERFORMANCE MEASURES Professional credentialing of all eligible departments. 172 Operating Budget Summary Mayor and Council Personal Services FY21 Actual $417,928 FY22 Actual $429,222 FY23 Budget $496,526 FY23 YTD $322,541 FY24 Budget $471,959 Pct Chg (4.95%) Contractual Services $302,110 $364,937 $406,125 $332,770 $431,923 6.35% Commodities $10,335 $20,838 $8,800 $7,310 $8,800 .00% $730,373 $814,998 $911,451 $662,621 $912,682 .14% Mayor & City Council FY21 Actual $730,373 FY22 Actual $814,998 FY23 Budget $911,451 FY23 YTD $662,621 FY24 Budget $912,682 Pct Chg .14% Total Expenditures $730,373 $814,998 $911,451 $662,621 $912,682 .14% Expenditures by Category Total Expenditures Expenditures by Division 173 174 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. Mayor and City Council | City of Peoria (peoriaaz.gov) 175 176 Operating Budget Summary Municipal Court Personal Services FY21 Actual $1,745,196 FY22 Actual $1,898,535 FY23 Budget $2,339,021 FY23 YTD $1,545,987 FY24 Budget $2,634,688 Pct Chg 12.64% Contractual Services $521,345 $595,970 $594,663 $606,135 $596,133 .25% Commodities $48,340 $23,216 $24,680 $14,757 $20,457 (17.11%) Capital Outlay $0 $2,050 $0 $0 $0 .00% $2,314,881 $2,519,770 $2,958,364 $2,166,879 $3,251,278 9.90% FY21 Actual $2,193,520 FY22 Actual $2,414,169 FY23 Budget $2,784,478 FY23 YTD $2,048,900 FY24 Budget $3,067,062 Pct Chg 10.15% Ftg Trust Fund (Court) $22,376 $37,301 $0 $0 $0 .00% Municipal Court Enhancement Fd $98,985 $68,300 $173,886 $117,979 $184,216 5.94% $2,314,881 $2,519,770 $2,958,364 $2,166,879 $3,251,278 9.90% Expenditures by Category Total Expenditures Expenditures by Division Municipal Court Total Expenditures 177 178 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 Lead Judicial Assistant Court Supervisor Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant 179 Municipal Court PURPOSE ACCOMPLISHMENTS (continued) 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 • Refining and improving coordinated team efforts with Peoria Police and Phoenix Rescue Mission for defendants who are homeless, veterans, or need mental health services. • Implementation of new technologies and applications for court operations, accounting, bond processing, and data entry using the Arizona Supreme Court’s AJACS system. • Successful use of team building and group staff meetings to develop best practices and promote consistent customer service levels. • Meet all continuing judicial education requirements. • Successful rollout of new legislative changes in court offense tables and Peoria Police E-Citation hand-held devices. Maintain excellent lines of communication between judges and staff as to courtroom procedures and trial management. Efficient use of remote video and telephonic hearings and arraignments to streamline case handling and simplify defendant appearances. INITIATIVES • • • • Continue to optimize technology and revise customer service levels. Attain Budget request for additional pro tem judges to meet caseload demands. Maintain compliance with Arizona Supreme Court Minimum Accounting Standards as to financial and case data reporting. Continue to sustain the court’s reputation as a fair and just tribunal. LIVE PEORIA These icons indicate the Live Peoria goals addressed within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Percent of cases with customer service complaints Percent of cases adjudicated (Cases closed/Cases opened) Percent of cases referred to judicial commission Percent of qualified cases receiving court appointed counsel Percent of qualified cases receiving interpreter services for foreign languages and sign Language Percent of timely disbursements for bond refunds, restitution orders, fees to other government agencies and payment for services to vendors and jurors <1% <1% <1% <1% 130% 129% 128% 129% 0.0% 0.0% 0.0% 0.0% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 180 Operating Budget Summary Neighborhood & Human Services Personal Services FY21 Actual $4,656,215 FY22 Actual $5,948,902 FY23 Budget $7,353,546 FY23 YTD $7,596,264 FY24 Budget $9,182,196 Pct Chg 24.87% Contractual Services $3,015,221 $4,103,321 $8,155,017 $4,571,011 $7,156,584 (12.24%) Commodities $195,318 $266,978 $646,346 $696,268 $637,239 (1.41%) Capital Outlay $0 $15,123 $0 $33,867 $100,000 100.00% $7,866,754 $10,334,324 $16,154,909 $12,897,410 $17,076,019 5.70% Expenditures by Category Total Expenditures FY21 Actual $1,027,815 FY22 Actual $1,172,291 FY23 Budget $1,458,329 FY23 YTD $1,202,302 FY24 Budget $1,501,933 Pct Chg 2.99% Community Assistance $951,922 $946,639 $1,359,895 $710,526 $1,394,247 2.53% Community Engagement $211,571 $343,527 $679,223 $473,242 $623,131 (8.26%) $0 $0 $0 $0 $1,415,607 100.00% $623,053 $645,751 $684,899 $567,739 $809,354 18.17% $1,275,809 $680,609 $2,311,171 $1,859,411 $2,489,347 7.71% Little Learners Program $307,107 $245,775 $449,954 $402,651 $509,643 13.27% Summer Recreation Program $43,995 $67,258 $442,550 $56,713 $300,223 (32.16%) Summer Camp Program $355,986 $501,624 $976,791 $557,859 $1,102,219 12.84% Active Adult Program $130,651 $169,192 $225,109 $203,882 $242,138 7.56% Adaptive Recreation Program $126,331 $178,361 $209,632 $182,315 $335,086 59.84% Teen Program $64,782 $85,052 $253,672 $107,006 $260,923 2.86% $1,071,966 $1,021,907 $1,051,583 $1,053,962 $1,164,974 10.78% $0 $173,907 $853,182 $29,574 $886,639 3.92% $1,241,032 $1,893,965 $2,205,663 $804,121 $1,870,557 (15.19%) $434,733 $534,341 $713,256 $577,489 $857,267 20.19% Opioid Settlement $0 $0 $0 $0 $350,094 100.00% AM/PM Program (Federal Grant) $0 $1,247,761 $2,005,000 $3,234,150 $677,362 (66.22%) Lil' Learners (Federal Grant) $0 $191,542 $110,000 $284,651 $105,108 (4.45%) Summer Camp $0 $234,824 $165,000 $589,815 $180,167 9.19% $7,866,754 $10,334,324 $16,154,909 $12,897,410 $17,076,019 5.70% Expenditures by Division Code Compliance Business Services NHS Administration Am/Pm Program Community Center Home Grant Comm Dev Block Grant Adult Day Prg Grant Total Expenditures 181 182 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 Code Compliance Community Engagement Youth Programs 183 Business Services Business Services PURPOSE INITIATIVES Business Services provides support to the Neighborhood and Human Services Department, the Parks and Recreation 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, customer service, budgetary oversight, and overall administrative support, as needed. • • • ACCOMPLISHMENTS • • • • Championed part-time non-benefitted market wage study and overhaul of part- time pay plan to support Peoria as an employer of choice. Implemented employee incentive pay structure related to Workforce Stabilization grants from the Department of Economic Security (DES). Provided project management assistance and oversight related to Childcare Stabilization grant funding from DES. Developed and implemented workforce hiring strategies to assist with staffing shortages. Update and create manuals and guiding documents for departmental staff, including onboarding and recruiting manuals for benefitted employees. Continue to assist staff and implement creative strategies to help overcome recruiting challenges for part-time nonbenefitted positions that support program offerings. Support process for successful accomplishment of Commission for Accreditation of Park and Recreation Agencies (CAPRA) re-accreditation in 2025 for the Parks and Recreation Department. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 HR related actions in ADP New accounts created for recreation and childcare programs (in PerfectMind) Total registrations for recreation, parks and childcare programs 1,039 1,160 1,500 1,500 8,491 6,942 7,000 7,500 16,016 18,820 24,000 30,000 184 Community Assistance PURPOSE INITIATIVES The purpose of the Community Assistance Division is to provide programs and services to residents, neighborhoods, and non-profit partners to enhance the quality of life in Peoria. • • ACCOMPLISHMENTS • • • • • Initiated 17 projects and activities utilizing American Rescue Plan Act (ARPA) funding. Expanded community engagement program efforts and received a nationally recognized award for the Block Party Program. Increased community 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 including encampments. Administered contracts for homeless navigation and shelter services resulting in engagements with 320 individuals and placement of 95 individuals in shelter or supportive housing. • • • Oversee implementation, reporting and monitoring of $21M American Rescue Plan Act (ARPA) funding. Continue oversight of multidepartmental homeless task force and organize Homeless Outreach Provider Events (HOPE). Implement additional homeless shelter opportunities, including an Interfaith Homeless Emergency Lodging Program (I- HELP) shelter model. Continue implementation of outreach programs and/or services to reach the City’s vulnerable populations. Continue outreach to traditional neighborhoods to increase knowledge and use of available programs such as Tool Lending and Neighborhood Grants. 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 Actual FY 2022 Estimate FY 2023 Target FY2024 Number of community engagement and outreach activities or projects performed. 26 63 73 80 Number of residents served through community engagement and outreach activities. 2,527 4,721 6,500 7,500 Residents served through community assistance programs and non-profit partners at the Community Assistance Resource Center 2,240 2,441 2,500 2,500 PERFORMANCE MEASURES 185 Family & Youth Services - Active Adults PURPOSE INITIATIVES To provide meaningful leisure opportunities that sustain lifelong interests, introduce new activities, and increase socialization that enhances quality of life. • • ACCOMPLISHMENTS • • • • Continued partnership with Silver Sneakers, Optum/Renew Fitness, and Silver & Fit insurance fitness coverage. Over 180 individuals have taken advantage of these insurance programs. Achieved the return to full participant capacity with special events, post- pandemic. Resumed all programs, events, and trips in the last quarter of FY22, continuing to current year. Introduce alternative and offsite classes to expand lifelong learning opportunities. Collaborate with Arizona State University and other agencies to provide resources and educational opportunities. Establish an Active Adult Scholarship Program for seniors with limited income. BUDGET NOTES • • Experiencing increased costs for transportation, fuel, venues, and admissions. Tracking of participation has changed to a “per participant per activity” (duplicated) methodology from an unduplicated count of participants using services for any activity. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Active adult participation 1,759 12,594** 13,000 14,000 Satisfaction surveys rated above average to excellent N/A* N/A* 95.0% 95.0% PERFORMANCE MEASURES *Survey was not conducted in FY21 or FY22 **See Budget Notes Section for change in tracking methodology 186 Code Compliance PURPOSE INITIATIVES The purpose of the Code Compliance Division is to implement the City’s adopted ordinances and provide educational outreach by assisting communities to maintain safe and healthy neighborhoods. • • ACCOMPLISHMENTS • • • • • • • • • Opened 8,701 code compliance cases. Addressed 11,591 city code violations. Resolved public health and safety violations on two structures via enhanced abatement program. Abated 358 graffiti tags (39,032 ft²). Awarded Neighborhoods USA (NUSA) First Place in the Best Neighborhood Program – Physical Revitalization/ Beautification category for the Code talk educational video series. Facilitated six residential property cleanups with our volunteer groups. Collaborated with the Ad Hoc Code Subcommittee on code amendments. • 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. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Percentage of code violation cases resolved through: - Voluntary compliance - Compliance via judicial and abatement process 97.35% 2.63% 98.5% 1.5% 96.0% 4.0% 96.0% 4.0% 187 Family and Youth Services – AM/PM PURPOSE INITIATIVES 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. • • ACCOMPLISHMENTS • • • • Awarded $7.5M Child Care Stabilization Grant funds from the Department of Economic Security (DES) to offset the expenditures for the AM/PM Program. Utilized DES Child Care Stabilization Grant funds to implement wage increases, retention bonuses, and hiring incentives for childcare staff resulting in an increased retention rate of 80.0 percent over 12 months for part-time non- benefited staff. Developed and implemented programming objectives that targeted cultural sensitivity and awareness, physical wellness, and educational enrichment. • • Maintain improved retention rates for parttime non-benefited staff through long-term strategies such as increased part-time wages and increased training opportunities. Begin the Arizona Center for After School Excellence Pathway to Accreditations with the intent for all programs to receive accreditations by the end of FY24. Implement and refine Standard Operating Procedures (SOPs). Evaluate social emotional learning and diversity, equity, and inclusion training effectiveness on quality programming surveys, quality assessments, and through observation. Develop and implement succession planning for part-time non-benefited employees for growth and future leadership opportunities in AM/PM programs. BUDGET NOTES Re-opening of programs was staggered throughout the year and affected revenues. Registrations increased, but the waitlist was not eliminated for open sites (22 of 23) until late January 2023. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 $1,238,030 $1,686,822 $1,834,739 $2,102,08 950 850 1,075 1,344 Waitlist (August / May) 130 / 59 1155 / 756 505 / 3 0/0 Average Weekly Attendance (AM/PM) 256 / 380 321 / 522 371 / 581 400 / 615 83.0% 82.0% 85.0% 85.0% PERFORMANCE MEASURES Revenue Registrations Satisfaction surveys rated above average to excellent 188 Family and Youth Services – Lil’ Learners PURPOSE INITIATIVES Lil’ Learners preschool is focused on providing a warm, welcoming and engaging early childhood environment for youth to succeed and prepare for kindergarten. • • ACCOMPLISHMENTS • • • • Embedded on-going Kindergarten readiness testing in programming. Received and expended allocated portions of the $7.5M Department of Economic Stabilization (DES) Child Care Stabilization Grant to offset program expenditures and renovate facility to provide additional staff workspace. Accepted into the First Things First Accreditation qualifying process, which is a part of the Quality First Accreditation program. Implement the First Things First, Quality First Accreditation process and take necessary steps to receive accreditation. Utilize grant funding to renovate facility by adding outdoor educational learning space and improve security. Document and refine Standard Operating Procedures (SOPs). BUDGET NOTES Current waitlist is due to facility capacity, not staff availability. During FY23, an increase in hiring and retention of staff has allowed the program to operate at full capacity. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 $223,444 $327,230 $437,446 $498,700 Registrations (Max # is 80) 54 64 79 80 Average Annual Weekly Attendance 47 57 78 78 PERFORMANCE MEASURES Revenue 189 Family and Youth Services – Summer Rec PURPOSE INITIATIVES Summer Rec focuses on providing a safe, enriching, and creative place for youth to grow, learn, and develop friendships during the summer months. This is a non-licensed program. • • • ACCOMPLISHMENTS • Implement new program model for summer 2024. Document and revise program Standard Operating Procedures (SOPs). Collect and track attendance and program survey data on new program model to monitor progress. BUDGET NOTES Developed a new program model providing flexible programming choices to meet the interests of participants. This new model focuses on providing unique enrichment experiences including sports, arts, STEM, cooking and more. Due to the current labor market, we have experienced a hiring shortage and staff retention challenges. The result of this has been a loss of revenue due to programming being placed on hold. The program will reopen in summer 2024. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Revenue $0 $0 $0 $28,800 Registrations 0 0 0 80 PERFORMANCE MEASURES 190 Family and Youth Services – Summer Camp PURPOSE INITIATIVES Summer Camp focuses on providing a safe, enriching, and creative space for youth to grow, learn, and develop friendships during the summer months. This is a licensed program through the Arizona Department of Health Services. • • ACCOMPLISHMENTS • • • • Re-introduced field trips to the program and maintained quality enrichment programming at each site. Integrated social emotional learning and diversity, equity, and inclusion training and education into program for both staff and participants. Implemented new accommodation processes including a Parent Inclusion Services Form and training and proactive resource materials available at sites. Collaborated with Peoria Unified School District on safety and security trainings for all staff and administration. • Evaluate social emotional learning and diversity, equity, and inclusion training effectiveness through quality programming surveys, quality assessments, and observation. Develop and implement succession planning for part-time non-benefited employees for future growth and leadership opportunities in our Summer Camp programs. Expanded the Summer Camp Preparedness Plan to include state and national best practices. BUDGET NOTES FY23 estimates reflect an increase in site space capacity. Summer Camp Registrations account for 10 weeks of care during the summer. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 $329,029 $526,697 $593,760 $828,000 Registrations 438 823 950 1,100 Average Annual Weekly Attendance 427 767 920 1,050 Satisfaction surveys rated above average to excellent 75.0% 72.0% 80.0% 85.0% PERFORMANCE MEASURES Revenue 191 Family & Youth Services - 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. • ACCOMPLISHMENTS • • • • • Competed in the 2022 Special Olympics USA Games in Orlando, Florida, including 24 athletes, partners, and coaches. “Time to Shine” Adaptive Theater Troupe performed High School Musical to two sold out shows at Peoria Center for the Performing Arts. Partnered with AZ Disabled Sports to offer a West Valley Veterans Day Cycle Ride. A total of 12 veterans participated in a cycle ride down Skunk Creek. 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. Research alternative sites for ongoing activities. BUDGET NOTES Tracking of participation has changed to a “per participant per activity” (duplicated) methodology from an unduplicated count of participants using services for any activity. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Satisfaction surveys rated above average to excellent 95.0% 90.0% 96.0% 96.0% Participation 3,500 5,014 15,000* 16,000 PERFORMANCE MEASURES *See Budget Notes Section for change in tracking methodology 192 Family & Youth Services - Teens PURPOSE INITIATIVES The Teen Program offers a variety of activities and events for teenagers and young adults. We specialize in creating activities that are engaging for teen, youth, and families, and provide the opportunity to meet new people. • • • ACCOMPLISHMENTS • • • • Developed a summer Leadership in Training (LIT) program for youth ages 15-17 years. Three (3) teens successfully completed this pilot program. Expanded the culinary program to include youth ages 9-11 years and family culinary classes. Offered an inclusive teen summer program at Vistancia Elementary School for up to 15 participants weekly. • Introduce alternative and offsite classes to expand lifelong learning opportunities. Cross promote citywide youth programs to offer inclusive and diverse youth and teen classes. Increase outdoor family orientated activities. Expand digital media programs to complete a showcase event. Introduce a home school outreach program to focus on enhancing curriculum in a community setting. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Participants Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 802 1,268 1,500 1,800 193 Family & Youth Services - 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. Valuable resources for the benefit of residents in need can be accessed through the Community Assistance Resource Center and additional partnering agencies. • ACCOMPLISHMENTS • • • Hosted Dr. Martin Luther King Jr. Day of Service event, which involved the community with service projects and provided opportunities to learn about volunteerism with the city and partner agencies. Increased both private and non-profit Community Center rentals. Continued as a wellness hub offering COVID-19 test-kits, vaccines, and boosters as well as • Increase marketing for rental opportunities and Resource Center providers. Expand summer programming for youth and teens. BUDGET NOTES During the pandemic (FY21), meals were offered to any senior with food insecurities. The program has now returned to pre-pandemic eligibility requirements. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Congregate Meals* Home Delivered Meals** Thursday Brown Bag Food Distribution Kids Café/Summer Meal Programs Family Event Attendance FY21 Actual FY22 Actual FY23 Estimate FY24 Target 12,416 40,733 4,052 6,681 42,737 4,448 13,500 36,000 4,500 14,000 35,000 4,600 5,977 1,290 1,400 1,500 693 908 1,000 1,100 *Congregate meal participants received delivered meals as the Community Center was closed in FY21. During FY22, participants were slow to return to in-person meals and delivery service was no longer available. ** Home delivered meal program went from accepting all applicants during the pandemic to requiring eligibility in FY23. 194 Family & Youth Services – DES/DDD Contracted Adaptive Programs PURPOSE INITIATIVES The City of Peoria has been a contracted provider for the Department of Economic Security, Division of Developmental Disabilities (DES/DDD) since 1987. Services offered include Day Treatment and Training Adults (DTA/DTT programs), 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. • • • ACCOMPLISHMENTS • • • Introduced a new Adult Day Program delivery of service to incorporate member choice for programming throughout the day. Achieved 100 percent on the new program standards from Center for Medicare/Medicaid Services (CMS) audit. Expanded teen summer program location to Vistancia Elementary School. This inclusive location had nine adaptive participants. Increase job opportunities for Group Supported Employment. Review and prepare the new DES/DDD Request for Qualified Vendors Application in order to implement a new agreement in March 2024. This contract provides the funding for the Adaptive Program to offer afterschool, summer, and adult day program services. Restructure day program positions to reflect increased job responsibilities and the new 2023 Center for Medicare/Medicaid Services standards. BUDGET NOTES Revenue is based on DES/DDD’s published reimbursement rate, which is contingent upon Arizona State budget appropriations. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Satisfaction surveys rated above average to excellent 90.0% 90.0% 90.0% 90.0% Number of participants 275 290 328 350 PERFORMANCE MEASURES 195 196 Operating Budget Summary Non-Departmental FY22 Actual $27,903,414 FY23 Budget Personal Services FY21 Actual $4,527,099 Contractual Services $3,756,579 Commodities Capital Outlay Expenditures by Category Total Expenditures FY24 Budget $0 FY23 YTD $420,141 $0 Pct Chg .00% $1,940,612 $7,699,410 $1,954,787 $2,010,262 (73.89%) $274,332 $258,584 $3,277,753 ($2,826) $2,302,045 (29.77%) $54,470 $1,256,375 $984,634 $192,702 $2,628,423 166.94% $8,612,480 $31,358,984 $11,961,797 $2,564,805 $6,940,730 (41.98%) FY21 Actual $4,290,761 FY22 Actual $25,826,076 FY23 Budget $970,631 FY23 YTD $997,894 FY24 Budget $981,299 Pct Chg 1.10% $1,294 $3,930 $0 $33,451 $0 .00% ARPA Grant $0 $3,519,775 $3,208,753 $0 $847,963 (73.57%) ARPA-Health & Social Services $0 $839,186 $3,208,753 $1,038,954 $2,233,045 (30.41%) ARPA-Healthy Work Environment $0 $1,086,017 $984,634 $409,086 $393,303 (60.06%) ARPA-Small Business Assistance $0 $0 $1,160,000 $0 $250,000 (78.45%) ARPA-Infrastructure $0 $0 $2,363,026 $0 $2,235,120 (5.41%) ARPA-Fire $2,231,805 $0 $0 $0 $0 .00% ARPA-Police $2,088,620 $0 $0 $0 $0 .00% $0 $84,000 $66,000 $85,419 $0 (100.00%) $8,612,480 $31,358,984 $11,961,797 $2,564,805 $6,940,730 (41.98%) Expenditures by Division Non-Departmental Gen Fund Capital Projects ARPA Grant General Total Expenditures 197 198 Operating Budget Summary Office of Communications Personal Services FY21 Actual $1,207,627 FY22 Actual $1,188,031 FY23 Budget $1,342,355 FY23 YTD $839,692 FY24 Budget $1,410,531 Pct Chg 5.08% Contractual Services $386,355 $512,168 $571,915 $412,542 $454,094 (20.60%) Commodities $71,928 $50,846 $34,348 $32,868 $34,348 .00% $1,665,910 $1,751,045 $1,948,618 $1,285,101 $1,898,973 (2.55%) FY21 Actual $1,169,696 FY22 Actual $1,302,070 FY23 Budget $1,433,153 FY23 YTD $904,417 FY24 Budget $1,384,056 Pct Chg (3.43%) $496,214 $448,975 $515,465 $380,685 $514,917 (.11%) $1,665,910 $1,751,045 $1,948,618 $1,285,101 $1,898,973 (2.55%) Expenditures by Category Total Expenditures Expenditures by Division Public Information Office Digital Media Total Expenditures 199 200 OFFICE OF COMMUNICATIONS DEPARTMENT MISSION The Office of Communications (OC) proactively communicates engaging information to residents, customers and, employees. The department provides useful municipal information to residents, helps foster community pride, and develops a sense of organizational pride among employees. The department’s key target audiences include Peoria residents and businesses, city departments, elected officials, and members of the media and visitors. DEPARTMENT DESCRIPTION The Office of Communications is a dynamic department of communicators providing digital and traditional communications to effectively inform and engage residents, businesses, visitors, 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 managing websites, social media, press releases, digital media, and graphic design. 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 promotions 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 VACANT COMMUNICATION DIRECTOR Maryann Loya Marketing/Communications Analyst Vacant Marketing & Communications Manager Tim Eiden Digital Media Manager Monty Hoffman Digital Media Specialist Mike Iverson Graphic Designer Nick Serpa DIgital Media Specialist Jeff Ames Multimedia Marketing/ Communications Specialist Vacant Digital Media Specialist Trevor Freeman Web Content Administrator 201 Office of Communications PURPOSE • The Office of Communications provides digital and traditional communications to effectively inform and engage residents, businesses and visitors of Peoria, as well as city staff. In addition, the office provides communications expertise and production resources for all City of Peoria departments to achieve their communication and marketing goals. ACCOMPLISHMENTS • • • • • • • • • Continued to create Open for Business videos, including Spanish-speaking businesses, micro entrepreneurs and home- based businesses. The team created 34 videos in 2022 and nearly 150 since 2019. Our goal is to make 52 businesses in 52 weeks in 2023. The Graphics team created the 2023 Sustain and Gain brochure. The brochure is 24 pages of information for residents about sold waste, sustainability and more. The Graphics team completed 552 Graphic Design services. The team supported the Solid Waste team on the communication plan for the new “Bulk Trash Your Way” program. Staff implemented a successful Peoria Leadership Institute. Nineteen residents attended and completed the 9-week course. Created a drought and water conservation communications plan, direct mail, articles, press release, media briefs, a drought information webpage, and social media content. Supported the transition of leadership by writing press releases, news in brief items, website updates and social media content. Communicated election information, including where to locate a voting center, how to prepare for the election, and where to update voter information. Worked with local restaurants to schedule photo shoots to update and refresh current photos that were used for tourism and promotion. • • • • • • • • 202 Worked with Theater Works to create promotional videos for upcoming plays. This includes interviews with directors, filming rehearsals, and creating content for social media promotion. Assisted with photography and videography and shared assets with Theater Works. Worked in partnership with the Peoria Independent to create 13 videos for the Hometown Heroes program. Worked with the Neighborhood and Human Services department to create videos highlighting the work of the special needs community. Helped film and edit the annual adaptive theater performance, as well as shot and edited photos for movie posters to promote the performances. The team also made several other videos highlighting the adaptive programs, including covering wheel chair basketball and adaptive art programs. Covered Veteran related issues, including filming the Tiller and Kite Veterans Sailing Club, Veteran’s adaptive bike rides and Veterans Day events. Created the Mayor’s State of the City video. Assisted the library with the launch of the Podcast Studio. Worked with ASU to create a how-to video for users of the podcast studio. Staff also created several commercials highlighting the capabilities of the new studio. Worked with the Park Rangers on the Outdoor Education video series, covering topics such as wildlife, trails, fishing, and more. Worked with the Planning, Engineering, and Sustainability Division within the Water Department to create videos highlighting the conservation efforts of the city. In addition, we filmed Sustainability classes, Project Wet, rebate programs, and other water related issues. Taught several classes at the Peoria High School MET program on using social media as a professional. Assisted students in setting up LinkedIn profiles, taught best practices and discussed how social media can help, or hurt, in building a career. Office of Communications ACCOMPLISHMENTS CONTINUED INITIATIVES • • • • • Assisted the Arts, Culture and Library Services department in creating marketing videos for all special events in the city. For each event, we created pre and post event videos in both vertical and horizontal format for different social media platforms and Channel 11. Worked evenings and weekends to film all of Peoria special events. The team also created graphics, media briefs, social media content, and webpage updates for city events. Worked with Neighborhood and Human Services to create and implement the Good Neighbor Campaign, the Block Party Trailer, neighborhood grants Tool Lending Program. Created videos for the first Annual Good Neighbor Awards. Created an award winning Economic Development brochure. Assisted the Police Department with the creation of monthly internal Police Chief Communication’s video. This video is typically 10-15 minutes long and takes 30 to 40 hours to edit. • • • • The team began an update of the Visitor Guide. Images and pages were updated including restaurants, outdoor activities in Peoria, Spring Training information and more. Collaborated with the Economic Development Services Department on a grant that was awarded to the city to advertise tourism for the Super Bowl 2023. This included creating a website that featured articles, photos, and blog posts about tourism in Peoria. The team also hired models for images and writers to create the blog posts. Worked to enhance sub-sites including VisitPeoriaAZ.com and PeoriaED.com using grant funds and the remaining balance of onetime supplemental funds. The enhancements will include a video banner, data visualization, and welcome statement that will improve the user experience of these sites. Completed a website refresh in June. Led web and social media update for Mayor and Council and leadership updates. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 N/A* 0.0% 98.0% 99.0% 193,889** 206,000 208,000 210,000 355 276 300 325 156,000 157,000 158,500 159,000 Increase Peoria Centric video productions 420 422 450 500 Increase total web traffic to the city’s (5) websites 1,649,536 1,853,237 1,964,000 2,000,000 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 YouTube viewership (in minutes) *Peoria Leadership Institute did not occur in FY21or FY22 **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. 203 204 Operating Budget Summary Parks and Recreation Personal Services FY21 Actual $7,374,690 FY22 Actual $8,559,494 FY23 Budget $11,184,105 FY23 YTD $9,040,202 FY24 Budget $11,792,057 Pct Chg 5.44% Contractual Services $8,294,345 $8,875,815 $11,021,612 $9,827,507 $11,450,557 3.89% Commodities $1,018,994 $1,411,520 $1,930,364 $1,699,709 $2,126,947 10.18% Capital Outlay $559,489 $95,879 $141,000 $168,010 $550,000 290.07% $17,247,517 $18,942,708 $24,277,081 $20,735,427 $25,919,561 6.77% Expenditures by Category Total Expenditures FY21 Actual $1,010,957 FY22 Actual $1,245,826 FY23 Budget $1,479,465 FY23 YTD $1,254,913 FY24 Budget $1,460,200 Pct Chg (1.30%) Outdoor Recreation Program $3,898 $5,584 $36,936 $35,426 $22,008 (40.42%) Enrichment - Youth $43,115 $114,737 $155,346 $163,863 $192,043 23.62% Enrichment - Adult $6,883 $15,850 $16,695 $33,227 $75,400 351.63% Sports Programs - Youth $481,285 $615,093 $714,405 $558,537 $807,199 12.99% Sports Programs - Adult $79,858 $204,072 $512,409 $331,186 $480,109 (6.30%) Rio Vista Community Park $877,633 $944,842 $1,373,359 $902,919 $1,180,034 (14.08%) Rio Vista Rec Center $1,226,258 $1,363,402 $1,904,903 $1,765,092 $1,678,068 (11.91%) Pioneer Community Park $1,064,703 $1,144,028 $1,295,153 $1,048,958 $1,313,757 1.44% Paloma Community Park $789,114 $1,058,837 $1,559,168 $1,130,429 $1,653,471 6.05% $0 $0 $0 $0 $492,942 100.00% Parks North $2,103,994 $2,114,651 $2,307,234 $1,857,553 $2,070,538 (10.26%) Parks South $1,802,575 $1,897,388 $1,872,319 $1,773,397 $1,839,911 (1.73%) $0 $245 $583,053 $434,890 $1,133,283 94.37% $565,085 $677,765 $864,060 $704,937 $948,209 9.74% $2,005,829 $1,998,469 $2,344,144 $1,950,059 $2,435,276 3.89% $368,235 $448,220 $940,761 $532,806 $1,028,571 9.33% $4,439,330 $4,936,366 $5,449,929 $5,568,403 $5,746,800 5.45% $52,559 $37,536 $730,742 $240,695 $730,742 .00% Sports Complex Improvement Reserve $0 $0 $100,000 $0 $350,000 250.00% Sports Complex GA Surcharge $0 $0 $0 $21 $0 .00% Complex Eqt Reserve $199,791 $95,879 $37,000 $168,010 $196,000 429.73% AZ S&T Authority Grant $125,048 $0 $0 $0 $0 .00% Prop 302 Grant Program $1,370 $23,916 $0 $280,106 $85,000 100.00% $17,247,517 $18,942,708 $24,277,081 $20,735,427 $25,919,561 6.77% Expenditures by Division Swimming Pools Parks Administration Facility Maintenance and Operations Park Rangers Contracted Landscape Maintenance Trails Maintenance Complex Operations/Maint Spring Training Total Expenditures 205 206 PARKS and RECREATION DEPARTMENT MISSION To enrich the quality of life for citizens through essential services that enhance active lifestyles, personal wellness, community relationships, natural resources, and safe environments. DEPARTMENT DESCRIPTION The Parks and Recreation Department administers recreation amenities and services that encourage individual health and wellness for residents and visitors alike. The department contributes economic value and impacts that benefit local stakeholders through tourism and events. It offers recreation programs and events that promote community engagement through direct services to a diverse customer base. The department prioritizes natural resource preservation and planning that enable environmental sustainability and best practices in managing parks and facilities through Capital Improvement Programs. It develops innovative programs and partnerships that yield enhanced livability. The department plans and maintains multiuse pathways and mountain trails that foster neighborhood connectivity. The department fosters and provides stewardship of the open space and preserves that provide residents with passive recreational activities. The department serves its citizens through various citywide programs, including an array of recreational youth and adult programs, aquatics, venue operations, Spring Training games, enrichment programming, neighborhood parks operations, facilities maintenance, park ranger programs, community park operations, outdoor programming, trails and open space maintenance, parks and trails planning services, and contracted right of way and landscape maintenance. Peoria Parks and Recreation Department LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 207 PARKS and RECREATION ORGANIZATIONAL CHART PARKS & RECREATION DIRECTOR Venue Operations & Recreation Services Park Operations & Facilities Services Field Operations & Planning Services Recreation Center Neighborhood Parks Community Parks and Sports Complex Maintenance Sports Complex Operations Park Rangers ROW and Landscape Aquatics & Sports Programs Facilities Maintenance Trails and Open Space Enrichment & Park Programs Custodial Services Outdoor Recreation 208 Facilities Services PURPOSE INITIATIVES To meet the needs of the citizens of Peoria by maintaining the Park and Recreation Department’s facility assets. • • ACCOMPLISHMENTS • • • • • • • Successfully facilitated the implementation of a parks wide janitorial services contract. Implementation of a new Computerized Maintenance Management System to input, monitor, and disposition work orders. Successful re-class of two niche positions (Graffiti, Aquatics) into Facilities Technicians, which allowed for the expanded scope and increased capacity of facilities staff. Closed out 1,449 maintenance work orders. Installed new hot water isolation valves at both Sport Complex clubhouses, mitigating the need for facility shutdown during servicing. Began the refurbishment of Ira Murphy Park Restroom, which should be completed in spring of 2023. • Use automated reporting to identify efficiencies such as turnaround time, work order cost, and employee workload. Identify opportunities for cross-training and collaboration of parks facilities staff. Evaluate the client relationship of the several divisions that the Parks Facilities services. This is accomplished via an internal survey that is distributed to staff. Identify, evaluate and actualize efficiencies in opportunity costs and operating costs through cross- functional collaboration, public-private partnerships, and intradepartmental resources. BUDGET NOTES • • • • The Facility Maintenance and Operations Division was established in FY23. Prior to implementation, work was funded through existing division accounts and a CIP request. Working on an RFP to leverage painting services for the department. Utilizing funds to enhance the building electrical and lighting replacement program. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the division PERFORMANCE MEASURES Maintain a 90.0 percent or higher overall completion of work orders in the Neighborhood and Community Parks. Maintain a 90.0 percent or higher overall completion of work orders at the Community Pools. Maintain a 90.0 percent or higher overall completion of work orders at the Peoria Sports Complex. Maintain a 90.0 percent or higher overall completion of work orders throughout the City’s trails. *Data collection began in July of 2022 209 Actual FY 2022 Estimate FY 2023 Target FY 2024 95.0% 92.0% 95.0% N/A * 90.0% 95.0% 100% 95.0% 95.0% 95.0% 95.0% 95.0% Aquatics PURPOSE INITIATIVES To enrich the quality of life for citizens through essential services that enhance active lifestyles, personal wellness, community relationships, natural resources, and safe environments. • • ACCOMPLISHMENTS • • • • • Solicited $18,500 in donations to help kids in need learn how to swim this summer season. All three pools were operating at full capacity offering swimming lessons, swim/dive team, and open swim for the first time since pre-pandemic. 98.6 percent of users surveyed were satisfied with the cost and the quality of the service, would use the service again, and would refer the service to others. 86.0 percent of the total program registration and facility rental capacities were fulfilled. 69.0 percent of the program revenue budget was achieved. • • • Align the value- increase fees commensurate with operating costs and the community benefit of each program to reach cost recovery. Map the process- execute targeted awareness marketing and purchase new play feature to increase usage of Peoria Pool. Adjust the process- schedule more aquatic programming concurrently using the entirety of pool space inventory to reduce wait lists at Sunrise Pool. Manage the value- utilize Peoria Unified partnership for recruitment to improve lifeguard staffing. Sustain the value- pursue public-private partnerships for incentives and training to improve lifeguard retention. BUDGET NOTES • • Aquatics has earned 24.0 percent of its FY23 revenue budget through the second quarter vs. 20.0 percent at the same point in FY22. Aquatics has expended 44.0 percent of its FY23 operating budget through the second quarter vs. 34.0 percent at the same point in FY22. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES FY21 Actual FY22 Actual FY23 Estimate FY24 Target Customer Satisfaction Surveyed 98.0% 99.0% 99.0% 99.0% Service Capacity Fulfilled N/A* 86.0% 90.0% 92.0% Revenue Budget Achieved 48.0% 69.0% 75.0% 85.0% *Not measurable due to service level reductions caused by COVID-19. 210 Youth Sports PURPOSE INITIATIVES To enrich the quality of life for citizens through essential services that enhance active lifestyles, personal wellness, community relationships, natural resources, and safe environments. • • ACCOMPLISHMENTS • • • • • Increased program registration by 65.0 percent over FY21 with 3,377 participants. Continued and/or added five publicprivate partnerships to expand program offerings. 93.6 percent of users surveyed were satisfied with the cost and the quality of the service, would use the service again, and would refer the service to others. 95.0 percent of the total program registration and facility rental capacities were fulfilled. 55.0 percent of the program revenue budget was achieved. • • • Align the value- increase fees commensurate with operating costs and the community benefit of each program to reach cost recovery. Map the process- manage department program schedules to optimize private use to meet the supply and demand challenges of field usage. Adjust the process- develop more non-turf sports programs in existing seasons to reduce wait lists. Manage the value- procure more sports equipment such as volleyball poles and portable basketball hoops to use at school facilities to optimize capacity. Sustain the value- pursue public-private partnerships for supplemental programming to relieve the staffing challenge and operating costs of more programming. BUDGET NOTES • • Sports has earned 24.0 percent of its FY23 revenue budget through the second quarter vs. 25 percent at the same point in FY22. Youth Sports has expended 47.0 percent of its FY23 operating budget through the second quarter vs. 39.0 percent at the same point in FY22. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES FY21 Actual FY22 Actual FY23 Estimate FY24 Target Customer Satisfaction Surveyed 88.0% 94.0% 95.0% 97.0% Service Capacity Fulfilled N/A* 95.0% 95.0% 96.0% Revenue Budget Achieved 30.0% 55.0% 55.0% 65.0% *Not measurable due to service level reductions caused by COVID-19. 211 Adult Sports INITIATIVES PURPOSE • To enrich the quality of life for citizens through essential services that enhance active lifestyles, personal wellness, community relationships, natural resources, and safe environments. • ACCOMPLISHMENTS • • • • • Offered new pickleball program that registered 100 percent of its capacity and waitlisted an additional 72 individuals. Returned softball program to operation for four full seasons for a 123 percent increase in registrations over FY21. 93.6 percent of users surveyed were satisfied with the cost and the quality of the service, would use the service again, and would refer the service to others. 95.0 percent of the total program registration and facility rental capacities were fulfilled. 43.0 percent of the program revenue budget was achieved. • • • Align the value- increase fees commensurate with operating costs and the community benefit of each program to reach cost recovery. Map the process- pilot new concepts on underutilized fields or gym inventory such as Tuesday nights to continue rebuilding adult programming. Adjust the process- execute targeted awareness marketing for new programming to maximize pilot program concepts. Manage the value: increase pickleball program offerings to reduce wait lists, Sustain the value: pursue public-private partnerships for supplemental programming to relieve the staffing challenge and operating costs of more programming, BUDGET NOTES • • Sports has earned 24.0 percent of its FY23 revenue budget through the second quarter vs. 25.0 percent at the same point in FY22. Adult Sports has expended 33.0 percent of its FY23 operating budget through the second quarter vs. 30.0 percent at the same point in FY22. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES FY21 Actual FY22 Actual FY23 Estimate FY24 Target Customer Satisfaction Surveyed 88.0% 94.0% 95.0% 97.0% Service Capacity Fulfilled N/A* 95.0% 95.0% 97.0% Revenue Budget Achieved 25.0% 43.0% 43.0% 53.0% *Not measurable due to service level reductions caused by COVID-19. 212 Rio Vista Recreation Center INITIATIVES PURPOSE • To enrich the quality of life for citizens through essential services that enhance active lifestyles, personal wellness, community relationships, natural resources, and safe environments. • ACCOMPLISHMENTS • • • • • • Including daily passes increased membership sales 107 percent over FY21 with 16,665 passes. Budget supplemental requests to refresh the youth activity room, upgrade the audio/visual technology, and improve the facility’s event amenities were approved and all will be procured by the end of the fiscal year. 95.8 percent of users surveyed were satisfied with the cost and the quality of the service, would use the service again, and would refer the service to others. 21.0 percent of the total program registration and facility rental capacities were fulfilled. 41.0 percent of the program revenue budget was achieved. • • Align the value- increase fees commensurate with operating costs and the community benefit of each program to reach cost recovery. Map the process- develop robust membership incentives using departmentwide program assets to improve membership growth. Adjust the process- execute targeted awareness marketing of membership incentives to maximize membership growth. Manage the value- program vacant dance room and concentrate marketing to solicit more business-related events to improve fulfillment of available weekday room inventory. Sustain the value- pursue public-private partnerships for supplemental programming to relieve the staffing challenge and operating costs of more programming. BUDGET NOTES • • Recreation Center has earned 25% of its FY23 revenue budget through the second quarter vs. 22.0 percent at the same point in FY22. Recreation Center has expended 63.0 percent of its FY23 operating budget through the second quarter vs. 43.0 percent at the same point in FY22. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES FY21 Actual FY22 Actual FY23 Estimate FY24 Target Customer Satisfaction Surveyed 92% 96% 97% 98% Service Capacity Fulfilled N/A* 21% 25% 30% Revenue Budget Achieved 15% 41% 45% 55% *Not measurable due to service level reductions caused by COVID-19. 213 Community Parks 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. • • ACCOMPLISHMENTS • • • • • • • • A total of 29,001 hours of activities were programmed at Rio Vista, Paloma, and Pioneer Community Parks in FY22. Reduced water consumption of gallons billed by 24.0 percent in FY22 as compared to FY21. 96.7 percent of users surveyed were satisfied with the cost and the quality of the service, would use the service again, and would refer the service to others. 53.0 percent of the total program registration and facility rental capacities were fulfilled. 102 percent of the program revenue budget was achieved. Replaced dead and dying ash trees at Pioneer Community Park utilizing the SRP Right Tree, Right Place program. Implemented bi-annual playground inspections and quarterly landscape maintenance services. • • Align the value- increase fees of Ramada and field rentals to balance growing operating costs. Map the process- map priorities such as the playground improvements at Pioneer Park to manage necessary park maintenance and improvements. Adjust the process- prioritize waterrelated needs such as updating the irrigation and pump system at Rio Vista Park to manage necessary park maintenance and improvements. Manage the value- balance the department program needs with regional tournaments and events to optimize economic impact of parks inventory. Sustain the value- integrate best water conservation practices across the park system to preserve the long-term capacity to fulfill recreation demand. BUDGET NOTES • • Parks has earned 37.0 percent of its FY23 revenue budget through the second quarter vs. 53.0 percent at the same point in FY22. Community Parks has expended 42.0 percent of its FY23 operating budget through the second quarter vs. 39.0 percent at the same point in FY22. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES FY21 Actual FY22 Actual FY23 Estimate FY24 Target Customer Satisfaction Surveyed 96.0% 97.0% 98.0% 99.0% Service Capacity Fulfilled N/A* 53.0% 55.0% 58.0% Revenue Budget achieved 74.0% 102.0% 90.0% 100% 214 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. • ACCOMPLISHMENTS • • • • • Organized nine New River clean-up events, using 284 volunteers (852 hours) to clean 12,380 pounds of trash from the New River. Three different high schools have participated. Awarded a $6,000 AZ State Parks Heritage grant for the roll out of Leave No Trace education series at clean up events. Increased community outreach through the Trail Stewards Program growing engagement to 200 people. Held a Trail Stewards training and maintenance event with the AZ Conservation Corp. Partnered with the White Tanks Conservancy for expanding environmental education and open space preservation by launching the “City of Peoria Trail Ambassador” program to create the Trail Stewards Training Manual and the Ambassadors daily tasks. • • Expand Community Outreach efforts to involve the other volunteerism opportunities of the department. Adjust the processes of citizen engagement to deliver department programming with the most efficient educational methodology. Manage the value of department outdoor programming to meet the demand of the community volunteerism for optimal program delivery and effectiveness. Apply for grants to help implement educational and stewardship programs. Complete the Trail Ambassadors Training manual to begin recruitment and deployment of volunteer Trail Ambassadors. Define the management strategy for natural open space and wildlife corridors by establishing connections with other municipalities to gather information about riparian areas. Continue to grow the ‘Friends of New River’ participation through local business pledges. BUDGET NOTES • As open space and conservation efforts increase within our community, educational programming and community ambassadors will continue to grow increasing the need to financially support that programs growth. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department. Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Volunteer Hours 324* 852 870 900 Number of Trail Stewards and Ambassadors 52 110 278 350 PERFORMANCE MEASURES *Number is low due to the COVID-19 Pandemic 215 Neighborhood Parks PURPOSE INITIATIVES The purpose of the Peoria Neighborhood Parks Division is to enhance the community and neighborhood value by maintaining safe and clean amenities and landscape spaces that promote outdoor recreation, play, and active community lifestyles. • ACCOMPLISHMENTS • • • • • • • • Created a Parks Irrigation Team aimed at improving Departmentwide irrigation practices. Completed multi-sport (tennis and pickleball) court conversions at Alta Vista and Deer Village Parks. Successful award and implementation of the parks-wide janitorial contract. Successful re-class of two Maintenance Worker I positions to higher functioning Maintenance Worker II positions. Conducted several park and playground improvement projects at Murphy, Paseo Verde, and Apache Parks. • • Create a comprehensive water management program aimed at reducing water usage by 10%. Increase use of technology to find resource efficiencies. Explore the creation of a landscape improvements build and design contract. Develop facilities and irrigation maintenance skills for front line staff. Continued implementation of the Parks Facilities Maintenance Plan. Continued implementation of the Parks Renovation Program. (Park Refreshes, Playgrounds, and Courts) BUDGET NOTES • • • Reduced gallons of billed water by 28.0 percent from calendar year 2021 to 2022. Increase in materials costs affected landscape, janitorial, and recreation supplies. Reallocated vehicles to support parks landscape team in conjunction with janitorial contract. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department. PERFORMANCE MEASURES Percent Reduction of turf in current neighborhood park inventory (minus new construction) Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 2.2% 3.0% 1.0% 3.0% 216 Park Rangers PURPOSE INITIATIVES Provide front line customer service to the public while protecting natural habitats and enforcing rules and ordinances of city maintained parks, trails, and open space. Responsible for education of trail and park etiquette. • • ACCOMPLISHMENTS • • • • • • • • Hired and trained one new Park Ranger. Provided extensive front-line customer service for 3 Community Parks, 36 Neighborhood Parks, and over 50 miles of Recreational Trails. Responded to 435 calls for service, a 12.6 percent increase over FY22. Ongoing collaboration with Neighborhood and Human Services resulted in a 14.5 percent decrease in encounters with those experiencing homelessness. Participated in six school “Summer Camps” which provided the opportunity to lead over 350 children in activities related to good stewardship within our parks and open spaces. Developed three outdoor education videos related to trail safety and native wildlife, which were posted on Social Media. Provided training to park and trail staff on park locking / public safety relationships and homeless encampment reporting. • • • • Continue facility maintenance inspections throughout the parks system, responsible for initiating over 500 maintenance work orders in FY23. Section trained in graffiti removal, responsible for removing 265 instances of graffiti throughout the parks system in FY23. Support operations in the neighborhood and community parks. Continue patrol of City trails and multi-use pathways. Implemented city dog parks citizen survey. Continue to support education and outreach efforts in the Parks public spaces. Manage and provide oversight of the new open space preserve areas. BUDGET NOTES Park Rangers: • • Replacement of Ford F-150s and Rangers to new hybrid Ford Mavericks. Purchased and installed Automatic External Defibrillators in all Park Ranger Vehicles. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department. PERFORMANCE MEASURES Completed Citizen Service Calls Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 406 752 870 885 217 Contracted Landscape Maintenance PURPOSE INITIATIVES Administer landscape maintenance contracts following best management practices and accountability in the execution of landscape maintenance citywide. Provide oversight and sustainable management of City maintained landscaping and community forest ensuring the aesthetics, functionality, and environment are protected. • • ACCOMPLISHMENTS • • • • • • Partnered with SRP Right Tree, Right Place project to plant 500 trees with the last plantings coordinated with Peoria High School students on Arbor Day. Draft the Tree Shade Strategic Plan & Design Guidelines using grant funds from the AZ Department of Forestry and Fire Management. Facilitated Engineering Department’s 67th Avenue landscape enhancement project. Reduced water consumption by 28% in FY23 as compared to FY22. Awarded City Hall & Building Campuses contract for operational efficiencies and increased level of service. • Develop the process of evaluation to deliver ROW Landscape improvements with the most efficient management practices methodology. Develop a Program that includes educational resources and inclusion of low water use plantings that increase natural shade and supports sustainable landscape management practices. Utilize the new Citizen Relations Management software to track and improve the customer service experience. Utilize the My Peoria Neighborhood Grant process to proactively address landscape issues in the City’s landscape ROW. BUDGET NOTES All contractors are required to request in writing with justification any increase to their contracts. Fixed prices increases for first 3 years were negotiated on the City Hall contract. 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 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 144 223 184 175 $7.85 $7.85 $8.00 $8.22 *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. 218 Reporting is based on calendar year. Trails & Open Space PURPOSE INITIATIVES To facilitate the operations and maintenance of City owned multi-use pathways (MUP) and multi-use trails within river or wash corridors and open space preserves. Work with Planning and Site Development to ensure lands are dedicated for public recreation or land conservation.    ACCOMPLISHMENTS • • • • • • Coordinated with Engineering and ADOT to extend New River pathway from Pinnacle Peak to Happy Valley Road. Added etiquette striping lines to the New River and Skunk Creek pathways to aid in congestion. Formed the E-Bike committee giving guidance to the installation of updated No Motorized Vehicle signs. Contracted with AZ Conservation Corps for 4 weeks of mountain trail renovations, including hosting a maintenance day with the Sunrise Mt. Biking Club. Opened the Paloma Regional Preserve, providing connectivity between Sonoran Mt. Ranch and Paloma Parks. Expanded trail networks in existing preserves to provide additional opportunities.  Map the process of actions necessary to amend City Code that will address emerging citizen needs, trends, and etiquette. Expand the City trail inventory to meet citizen demand for recreational and nonmotorized transportation connectivity. Continue to apply Wayfinding guidelines, while remaining consistent with surrounding community’s pathway and trail signage and trail maps. Coordinate with 3rd party trail applications (All trails, Google Maps) to update trail names, new trails created, and remove unauthorized trails. BUDGET NOTES  Significant Open Space acreage entitlements through previous Development Agreements will be dedicated to the City over the next several years. Operational funding for creating and maintaining these lands through the dedication timelines will be necessary. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021* Actual FY 2022 Estimate FY 2023** Target FY 2024*** Linear Miles of Trail Added 11.2 3 4.6 5 Acres of Open Space Added 1855 0 222 441 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 ** Includes, Sunrise, WestWing, Calderwood, EastWing *** Estimates based on Vistancia, Cowley, & Mystic dedication. 219 Peoria Sports Complex INITIATIVES PURPOSE • To enrich the quality of life for citizens through essential services that enhance active lifestyles, personal wellness, community relationships, natural resources, and safe environments. • ACCOMPLISHMENTS • • • • • Despite a shortened season, spring training revenues increased by 81.0 percent to $3,872,240 over FY21. Increased non-spring training revenues by 49.0 percent to $578,737 over FY21. 97.6 percent of users surveyed were satisfied with the cost and the quality of the service, would use the service again, and would refer the service to others. 56.0 percent of the total program registration and facility rental capacities were fulfilled. 60.0 percent of the program revenue budget was achieved. • • • Align the value- increase rental fees commensurate to operating costs and market comparisons to meet the operating subsidy. Map the process- develop alternative scheduling opportunities during construction projects to manage the growth and economic impact goals of the city. Adjust the process- pursue large ‘one-off’ events such as concerts to offset the potential loss of field rental revenue during construction. Manage the value- develop additional savings and incentive opportunities similar to Resident Rewards and Loyal Local to preserve citizen cost accessibility and value perception of spring training. Sustain the value- participate in the Cactus League economic impact study to validate ongoing investment into the sports complex as a tourism and economic driver. BUDGET NOTES • • Sports Complex has earned 12.0 percent of its FY23 revenue budget through the second quarter vs. 12.0 percent at the same point in FY22. Sports Complex has expended 55.0 percent of its FY23 operating budget through the second quarter vs. 46.0 percent at the same point in FY22. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES FY21 Actual FY22 Actual FY23 Estimate FY24 Target Customer Satisfaction Surveyed 93.0% 97.0% 98.0% 99.0% Service Capacity Fulfilled N/A* 56.0% 60.0% 65.0% Revenue Budget Achieved 32.0% 60.0% 75.0% 85.0% *Not measurable due to service level reductions caused by COVID-19. 220 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. • • ACCOMPLISHMENTS • • • • • Added 11 programs through new public- private partnerships in FY22. Increased program registrations by 136 percent over FY21 with 2,367 participants. 87.8 percent of users surveyed were satisfied with the cost and the quality of the service, would use the service again, and would refer the service to others. 59.0 percent of the total program registration and facility rental capacities were fulfilled. 99.0 percent of the program revenue budget was achieved. • • • Align the value- increase registration fees to include passive costs such as adding recreation center rental fees to program registration fees to improve department cost recovery. Map the process- follow the prescribed methodology to optimize enrichment programming to execute the enrichment action plan. Adjust the process- continue to update best practices and standards of program curriculum to preserve and improve the level of service. Manage the value- pursue partnerships such as ASU’s OLLI (which provides 50+ programming) to increase the engagement opportunities for citizens of all ages. Sustain the value- pursue public-private partnerships for supplemental programming to relieve the staffing challenge and operating costs of more programming. BUDGET NOTES • • Enrichment has earned 62.0 percent of its FY23 revenue budget through the second quarter vs. 44.0 percent at the same point in FY22. Enrichment has expended 56.0 percent of its FY23 operating budget through the second quarter vs. 24.0 percent at the same point in FY22. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES FY21 Actual FY22 Actual FY23 Estimate FY24 Target Customer Satisfaction Surveyed * 88.0% 92.0% 95.0% Service Capacity Fulfilled * 59.0% 60.0% 65.0% Revenue Budget Achieved 43.0% 99.0% 120% 100% *Not measurable due to service level reductions caused by COVID-19. 221 222 Operating Budget Summary Planning and Community Development Personal Services FY21 Actual $1,160,975 FY22 Actual $1,385,506 FY23 Budget $1,788,132 FY23 YTD $1,074,405 FY24 Budget $1,941,172 Pct Chg 8.56% Contractual Services $257,872 $221,219 $240,998 $172,161 $620,506 157.47% $8,455 $24,881 $14,495 $6,406 $14,795 2.07% $1,427,301 $1,631,606 $2,043,625 $1,252,972 $2,576,473 26.07% Community Dev Administration FY21 Actual $379,335 FY22 Actual $409,188 FY23 Budget $513,550 FY23 YTD $317,988 FY24 Budget $541,412 Pct Chg 5.43% Planning $1,047,967 $1,222,419 $1,530,075 $934,985 $2,035,061 33.00% Total Expenditures $1,427,301 $1,631,606 $2,043,625 $1,252,972 $2,576,473 26.07% Expenditures by Category Commodities Total Expenditures Expenditures by Division 223 224 PLANNING DEPARTMENT DEPARTMENT MISSION To build upon the quality of life and enrich Peoria’s physical, social, and economic character through strategic planning and guidance of development activities in alignment of the General Plan and other goals, principles, and policies. DEPARTMENT DESCRIPTION The Planning Department plays a key role in coordinating and guiding the growth and redevelopment within our City. The Department is primarily responsible for processing and coordinating entitlement and conceptual development cases, annexations, zoning code updates, and the development of longrange policies and strategic actions in furtherance of the General Plan. Our staff is committed to: • Being responsible stewards of the City’s resources and assets • 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 Community & Strategic Planning Administration 225 Administration PURPOSE ACCOMPLISHMENTS (continued) The Planning Department’s Administration Division provides overall management, policy direction, and support for the Department. In addition, the Administration Division is responsible for the management and guidance of the department’s overall budget and policy initiatives. ACCOMPLISHMENTS • Community Promotions / Memberships: o Maricopa Associate of Governments o Valley Partnership – City / County Committee o Luke AFB–Fighter Country Foundation o Arizona Planning Association – Director at Large (x2) • INITIATIVES • Boards & Commissions – Prepared agendas, transmitted legal notices, assembled packets, compiled minutes and provided support for the following boards and commission meetings in FY22: o Board of Adjustment: 0 o Design Review Board: 9 o Historic Preservation Commission: 7 o Planning & Zoning Commission: 16 Enhancements: o Website update to improve functionality for mobile users o Expansion of Planning Applications accepted on Development Portal o Targeted fee adjustment (in progress) • • • • Updating of website, department collateral, to further enhance the customer’s online and digital experience. Continued promotion of the City and the Planning Department through professional conferences, trade events, and academic programs. Digitizing archived planning applications to improve expediency and efficiency in fulfilling records requests from internal and external customers. Completion of enhanced reporting capabilities for improved metrics. BUDGET NOTES No notable changes to budget. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department FY21 Actual FY22 Actual FY23 Estimate FY24 Target Board of Adjustment 0 0 3 3 Design Review Board (DRB) 0 9 6 5 Historic Preservation Commission (HPC)* 3 7 * * Planning and Zoning Commission (P&Z) 15 16 13 18 20 32 22 26 PERFORMANCE MEASURES Boards and Commission Meetings Total *Note: HPC host department transferred to ACLS Department in FY23 - Planning Department remains in supporting role. 226 Administration FY21 Actual FY22 Actual FY23 Estimate FY24 Target Total number of staff (FTEs) 13 13 14 14 Operational Resiliency – Staffing levels 71.0% 85.0% 79.0% 93.0% 6 7 7 7 Population per Case Planner 31,842 27,845 28,577 28,577 Square Miles Per Case Planner 29.4 29.4 25.1 25.1 Average Number of Cases per Planner 18 20 19 18 Percentage of Planning Cases processed electronically 99.0% 100% 100% 100% Planners Assigned to Inspections 1 1 2 2 Average Inspections per Planner 228 283 265 220 PERFORMANCE MEASURES Staffing Capacity and Efficiency Available Planners to Review Planning Cases 227 Community & Strategic Planning ACCOMPLISHMENTS (continued) 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. It is also important to ensure services are rendered as efficiently as possible; thus, processes are continuously reviewed for improvement. ACCOMPLISHMENTS • Continued processing of development cases within target review timeframes. • Notable Entitlement Cases: o Legacy Point PAD o The Trailhead Mixed-Use PAD o Arizona State Land Parcel B Annexation and Rezone o Moderne Park West Rezone o Stadium Point PAD Amendment o Tierra del Rio Parcel 3B Rezone o Cielo Vista Medical Commons Rezone • Notable Site Plan / Preliminary Plat Cases: o Mystic at Lake Pleasant Heights o Vistancia – Villages I and J o Peoria Place o Converge at P83 o TCR at Park West o Aloravita North & South Plats Note: 8.0 percent increase in development cases and permits compared to FY22. • Council adoption of the 2022 Peoria Community Design Guidelines. • Adoption of Water Savings Landscape Zoning Code Changes. • Adoption of Procedures. • Annexation of over 430 acres into the City. • Expansion of Planning Applications accepted on the Development Portal. • Update to accessory building regulations in Zoning Ordinance (in progress). • Refining roles and responsibilities for the Design Review Board as they pertain to the development process (in progress). • Panelist for Arizona Association for Economic Development; “The Great Debate: To Rezone or Not to Rezone.” Organized two sessions at the State APA Conference pertaining to housing and battery sites. • Enhanced INITIATIVES • Review and modernization of Peoria Zoning Ordinance with regard to: o Water Savings / Landscape Code Update – Phase 2 o Commercial and Employment Zoning District Standards; o Parking and Loading Standards; o Group Homes; and o Small-Cell Site regulations • Finalization of Accela improvements to enable customers to submit all remaining planning applications through the Development Portal interface • Continued collaboration with Arizona State Land Department on final annexation and entitlement of key areas Notification BUDGET NOTES No notable changes to budget. 228 Community & Strategic Planning LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department FY21 Actual FY22 Actual FY23 Estimate FY24 Target Annexation 0 2 2 1 General Plan Amendments 7 6 3 6 Rezoning 14 19 14 16 Conditional Use Permit 13 8 10 10 Variance 0 0 3 1 Hillside Appeal 0 0 1 1 Preliminary Plat (Single-Family) 15 11 8 11 Site Plan (Multifamily and Non-Residential Uses) 29 28 28 26 Design Review 23 37 28 35 Hillside Waiver 0 0 1 1 Wall Waiver 3 3 5 3 Administrative Relief 4 5 3 3 Zoning Verification Letters 36 82 40 40 Zoning Interpretations 1 2 5 2 General Plan Amendment 19 12 12 21 Rezoning 19 21 12 21 Conditional Use Permits 15 23 15 21 Preliminary Plats 21 29 19 21 Site Plan Reviews 17 21 20 21 125 93 106 115 1 2 4 5 Business Licenses 597 593 525 590 Native Plant Permits 3 6 3 4 Sign Permits 194 176 145 233 Temporary Use Permits 78 68 60 69 228 283 531 220 PERFORMANCE MEASURES Major Cases (No. submitted & processed to hearing) Administrative Cases (No. submitted and reviewed) Average Review Times (Days) Pre-Applications Number of Applications Submitted Code Amendments / Development Policy Update Number Adopted by City Council Permits and Licenses Planning Inspections Total Inspections Called and Completed 229 230 Operating Budget Summary Police Personal Services FY21 Actual $40,937,755 FY22 Actual $45,583,541 FY23 Budget $48,251,017 FY23 YTD $34,168,894 FY24 Budget $57,906,601 Pct Chg 20.01% Contractual Services $8,233,437 $9,119,817 $10,249,749 $9,354,246 $11,732,393 14.47% Commodities $1,320,416 $1,548,046 $1,325,652 $1,455,585 $2,688,323 102.79% Capital Outlay $83,792 $111,173 $452,000 $335,674 $3,743,378 728.18% $50,575,400 $56,362,578 $60,278,418 $45,314,400 $76,070,695 26.20% Expenditures by Category Total Expenditures Police Administration FY21 Actual $2,552,029 FY22 Actual $3,278,409 FY23 Budget $3,521,764 FY23 YTD $2,469,772 FY24 Budget $7,466,110 Pct Chg 112.00% Criminal Investigation $5,389,900 $6,807,333 $7,661,714 $5,708,597 $8,910,515 16.30% Patrol Services - South $12,815,592 $16,323,733 $17,938,111 $12,410,173 $22,548,252 25.70% Patrol Services - North $8,032,867 $10,179,024 $10,904,075 $7,713,316 $13,170,498 20.79% Operations Support $5,836,988 $7,730,361 $7,225,193 $6,132,228 $8,753,722 21.16% Pd Technical Support $4,916,379 $5,310,426 $6,010,297 $5,745,579 $6,522,312 8.52% Staff Services $1,466,422 $1,386,468 $1,751,106 $1,192,812 $2,188,914 25.00% Pd Communications $3,298,484 $3,344,555 $3,824,741 $2,582,275 $4,461,865 16.66% Strategic Planning $538,715 $618,569 $690,303 $510,558 $742,683 7.59% Smart & Safe AZ - Police $0 $0 $85,000 $53,282 $76,984 (9.43%) St Anti-Racketeering-Pd $221,051 $163,473 $154,325 $104,092 $258,604 67.57% Federal Forfeiture $42,016 $98,490 $5,000 $8,074 $19,183 283.66% GITEM Grant $103,045 $0 $102,052 $0 $0 (100.00%) School Resource Officer IGA $324,803 $360,260 $0 $220,735 $0 .00% Postal Inspection System Grant $945 $17,445 $6,004 $7,502 $6,004 .00% Victims Of Crime Act Grant $91,047 $180,478 $224,087 $119,565 $228,395 1.92% Justice Assistance Grant $84,171 $30,684 $17,308 $10,255 $45,556 163.21% FBI MOU $9,049 $5,779 $19,200 $3,026 $19,841 3.34% $265,863 $382,530 $35,016 $220,361 $344,187 882.94% Bulletproof Vest Partnership $7,835 $13,989 $16,753 $0 $44,822 167.55% Arizona Criminal Justice System Grant $27,451 $796 $15,000 $0 $15,000 .00% Federal DEA IGA $20,558 $24,200 $21,069 $7,657 $21,069 .00% Miscellaneous PD Grants $35,942 $4,500 $25,000 $0 $25,000 .00% Homeland Security CFDA# $96,208 $90,073 $10,300 $84,288 $186,179 1707.56% CARES Act - Police $4,368,447 $0 $0 $0 $0 .00% Citizen Donations-Pd $30,099 $9,409 $5,000 $10,250 $5,000 .00% Expenditures by Division Governor of Highway Safety Grants (GOHS) 231 Operating Budget Summary Police Explorer Trust Fd Total Expenditures ($504) $1,595 $10,000 .00% $50,575,400 $56,362,578 $60,278,418 $45,314,400 $76,070,695 26.20% 232 $10,000 $0 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 grants, donations, and forfeiture sources. Patrol Services, Criminal Investigations, Public Affairs, Special Enforcement and Communications primarily serve external customers while Police Administration, Personnel and Training, and Administrative Services provide support 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 POLICE CHIEF PIO Office of Professional Standards Public Affairs Patrol Services Operations Support Patrol South Criminal Investigations Patrol North Special Enforcement Personnel and Training Communications Administrative Services 233 Administration PURPOSE INITIATIVES Police Administration is responsible for the overall management direction and support of the Police Department including responding to Council and legislative activities, media and community relations, public information, accreditation requirements and management of the Professional Standards Unit (Internal Affairs). • • • • Administration also contains the Public Affairs Unit, which 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. BUDGET NOTES • • 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. • 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. 234 Administrative Functions Professional Standards Functions Public A/Media Relations Management of Police Department Operations Accreditation Administration Grant funding was utilized to support hiring incentives for lateral officers to assist in attracting candidates to the Peoria Police Department. Administration LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 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) Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 1:30 5:45 1:25 5:25 1:20 5:20 1:17 5:15 281 151 283 139 283 145 285 155 11 28 7 9 25 7 9 24 7 8 23 6 54.6% 16.9% 80.9% 54.2% 15.8% 86.3% 54.8% 15.9% 86.5% 55.0% 16.5% 87.0% NIBRS Group A crimes per 1,000 residents (CY) - Crimes Against People (CY) - Crimes Against Property (CY) - Crimes Against Society (CY) % of NIBRS Group A crimes cleared (CY) - Crimes Against People (CY) - Crimes Against Property (CY) - Crimes Against Society (CY) 235 Operations Division PURPOSE ACCOMPLISHMENTS (continued) The Operations Division is comprised of Patrol Services (North and South) 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. • The Operations Division also contains Personnel and Training Services, who 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. • ACCOMPLISHMENTS • • • • • 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 added a Mid-Shift squad to reduce officer workload, overtime, and increase officer availability. The department is evaluating expanding the program. Patrol focuses on reducing crime and the fear of crime in our community. With that mission in mind, patrol created a Proactive Enforcement Team. The team is comprised of five officers and a sergeant focused on stopping crime before it happens and providing a high level of service to our community. The Department is currently evaluating expanding this program. 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. Personnel & Training have maintained an elevated rate of on-boarding new employees. INITIATIVES • • • • • • Operations Functions Management Functions Administrative Support Crime Analysis Provide Strategic Planning Information Personnel and Training 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 236 Support Services Division PURPOSE ACCOMPLISHMENTS (continued) The Support Services Division contains the Operations Support Bureau, the Communications Section, and the Administrative Services Section. • 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. • • • The Communications (911 Call Center) is responsible for answering and dispatching calls for service and processing warrants in the computer aided dispatch system. • The Administrative Services Section 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. • ACCOMPLISHMENTS • • • In partnership with the Peoria Unified School District, the department offered a free Youth Citizen Police Academy at four different schools during the month of June. This was made possible by a grant funded through the Edward Byrne Memorial Justice Assistance Grant. Total DUI arrests increased by over 5.8 percent (554 arrests) from the prior year. 9-1-1 Communications added software for pinpointing cell phone location by using Radius Plus and Rapid Deploy. 237 Addition of the Department’s second 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. Two Motorcycle Safety Events were held to instruct 22 riders in motorcycle safety. The registration was free, made possible by a grant from the Governor’s Office of Highway Safety. Increased the Forensic Unit, adding a supervisor and a third Forensic Services Technician. The addition to this unit increases the capability to process and ultimately solve more crimes. The Communications Specialist training program for new hires has been recognized as a model that has been adopted by other public safety dispatch centers in Arizona. Traffic Services Unit and Vehicle Crimes Unit were fully trained and are now deploying the LEICA 360 Scanning system to collect evidence for serious injury/fatal investigations, which has greatly reduced the amount of time on scenes and amount of time for road closures. MROP coordinated and assisted on two HOPE events that were hosted by the city at Rio Vista Park. These events coordinate numerous partners from throughout the valley into one location so they can provide services to any individuals that need assistance. These events are well attended, provide services such as shelter placement, giving state identifications, giving cellular phones and laptops to those in need, providing clothing, providing opportunities to shower, get a haircut, and get a medical checkup. MROP works closely with the Neighborhood and Human Services Department to put on these events. Support Services Division INITIATIVES BUDGET NOTES • • • • • • • • • • • • • • • • • • 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 911 Communications Property and Evidence Unit Records Unit No significant change in division budget from prior year. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department 238 Operating Budget Summary Public Works Personal Services FY21 Actual $13,681,951 FY22 Actual $14,340,162 FY23 Budget $17,041,154 FY23 YTD $10,714,987 FY24 Budget $17,631,366 Pct Chg 3.46% Contractual Services $21,684,914 $23,832,109 $26,532,480 $21,048,744 $28,943,929 9.09% Commodities $4,650,771 $5,621,281 $6,049,449 $4,410,678 $6,740,899 11.43% Capital Outlay $6,437,089 $1,183,926 $6,898,820 $3,265,294 $19,086,003 176.66% $46,454,725 $44,977,479 $56,521,903 $39,439,703 $72,402,197 28.10% Expenditures by Category Total Expenditures Public Works Administration FY21 Actual $752,492 FY22 Actual $652,637 FY23 Budget $725,480 FY23 YTD $569,028 FY24 Budget $814,773 Pct Chg 12.31% Commercial Front Load $1,707,683 $1,924,222 $2,004,846 $1,554,305 $2,056,080 2.56% Commercial Roll-Off $603,187 $560,283 $630,926 $473,798 $676,763 7.27% Solid Waste Admin $761,077 $717,286 $826,929 $730,814 $920,692 11.34% Residential Collection $7,920,831 $9,110,261 $9,758,868 $7,526,196 $10,632,090 8.95% Residential Recycling $3,443,461 $3,810,114 $3,820,192 $3,079,305 $4,355,466 14.01% Solid Waste Environmental $591,537 $633,205 $817,177 $612,687 $862,102 5.50% Solid Waste Eqt Reserve $2,442,296 $98,949 $2,461,500 $830,741 $5,125,000 108.21% Solid Waste Expansion $105,077 $31,979 $0 $0 $0 .00% Drainage Systems Operations $1,267,089 $1,305,839 $1,504,433 $1,027,812 $1,471,461 (2.19%) Fleet Maintenance $5,334,411 $6,673,555 $7,123,339 $5,681,579 $7,900,649 10.91% Fleet Reserve $2,565,171 $991,409 $3,904,820 $2,434,553 $12,778,753 227.26% Streets/Transit Equipment Reserve $991,656 $61,875 $532,500 $0 $939,250 76.38% Facilities Admin $306,364 $305,211 $377,952 $248,324 $408,862 8.18% Daytime Facility Services $1,813,536 $2,041,357 $2,433,599 $1,650,454 $2,731,524 12.24% Nighttime Facilities Services $830,152 $839,429 $1,104,127 $609,481 $1,124,841 1.88% Utility Management $878,489 $951,375 $925,991 $788,809 $925,981 .00% Facilities Operating Projects $530,332 $498,121 $756,015 $535,416 $912,412 20.69% Technical Operations $1,871,389 $1,837,576 $1,655,686 $1,507,610 $1,760,859 6.35% Streets Admin $1,007,667 $1,076,157 $1,098,653 $752,617 $1,131,920 3.03% Signs And Striping $1,213,269 $1,140,368 $1,318,382 $777,516 $1,402,374 6.37% Traffic Signal Maintenance $2,965,142 $3,101,030 $3,245,285 $2,405,363 $3,537,733 9.01% Street Maintenance $3,139,447 $3,209,028 $3,928,927 $2,177,966 $4,174,439 6.25% Sweeper Operations $970,914 $941,663 $1,005,360 $723,608 $1,047,093 4.15% $0 $1,382 $0 $0 $0 .00% $2,442,057 $2,463,169 $4,560,916 $2,741,720 $4,711,080 3.29% $46,454,725 $44,977,479 $56,521,903 $39,439,703 $72,402,197 28.10% Expenditures by Division Streets Oper Capital Projects Transit Division Total Expenditures 239 240 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 and 2023. 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 Facilities 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 241 Facilities PURPOSE INITIATIVES To provide quality operations and maintenance management, while continuing to preserve and enhance the City’s facilities and programs for future generations. • ACCOMPLISHMENTS • • • • • Three failing six-inch backflow prevention devices were replaced at the Municipal Operations Center. This replacement ensured Facilities complied with ADEQ’s water quality standards while ensuring uninterrupted water service to seven City Facilities. Completed Facility Assessments of all Municipal Operations Center Facilities, Sunrise Family Center, Rio Vista Recreation Center, Community Center and the Women’s Club building evaluating approximately 133,000 square feet of facilities. Completed an Americans with Disabilities Act (ADA) Project at the Community Center, which included a complete rework of the existing stage and entrance ramp, door pull-strength adjustments, and signage updates. Maintained and repaired roofs at the Rio Vista Recreation Center, Butler Water Treatment Plant, and Municipal Operations Center Administration facility. • • Identified maintenance and repair upgrades to City Hall to include an exterior refresh of City Hall finishes in FY 24 and roof replacement in FY 25. Utilized FY21 & FY22 Facility Assessment of 18 buildings to program $1.9M for Capital Improvement Projects to be accomplished in FY24 to correct annotated deficiencies, and replace failing or end of life facility systems. In tandem with Fleet Management’s Electric Vehicle (EV) initiative, Facilities has identified targeted locations across the City to install EV charging stations in FY23, FY24 and FY25. These dedicated charging stations are designed to work with fleet vehicles only, and meet the demand of the expanding EV Fleet BUDGET NOTES • • Facilities, in conjunction with Arizona Public Service (APS), has capitalized on energy rebates incentives designed to expand on sustainability measures, that include LED lighting upgrades and EV charging preferred hours. Effective use of American Rescue Plan Act (ARPA) funds to upgrade access to facility door operators, restroom access, and drinking fountains. 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 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 6,329,062 6,639,840 6,762,000 6,695,000 Yes Yes Yes Yes 4,426 4,648 4,850 5000 242 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. • • • ACCOMPLISHMENTS • • • • • • Recognized as one of Government Fleet Magazine’s Leading Fleets for the fourth consecutive year. Eighth consecutive year as an ASE Blue Seal of Excellence facility. 4,960 work orders opened on more than 806 different pieces of equipment accomplished by 16,171 labor hours. This work included 1,390 PM’s. Managed the facilities, product, and record keeping of 714,232 gallons of dispensed fuel. Specify, order, register, and perform “in service” work on 69 new vehicles/equipment with an acquisition cost of $4,498,811.30. Maintain skilled staff in a competitive market environment for technicians. Maintain 100 percent ASE certification among Fleet technicians for ASE Blue Seal of Excellence. Participation in the design of new Fleet Maintenance Facility. Partnership with ASU Sustainable Cities on City of Peoria Fleet Electrification Project. BUDGET NOTES Initial fuel forecast for 2023 is a $.50 gal decrease: • • • • 2020 was $1.98 gal for all fuels 2021 was $2.80 gal for all fuels 2022 was $4.10 gal for all fuels Fleet growth has seen fuel consumption increase by 20,000 gallons since 2020. Supply chain and commodity volatility issues include: • • • Delays in receipt of new replacement vehicles, availability challenges, and manufacturer notifications of unknown cost increases continue for 2023. Tire cost rose by 7.0 percent in 2022, a 40year record in the U.S. Motor vehicle parts increased by 15.0 percent, year over year. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Percent of repairs with one-day turn around 76.0% 75.0% 68.0% 70.0% Percent of Fleet Available 95.0% 95.0% 93.0% 93.0% PERFORMANCE MEASURES 243 Solid Waste PURPOSE INITIATIVES To reduce and eliminate adverse impacts of waste materials on human health and the environment to support economic development and superior quality of life. • • ACCOMPLISHMENTS • • • Using a modernized audit process, the division was able to successfully audit residential trash accounts and determined that many accounts were not being charged for multiple containers. As a result, over 1,000 trash containers have been invoiced, generating revenue for the City. Conducted three Household Hazardous Waste collections. Residents across the City called to have their hazardous waste collected from their homes. Doing so allows for safe disposal and keeps hazardous waste out of drains and the landfill. By implementing the Blue Lid Project (outfitting of over 3,000 residential recycle containers), the division was able to reduce the residential recycle contamination rate from 27.0 percent to 19.3 percent. • Using a data driven approach to efficiently manage collection routes and driver productivity. Increase residential waste diversion to 22.0 percent by 2025. The City aims to achieve this goal by expanding its popular outreach campaigns, clarifying what can be recycled and exploring opportunities beyond curbside recycling. Achieving these goals will also support the City’s sustainability efforts. Explore the development of new recycling programs for materials such as textiles and electronics. BUDGET NOTES Glendale Landfill rate increase – Beginning July 1, 2023 the City of Glendale will increase landfill fees. This increase will be used to cover the cost of landfill maintenance. Recycling Processing Fees – As of July 2022, Peoria is paying to process recycling instead of receiving revenue. Increased contract costs and changes in the commodity market have resulted in increased processing fees. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY2021 Actual FY2022 Estimate FY2023 Target FY2024 Diversion rate for household recycling 20.0% 19.0% 20.0% 21.0% Number of bulk trash homes serviced 40,682 29,956 23,000 25,000 Tons of recycled material collected 16,937 16,634 17,102 17,150 PERFORMANCE MEASURES 244 Streets PURPOSE INITIATIVES To maintain the City’s right of way infrastructure in the best possible condition by applying sound industry practices and technical evaluation criteria to prioritize the optimal budget and project sequence to accomplish the right treatment at the right time. • ACCOMPLISHMENTS • • • • • • • • • • • • Completed FY22 Pavement Management projects, which included surface treatments and/or rehabilitation to 137 lane miles of paved roads. Placed 1,174 tons of asphalt and 52,806 square foot of maintenance patches. Removed 103 tons of debris in the first six months of FY23 from various drainage systems, channels and basins. Fabricated 1,315 street signs during FY22 and 791 to-date for FY23. Replaced over 200 streetlight poles. Continuing conversion of streetlights to LED status. To-date, 8,039 (46.6 percent) of 17,251 streetlights have been converted. Performed third citywide technical conditional survey of street network, parking lots, and sidewalk systems. Enhanced drainage systems operations service and inspection on storm sewer lines with underground pipe video inspection unit. Swept 16,142 lane miles during first six months of FY23. Performed 108 special sweeps during FY22 and 38 to-date for FY23. • • Continue and adjust the 5-year Pavement Management Program plan as needed to boost rehabilitation projects into preservation category thereby eliminating the worst pavement areas. Reconstruct/rehabilitate pavement and concrete project in Olive Park subdivision. Treated six parking lots at City facilities and parks, with an additional four scheduled for spring 2023. Continue streetlight pole replacements and conversions to LED status. Continue water conservation efforts with street sweeping through implementation of reclaimed water use. BUDGET NOTES The average number of days to repair streetlight outages increased in response to resources deployed to implement LED conversions, which should reduce the need for repairs and improve the repair cycle in the long term. New procedures to comply with water conservation efforts has led to increased sweeping cycle times. The number of potholes repaired across the city has increased in relation to recent storm events and asphalt conditions on arterial roadways. Crew response is between zero (same day) and one day. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department. PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Average number of days to repair streetlight outage Average number of weeks to complete residential sweeping cycle 10 10 15 15 4 4 6 6 Number of potholes repaired 1,515 2,816 3,000 2,000 245 Transit PURPOSE INITIATIVES Deliver transit options that link people to their community - One Peoria. Provide mobility that is affordable, comfortable and efficient to ensure connectivity throughout and beyond Peoria. Improvement in our residents’ quality of life is advanced by transit services that focus on safety, innovation, service excellence and sustainability. • • • • ACCOMPLISHMENTS • • • Continued the Transit Education Program, which educates residents on how to use local and regional transit. Administered the Travel Reduction Program for the City of Peoria to reduce carbon emissions, which saw 21.0 percent more City employees enrolled in FY23 compared to FY22. Peoria Dial-A-Ride transported 12.0 percent more Peoria residents in FY23 compared to FY22. Increase capacity on Dial-A-Ride service by 5.0 percent. Evaluate transit options as presented in the Transit Master Plan and determine plan for future Transit projects. Implement new technologies, such as performing vehicle inspection reports electronically. ASU Project Cities Project – Studied alternative transit models. BUDGET NOTES • • Currently using existing contract dollars and pursuing additional ½ FTE position for Transit operators to assist in meeting requests for Transit services. Reduce denial rate by seeking moderate increase in overtime to allow increase in service and reduce outside referrals. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Fixed route revenue miles of service provided 312,106 490,472 385,900 390,000 Maintain 95.0 percent, or better, on-time service for Dial- A-Ride 96.0% 96.0% 96.0% 97.0% 246 Operating Budget Summary Water Services Personal Services FY21 Actual $9,452,312 FY22 Actual $10,066,745 FY23 Budget $11,832,901 FY23 YTD $7,689,120 FY24 Budget $13,028,448 Pct Chg 10.10% Contractual Services $27,663,618 $29,619,595 $33,103,212 $27,939,554 $35,020,414 5.79% Commodities $2,516,243 $2,720,994 $3,038,921 $2,379,105 $3,265,117 7.44% Capital Outlay $679,406 $178,920 $438,420 $332,356 $905,500 106.54% $40,311,579 $42,586,255 $48,413,454 $38,340,135 $52,219,479 7.86% Expenditures by Category Total Expenditures Water Services-Water/Ww Admin FY21 Actual $2,138,334 FY22 Actual $1,742,160 FY23 Budget $2,390,649 FY23 YTD $2,004,501 FY24 Budget $2,639,735 Pct Chg 10.42% Water Services-Operations Admin $1,267 $0 $0 $0 $0 .00% $3,225,337 $3,183,196 $3,397,096 $2,777,315 $3,755,781 10.56% $360,090 $367,555 $455,912 $308,550 $465,178 2.03% $0 $1,497,879 $1,856,076 $1,435,473 $1,881,576 1.37% Production Svcs $4,831,918 $4,818,968 $4,885,228 $3,689,679 $5,046,728 3.31% Distribution Services $2,963,503 $3,340,859 $3,553,438 $2,618,799 $3,633,430 2.25% Blue Staking $469,016 $481,829 $518,278 $392,355 $519,547 .24% Sustainability & Conservation $513,979 $641,726 $962,401 $532,653 $976,040 1.42% Planning and Engineering $2,452,434 $1,470,848 $1,316,337 $966,200 $1,351,850 2.70% Environmental Resources $464,400 $473,048 $467,838 $351,861 $492,020 5.17% $8,521,945 $10,479,677 $12,591,908 $11,438,270 $13,979,476 11.02% $182 $0 $0 $0 $0 .00% $1,168,179 $1,148,896 $1,492,875 $1,104,938 $1,536,864 2.95% $4,989 $22,410 $0 $55,618 $0 .00% $304,592 $155,947 $372,000 $208,067 $738,500 98.52% $0 $0 $0 $0 $0 .00% Water Impact Fees - Vistancia $276,486 $0 $0 $0 $0 .00% Water Resource Fees - Post 8-1-2014 $161,330 $217,998 $265,270 $8,030 $265,270 .00% $0 $0 $0 $1,947 $0 .00% Beardsley Water Reclamation Facility $1,858,124 $1,870,659 $1,888,793 $1,572,406 $2,411,204 27.66% Wastewater Collection/Prevention $2,062,029 $2,180,959 $2,536,962 $1,844,150 $2,582,328 1.79% $967,745 $1,091,411 $1,387,576 $992,840 $1,471,868 6.07% Jomax Water Reclamation Facility $1,393,969 $1,372,557 $1,677,189 $1,299,403 $1,900,794 13.33% Butler Water Reclamation Facility $5,574,227 $6,027,674 $6,331,208 $4,666,261 $6,404,290 1.15% $371,825 $0 $66,420 $68,748 $167,000 151.43% $0 $0 $0 $2,072 $0 .00% Expenditures by Division Greenway Potbl Wtr Trt Plant Quintero Treatment Plant Operational Technology Water Supply Utilities Engineering Drinking Water Environmental Wtr Oper Capital Projects Wtr Eqt Reserve Water Impact Fees - Post 1-1-2012 Prp W/S Rev Bonds 2021 (Wtr) Program Enforcement Ww Eqt Reserve Prp W/S Rev Bonds 2021 (WW) 247 Operating Budget Summary Wastewater Impact Fees - West of Agua Fria Total Expenditures $225,678 $0 $0 .00% $40,311,579 $42,586,255 $48,413,454 $38,340,135 $52,219,479 7.86% 248 $0 $0 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 4,354.34 million gallons of wastewater and delivered 10,197.6 million gallons of potable water in FY22. 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 249 Water Resources Administration PURPOSE INITIATIVES The Water Services Administrative Division provides overall direction, management, support and administrative services for the department. This division ensures quality and consistent customer service for each of the department’s operations. Additionally, it is responsible for coordinating and acquiring water rights, planning for the cost-effective acquisition and/or development of additional supplies. • • • 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 • • • ACCOMPLISHMENTS • • • • • Produced the amount of potable water needed for customers Maintained compliance with all water and wastewater regulations Effectively treated all water received by the water reclamation facilities Operated within established departmental and capital improvement project (CIP) budgets Managed the city’s water portfolio and created strategies for long term source planning BUDGET NOTES • Increased budget resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. 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 95.0 percent of budgeted positions Operational Resiliency - Staffing level per population served Stakeholder Understanding and Support – Percent of operating budget expended Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Yes <8/0 Yes Yes <8/0 Yes Yes <8/0 Yes Yes <8/0 Yes 92.4% 95.92% >95.0% >95.0% 1,948.83 1942.12 1942 1942 94.24% 89.78% <100% <100% 250 Water Treatment Plants PURPOSE INITIATIVES This Water Treatment Plant division maintains and operates the Greenway and Quintero Water Treatment Plants. The Greenway Water Treatment Plant treats surface water from the Salt and Verde Rivers for potable water (drinking water) use. This includes the operation and maintenance of the treatment plant equipment, on site storage reservoirs, and the pumping stations that deliver 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 complete and the treatment capacity has increased from 11 million gallons per day (MGD) to 24 MGD. Permanent Nano-Bubble Technology systems for the control of algae growth within the Greenway treatment plant is currently being constructed and scheduled to be online by the end of FY23. A new on-site Hypochlorite Generation System for on-site generation of sodium hypochlorite, a 12.5 percent solution of chlorine used for disinfection of drinking water, is currently under construction. The system will replace the gaseous chlorine system used in the plant and remove several safety regulations associated with gas chlorine. Maintained compliance status with OSHA Process Safety Management requirements. Greenway completed a study on the underdrain systems of the activated carbon filters. The plant replaced two of the six filters • 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 • • • 251 Greenway and Quintero Water Treatment Plants are both on track for FY23. Budget expenditures are expected to be within 3.0 percent of the budget targets. Capital Improvement Projects are on schedule and anticipated to be completed by the end of the budget period. Increased budget cost resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. 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 percent 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 15.0 percent or less of Peoria’s annual water supply by 2030 (Calendar Year) Stakeholder Understanding and Support – Percent of operating budget expended Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 99.995% 99.991 99.991 100% Yes <8/0 1,516 Yes <8/0 1,428 Yes <8/0 1,450 Yes <8/0 1,500 34.3% 20.0%* 20.0% 20.0% 94.24% 95.91% <100% <100% *This is an estimate. Actuals will be available soon. 252 Water Production Services INITIATIVES PURPOSE The Water Production division is responsible for the operation, maintenance and repair of all wells, reservoirs, booster pumps, and pressure reducing stations. • • • • • ACCOMPLISHMENTS • • • • • • Maintained an adequate supply of potable drinking water. Rehabilitation of the 91st & Cactus PRV station, Vistancia well 6, Vistancia well 9 and Vistancia Zone 6/7 booster station. Annual chlorine system preventative maintenance program performed on 28 inservice wells and booster sites. Tank cleaning and inspection performed on 4 reservoirs. Completion of the new Jomax booster station Rehabilitation of Sonoran Mountain Ranch reservoir. Inspections and maintenance of well, reservoir storage, and booster stations Maintenance and repair of chlorine disinfection systems Regulatory compliance and customer service Monitoring and control of the SCADA system 150lb chlorine cylinder replacement BUDGET NOTES • Increased budget cost resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. 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 Customer Satisfaction - Respond to all customer contacts within established timeframes. Employee and Leadership Development OSHA recordable incident rate less than 8 Operational Resiliency - Average time to address unplanned water service disruptions less than four hours. Resource Adequacy and Sustainability Show yearly progress towards reducing well pumping to 15.0 percent or less of Peoria’s annual water supply by 2030 (Calendar Year) Stakeholder Understanding and Support – Percent of operating budget expended Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 99.995% 99.991 99.991 100% 100% 100% 100% 100% Yes <8/0 <4hrs 100% Yes <8/0 <4hrs 100% Yes <8/0 <4hrs 100% Yes <8/0 <4hrs 100% 34.3% 20.0%* 20.0% 20.0% 104.29% 104.24% <100% <100% *This is an estimate. Actuals will be available soon. 253 Water Distribution Services PURPOSE INITIATIVES The Water Services Field Operations Division function is to maintain and operate five sections: the water production system, the water distribution system, the wastewater collection system, the reclaimed water system and the Arizona 811 Blue Stake program. • • • • The Water Distribution section is responsible for monitoring, maintaining, and repairing the city’s water distribution system. This section ensures efficient and reliable delivery of potable water to our customers and maintains adequate pressure and flow for fire-fighting purposes. • BUDGET NOTES • ACCOMPLISHMENTS • • • • • • • Water service and main line maintenance and repairs Fire hydrant preventative maintenance program now includes hydrant painting Valve exercise preventative maintenance program Regulatory compliance & customer service Water distribution system flushing Maintenance and repair of all fire hydrants in the water distribution system Exercising 18.4 percent of all 4 inch to 30 inch main line water valves in the water distribution system Responding to water main breaks with limited customer service disruptions Started new hydrant painting program throughout the City of Peoria Hydrant replacement program is on track to replace 90-100 fire hydrants this fiscal year Distribution completed the following repairs/replacements: o Water main breaks – 31 o Water main valve replacements – 16 o Fire hydrant replacements – 44 o Fire hydrant repairs – 260 o Service line replacements – 43 o Service line repairs – 99 Completed 16 inch water main installed to replace 8 inch and 12 inch water main on 75th Avenue from Cholla to Thunderbird 254 Increased budget cost resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Water Distribution Services LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 Maintain and Enhance Product Quality Compliance with 100 percent of all regulatory water quality standards Customer Satisfaction - Respond to all customer contacts within established timeframes. Employee and Leadership Development OSHA recordable incident rate less than 8 Operational Optimization - Achieve and maintain non-revenue water (“water loss”) at or below 7.0 percent annually. (Calendar Year) Infrastructure Stability and Performance Perform maintenance and exercise 20.0 percent of water valves every year. Infrastructure Stability and Performance Perform maintenance on water main pressure reducing valves every year. Infrastructure Stability and Performance Perform maintenance on each fire hydrant every year. 99.995% 99.991 99.991 100% Yes <8/0 Yes <8/0 Yes <8/0 Yes <8/0 Yes <8/0 5.5% Yes <8/0 5.5%* Yes <8/0 6.0% Yes <8/0 6.0% 20.0% 18.40% 9.33% 20.0% 100% 100% 100% 100% 100% 100% 100% 100% Operational Resiliency - Average time to address unplanned water service disruptions less than four hours. Stakeholder Understanding and Support – Percent of operating budget expended <4hrs 100% <4hrs 100% <4hrs 100% <4hrs 100% 94.43% 106.03% <100% <100% PERFORMANCE MEASURES *This is an estimate. Actuals will be available soon. 255 Arizona 811 Blue Staking PURPOSE INITIATIVES The Arizona 811 Blue Stake division provides underground utility marking services for City water, wastewater, reclaimed water, storm water, and fiber optics. • • • BUDGET NOTES ACCOMPLISHMENTS • • • • Locate Peoria underground utilities Respond to all blue stake requests per state statute requirements GIS map updates and documentation along with Water Distribution • Continued compliance with the Arizona Revised statue 40-360.22 811 Law (each request must be completed within two business days by 5pm). Locating and marking of underground utilities, which include water, wastewater, reclaimed water, storm water, and fiber optic cable within the distribution system. All emergency blue stake requests were responded to within two hours All non-emergency requests were responded to within two working days Providing updates for errors and corrections needed in GIS for water services assets to provide the most accurate data available. Increased budget cost resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Customer Satisfaction - Respond to all customer contacts within established timeframes Employee and Leadership Development OSHA recordable incident rate less than 8 Stakeholder Understanding and Support – Percent of operating budget expended Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 100% 100% 100% 100% Yes <8/0 98.52% Yes <8/0 101.10% Yes <8/0 <100% Yes <8/0 <100% 256 Planning, Engineering and Sustainability PURPOSE ACCOMPLISHMENTS Water Services Planning, Engineering and Sustainability ensures a sustainable water supply for Peoria residents and businesses now and in the future. This team is responsible for planning the water and wastewater capital improvement programs (CIP) through master planning and system studies, development interaction, system infrastructure condition and efficiency evaluations, operational technology, and CIP project delivery. • • • • • Additionally, in its water conservation capacity, this section oversees and updates the city’s water conservation program, which is necessary to maintain regulatory compliance and to achieve reductions in indoor and outdoor water use. One of the main purposes of the water conservation unit is to keep the city in compliance with the Assured Water Supply rules. The section is also responsible for coordinating the city’s ‘Sustainable Peoria Plan’. Successfully delivered the FY23 water/wastewater CIP Oversaw the completion of several large water/wastewater related development projects Provided ongoing management of expansions to two water reclamation facilities Began updating the ‘Integrated Water Utility Master Plan’ (IWUMP) Improved communication systems for all water services facilities INITIATIVES • • • • • • • Implement ‘Sustainable Peoria Plan’ and water conservation program Analyze water supply and demand Analyze water/wastewater system efficiency Oversee Water Services CIP delivery Developer coordination Provide engineering support Implement robust system planning to ensure Peoria is ready for growth BUDGET NOTES • 257 Increased budget cost resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Planning, Engineering and Sustainability LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Customer Satisfaction - Respond to all customer contacts within established timeframes. Employee and Leadership Development OSHA recordable incident rate less than 8 Community Sustainability - Increase conservation programs to reduce total Gallons per person per day (GPCD) by 5.0 percent by 2030. (Calendar Year) Resource Adequacy and Sustainability Show yearly progress towards reducing well pumping to 15.0 percent or less of Peoria’s annual water supply by 2030 (Calendar Year) Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 100% 100% 100% 100% Yes <8/0 178 Yes <8/0 179 (from (Jan to Sept) Yes <8/0 176 Yes <8/0 174 34.3% 20.0%* 20.0% 20.0% 90.52% 93.87% <100% <100% *This is an estimate. Actuals will be available soon. 258 Environmental Resources Administration PURPOSE INITIATIVES Environmental Resources Administration provides administrative and management support for the environmental resources division, which includes environmental resources administration, regulatory compliance, and program enforcement sections. • • • • • Management and administration of the environmental resources division Facilitate budget review and development for the environmental resources division Order and purchase supplies and services Provide support for division business systems Liaison to the information technology department Prepare weekly update reports to department management Provides guidance and information to division, department, and city on environmental regulatory issues Respond to public records requests Customer service Management support includes guidance on technical programs implemented by the regulatory compliance and program enforcement divisions, assistance with preparation and maintenance of associated budgets, and business systems support. Administrative support includes ordering and purchasing of supplies and services, mailing, recordkeeping, and other administrative responsibilities. • • ACCOMPLISHMENTS BUDGET NOTES • • • • • • Provided administrative support to the Plant and Field Operations Divisions Provided technical guidance and support to other Water Services Department divisions and City Departments on environmental regulatory issues. Staff reorganization to streamline operations and create efficiencies • Purchasing of additional lab equipment will allow in-house analysis of disinfection byproducts. Increased budget cost resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. 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 Customer Satisfaction - Respond to all customer contacts within established timeframes. Employee and Leadership Development OSHA recordable incident rate less than 8 Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 99.995% 99.991 99.991 100% 100% 100% 100% 100% Yes <8/0 102.13% Yes <8/0 105.38% Yes <8/0 <100% Yes <8/0 <100% 259 Regulatory Compliance PURPOSE INITIATIVES The Regulatory Compliance (formerly Drinking Water Environmental) section provides environmental compliance monitoring and reporting, and process control support for the city’s Water Services Operations and Engineering Divisions. • • • • • • The section conducts sample analysis and reporting for the city’s drinking water and wastewater program through operation of the city’s environmental laboratory and management oversight of contract laboratories. • • ACCOMPLISHMENTS • • • The laboratory continues to add new analyses to the city’s Arizona Department of Health Services laboratory license, allowing the city to conduct more analyses in-house Prepared and published the annual Water Quality Report, the Consumer Confidence Report (CCR) Staff reorganization to streamline operations and create efficiencies • Ensure drinking water and wastewater regulatory compliance by submittal of accurate, complete, and timely compliance reports. Wastewater sampling and reporting Drinking water sampling and reporting Biosolids sampling and reporting Air monitoring Water reclamation sampling and reporting Perform compliance, process control, and project support laboratory testing Maintain an adequately stocked and prepared certified laboratory that is capable of providing analytical support, and generating data of known quality, at all times Customer service BUDGET NOTES • Increased budget cost resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. 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 Customer Satisfaction - Respond to all customer contacts within established timeframes. Employee and Leadership Development OSHA recordable incident rate less than 8 Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 99.995% 99.991 99.991 100% 100% 100% 100% 100% Yes <8/0 86.27% Yes <8/0 85.61% Yes <8/0 <100% Yes <8/0 <100% 260 Water Reclamation Facilities PURPOSE INITIATIVES Wastewater is treated and reclaimed at the Butler, Beardsley, and Jomax Water Reclamation Facilities. Reclaimed water produced at these facilities meets all state and federal water quality standards and is either recharged back into the local underground aquifers or reused directly on landscape and turf areas. The Butler Water Reclamation Facility recharged over 200 million gallons to the Aquifer in 2022 for its Underground Storage and Replenishment Program. It additionally provides irrigation water for several HOAs, City Hall, and Pioneer Park. • • • • • • • • • The Jomax WRF treats wastewater from areas located in the Vistancia development. The Beardsley WRF treats wastewater for areas north of Beardsley Road and recharges 100% of the facilities water. The Butler Water Reclamation Facility treats wastewater for the areas south of Beardsley Road and east of the Agua Fria. • • ACCOMPLISHMENTS • • • • Completed the year with zero discharge violations at all facilities Received safety awards from AZ Water for zero lost work days at all water reclamation plants The Beardsley WRF expansion is underway with new Aqua Diamond filters and a new reclaimed water system that will eventually feed water to Paloma Park. New influent pumps and a clarifier are in process to make Beardsley a 6 MGD Plant. This will continue compliance with local, state and federal regulations. Construction of the new Jomax administration building is complete with a move in date of January 1, 2023. Maintain treatment process equipment Regulatory compliance Customer service Maintain building and grounds Maintain all OSHA standards Optimize treatment processes to enhance treatment At Butler, maintain the water reclamation system on site and the new aquifer storage and recovery well to its maximum potential. Develop new standard operating procedures Deliver operating initiatives and Effective Utility Management Practices on cost and operational efficiencies A long awaited Agreement with Glendale and Phoenix was approved and signed for the use of an emergency by-pass of the influent pump station to the SROG pipeline going to Phoenix. Rehabilitation projects replacing the coating in the Headworks buildings at the Butler Plant and Influent Pump Station have been completed BUDGET NOTES • • • 261 Increased budget costs resulted from solids handling and disposal fees along with a rise in the cost of materials, labor, and service fees from contractors and vendors. Jomax, Butler and Beardsley WRF are on track for FY23. Budget Expenditures are expected to be within 3.0 percent of the budgeted target. Capital Improvement projects are on schedule to be completed by the end of the budgeted period. Water Reclamation Facilities 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 Wastewater Treated Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 99.995% 99.991 99.991 100% Yes <8/0 4,993 Yes <8/0 4,971 Yes <8/0 4,900 Yes <8/0 4,900 96.27% 100.40% <100% <100% 262 Wastewater Collection PURPOSE INITIATIVES The Wastewater Collections section is responsible for operating and maintaining the City’s wastewater collection, or sanitary sewer system, and water reclamation system. This includes sewer mains, sewer laterals, lift stations, nonpotable reservoirs and non- potable booster stations. • • • • • • • BUDGET NOTES ACCOMPLISHMENTS • • • • Inspection and maintenance of lift stations Sewer main line cleaning Manhole treatment (roach control) Regulatory compliance Customer service Closed Circuit Television (CCTV) sewer line inspection Sanitary Sewer Overflows (SSO) • 42 manhole frame and cover rehabilitated at various locations in the wastewater collection system. 903,936 linear feet /171.2 miles of sewer pipe line Hydro-Vac cleaned for sanitary sewer maintenance 91,819 linear feet / 17.39 miles of sewer pipe inspected by Close Circuit Television (CCTV) for pipe condition and assessment Pulled and inspected 28 submersible lift station pumps. Increased budget cost resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. LIVE PEORIA These icons indicate the Live Peoria goals addressed by divisions within the department PERFORMANCE MEASURES Customer Satisfaction - Respond to all customer contacts within established timeframes. Employee and Leadership Development OSHA recordable incident rate less than 8 Infrastructure Stability and Performance Clean 20.0 percent of sewer lines every year. Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 100% 100% 100% 100% Yes <8/0 19.58% Yes <8/0 20% Yes <8/0 >20% Yes <8/0 20% 94.50% 96.09% <100% <100% 263 Program Enforcement PURPOSE INITIATIVES The Program Enforcement (formerly Wastewater Environmental) section is responsible for the protection of public health through implementation of existing backflow prevention/cross connection control, pretreatment, and storm water programs and enforcement of City Code Chapters 8, 24 and 25. • • • This section also provides compliance support and reporting for the City’s air quality permits. • • ACCOMPLISHMENTS • • • • • • Coordinated citywide communication efforts and prepared and submitted the annual compliance report for the Municipal Separate Storm Sewer System (MS4) Phase II permit Submitted required compliance reports to ADEQ and Maricopa County. Staff reorganization to streamline operations and create efficiencies Protect public health through the prevention of backflow & cross connection events Review development plans for compliance with backflow prevention/cross connection and pretreatment requirements Industrial pretreatment regulations and reporting Fats, Oils, & Grease (FOG) inspections and enforcement Storm water inspections, enforcement and reporting Air quality permits Outreach Customer service BUDGET NOTES • Increased budget cost resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. 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 percent of all regulatory water quality standards Customer Satisfaction - Respond to all customer contacts within established timeframes. Employee and Leadership Development OSHA recordable incident rate less than 8 Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2021 Actual FY 2022 Estimate FY 2023 Target FY 2024 99.995% 99.991 99.991 100% 100% 100% 100% 100% Yes <8/0 92.78% Yes <8/0 101.54% Yes <8/0 <100% Yes <8/0 <100% 264 Capital Improvement Program 266 City of Peoria FY2024 Annual Program Capital Improvement Program Introduction Introduction Each year, the City of Peoria invests significant time and resources to design, construct, and maintain the infrastructure and facilities needed to deliver municipal services to residents and businesses. Because of the high costs associated with building and maintaining capital assets, the City must carefully balance the need for such assets with requirements to sustain a strong financial position. This is accomplished through the Capital Improvement Program (CIP) – a 10-year plan for addressing present and future infrastructure needs. The first year of the program is the only year that is appropriated by the City Council. This becomes the capital budget, which is an important piece of the City’s overall annual budget. At the discretion of the City Council, new projects may be added to the capital budget after final adoption. The Fiscal Year (FY) 2024 capital budget includes not only newly funded projects, but also any project costs carried over from the previous year. The last nine years of the CIP are for planning purposes; future funding is not guaranteed and the plan is subject to change. The 10-year Capital Improvement Program totals $1,104,118,867. The FY2024, budgeted capital projects total $410,595,701. This document provides detailed information about each project in the CIP, including scope, schedule, project costs, funding sources, and future operating costs. It is intended to be a communication device, informing stakeholders of the City’s plans for capital investment. Sonoran Mountain Ranch Booster Station Rehabilitation Peoria’s CIP is a 10-year balanced plan that addresses projects across a broad spectrum of areas. Funding sources have been identified based on reliable revenues to support both the capital costs and the operating costs for each project in the 10-year program. A great deal of effort is put into updating this plan to ensure not only that critical needs are being met but also that the cost, scope, and timing of all projects are coordinated to minimize service disruptions. Capital projects are non-routine expenditures that generally cost more than $100,000 and have a useful life of five years or more. Capital projects include design and construction, as well as the acquisition of land and the purchase of fixed assets. A fixed asset is any single item or single cohesive system that has a life expectancy of at least one year and a value of at least $25,000. All land is capitalized as a fixed asset, regardless of cost. Alta Vista Tennis Court Renovation 267 City of Peoria FY2024 Annual Program Capital Improvement Program Financial Policies policies The City of Peoria Principles of Sound Financial Management establish guidelines for the City’s overall fiscal planning and management, including the Capital Improvement Program (CIP). To view this document, please visit the Finance and Budget Department page on the City’s website at www.Peoriaaz.gov. • When current revenues or resources are available for capital improvement projects, consideration will be given first to those capital assets with the shortest useful life and/or to those capital assets whose nature makes them comparatively more difficult to finance with bonds or lease financing (8.06). • The first year of the adopted capital plan will be the capital budget for that fiscal year (8.07). • Periodic status reports will be presented to City Council to share project progress and identify significant issues associated with a project (8.08). • Within 90 days of the completion of a capital project, any remaining appropriated funds for the project will revert to the fund balance of the funding source (8.09). • The Capital Improvement Program will be updated annually as a multi-departmental effort (8.10). Fire Station 196 on El Mirage Road Facility Parking Lot Improvements Following are some excerpts from this policy. • The city manager will annually submit a financiallybalanced, multi-year Capital Improvement Program for review by the City Council (8.01). • The Capital Improvement Program shall provide an estimate of each project’s costs, anticipated sources of revenue for financing the project, and an estimate of each project on City revenues and operating budgets (8.02). • The City will match programs and activities identified in the Capital Improvement Program with associated funding sources (8.03). • Efforts will be made to allocate sufficient funds in the multi-year capital plan and operating budgets for condition assessment, preventative and major maintenance, and repair and replacement of critical infrastructure assets (8.04). • FY 2024-2033 CIP Funding Sources Funding Source The City’s objective is to incorporate “Pay-AsYou-Go” funding (using available cash resources) in the annual Capital Improvement Program. This will supplement funding from other sources such as IGAs, bonds, impact fees and grants (8.05). Percent of Total G.O. Bonds $177,638,926 16% Impact Fees $114,485,113 10% Pay-As-You-Go $98,089,348 9% Outside Sources $44,604,250 4% Revenue Bonds $212,375,310 19% T.S.T./Streets $195,699,906 18% Utility Rates $261,226,014 24% $1,104,118,867 100% Total 268 10-Year Total City of Peoria FY2024 Annual Program Capital Improvement Program CIP Development Process Capital improvement planning has proven to be a year-round process, with City departments continually evaluating and prioritizing capital needs. However, the process is most involved from September through May. During this period, City staff identifies and prioritizes projects, prepares cost estimates, determines available resources, and submits a recommended program to the City Council. As part of the annual budget process, the Management and Budget Division coordinates an update of the 10year CIP. In addition, division staff forecast revenues for the various funds used to finance capital projects and set the financial parameters for the development of the CIP. Capital projects originate in the operating departments, where subject matter experts identify needs based on master planning documents and other technical criteria. Butter Ball by Jennifer Levine at Sunrise Mountain Library CIP Timeline September – October: Operating departments identify projects, define project scopes, prepare cost estimates, and prioritize projects based on direction received from the city manager and City Council. Department directors review project requests before final submittal. November – December: Capital project requests are submitted to the Management and Budget Division. Division staff use revenue forecasts and financial models to prepare a preliminary CIP. January – March: The CIP Management Committee meets to review the proposed plan, making adjustments as needed. Management and Budget Division finalize the recommended CIP for the consideration of the City Council at public study sessions. The proposed budget, including the CIP is made available to the public prior to budget study sessions. Budget documents may be accessed by visiting the Finance and Budget Department page on the City’s website at www.Peoriaaz.gov. Reading Rhino by Doug Boyd at Peoria’s Main Library Once project requests have been submitted and the financial parameters established, a preliminary plan is prepared for the review of the CIP Management Committee. This committee is made up of the deputy city managers and directors of City departments that have a significant stake in the delivery of capital projects (including Finance and Budget). The CIP Management Committee is responsible for evaluating project requests in light of available resources and developing a financially balanced plan that addresses City Council goals and priorities. This group also ensures that projects are properly scoped and that the timing of projects is coordinated. Once complete, the city manager forwards the recommended CIP to the City Council for approval. April – May: Management and Budget Division implement modifications to the CIP, as requested by City Council. The revised CIP is presented to the City Council for review and made available on the City’s website. Thereafter, subsequent public meetings are held until CIP and final budget is adopted by City Council. 269 City of Peoria FY2024 Annual Program Capital Improvement Program Programming Projects in the CIP City’s General Plan and the various master plans (for parks, trails, streets, water, wastewater, etc.) provide helpful guidance to departments with identifying and prioritizing capital projects. Specific sections of the General Plan, such as the Circulation Element, tie directly with the CIP, as do each of the master plans. As such, the CIP is one of the mechanisms by which long-range plans become reality. Goals and priorities of the City Council are another key source of capital projects. The City Council’s Policy Goals provide near-term direction to city staff. FY 2024-2033 CIP Project Types 10-Year Total Percent of Total $49,514,709 5% $47,997,434 4% $70,002,001 6% $33,540,463 3% Public Safety $92,474,174 8% Streets & Traffic Control $268,800,187 25% Wastewater $232,694,843 21% Water $309,095,056 28% Total $1,104,118,867 100% Project Type Drainage Economic Development Operational Facilities Parks & Recreation There are different types of projects that make up the Capital Improvement Program to add new and maintain existing infrastructure that include, but are not limited to: Beardsley Water Reclamation Facility Expansion • Office buildings, police and fire stations, court facilities, libraries, and recreation centers. • Parks, trails, open space, right-of-way landscaping, and sports facilities. • Roads, bridges, sidewalks, streetlights, traffic signals, and sound walls. • Storm drains, channels, retention basins, and drywells. • Water and wastewater treatment plants, pipes, storage facilities, and pump stations. • Information technology infrastructure and major software applications. The FY 2024-2033 CIP includes major investments in operational facilities, economic development, roadways, public safety, and water service infrastructure. This includes funding for the construction of several major projects, such as the regional drainage and roadway improvements at 67th Avenue, from Pinnacle Peak Road to Happy Valley Road, reclaimed water expansions, drainage basin developments at 75th Avenue & Olive Avenue, and a public safety training facility investment. Other notable projects in the CIP include a new fire station in northern Peoria, a planned replacement of the aging fleet building, a wellfield installation and waterline project near Lake Pleasant Parkway and the Central Arizona Project (CAP) Canal intersection, and water conservation via basin turf reduction. Specific projects in these categories originate from long-range plans, City Council goals and priorities, and staff recommendations. Long-range planning is critical for ensuring a sustainable future for the City of Peoria. Planning efforts such as those encompassed by the 270 City of Peoria FY2024 Annual Program Capital Improvement Program In addition, the FY 2024 CIP continues to devote longterm investment in the Park and Recreation Facility Refurbishment Program, which aims to replace vital city-owned assets such as playground equipment, fitness equipment, and library checkout machines beyond useful life and/or require upgrades. • Replacement and/or upgrades to critical communication and information technology infrastructure are addressed in this plan. • Intelligent Transportation System Advance Technology Enhancements project for Adaptive Signal Control Technology (ASCT) installations throughout the City’s signal network and upgrades such as flashing yellow arrows (FYA) to allow for time of day protection. • Lake Pleasant Parkway project to extend interconnect/fiber and add travel lanes, median, and a traffic signal at Old Carefree Highway. Modifications to the Lake Pleasant Parkway and Arizona State Route 74 (SR74) intersection included. • Fire Station remodels and preservations at 191 and 193 locations. Project will provide improvements to dorms, restrooms, showers, and floor and ceiling tiles. Intended to keep facility in safe and efficient condition for emergency responders. • Peoria Police Department Evidence Facility project near the City Hall Campus with storage systems, furnishings, security, information technology, and audiovisual systems. • Public art commission and installation of art piece at the Gene Mason Memorial at Fire Station 191, a Veteran's Trail art piece and pieces for public park(s). • New River trail head south project for land acquisition, design, and construction of a pedestrian and bicycle access point to the New River Trail system with comfort facilities such as shade ramadas, drinking fountains, and resting areas. Country Meadows Parks Refresh Other notable projects included in the CIP are as follows: • Downtown streetscape and redevelopment project for creating a “place to be” for families, while improving economic vitality of the downtown area. • City Hall renovation and entry plaza improvement projects to enhance public and occupational functionality of the main campus by decommissioning fountain structure and implementing hardscape, landscape, irrigation, and shade installations and/or replacements. • Peoria Sports Complex Auxiliary Field and Parking Improvements will convert two small practice fields to full size and repurpose two other practice fields to parking lots to accommodate future development in the P83 Entertainment District. • Reclaimed water system upgrades and improvements project ensures the reclaimed water distribution system is compliant and efficient for users, which includes new extensions and rehabilitation work. • Lift station reconditioning project to rehabilitate and maintain systems for channeling wastewater to treatment plants. • El Mirage Road sewer expansion project to increase capacity needs for future development. Centennial Plaza Decades Walk, honoring historical civic events 271 City of Peoria FY2024 Annual Program Capital Improvement Program Impacts on the Operating Budget Budget The Capital Improvement Program has direct and significant impacts on Peoria’s operating budget. Most capital projects require ongoing costs for operation and maintenance. New buildings require electricity, water services, maintenance, and repair. New roads require routine sweeping as well as periodic crack sealing and reapplication of pavement striping and markings. New parks and landscaped rights of way (such as medians and streets shoulders) require irrigation, fertilizing, mowing, and trimming. Some projects, such as a recreation center, require additional employees. Departments submitting capital projects estimate the operations and maintenance costs of each project based on cost guidelines that are updated each year. The departments also consider any additional revenues or savings the City may reasonably expect to recognize upon completion of the project. For example, membership fees from a new recreation center help to offset the increased operating costs. The net operating costs are included not only in the project request, but also in the long-range forecasts of the respective funds, to ensure that we properly account for operating budget impacts of all capital projects. OPERATING IMPACTS BY PROJECT TYPE Project Type FY2024 FY2025 FY2026 FY2027 FY2028 Drainage $36,810 $268,815 $268,815 $268,815 $270,915 $0 $282,210 $4,000 $282,210 $4,000 Operational Facilities $3,800 $17,800 $17,800 $17,800 $17,800 Parks & Recreation $2,800 $17,800 $17,800 $17,800 $17,800 $0 $2,424,500 $2,676,500 $2,692,835 $2,842,152 $89,125 $653,580 $550,633 $669,538 $1,136,391 $0 $5,000 $339,000 $344,000 $486,000 $132,535 $3,669,705 $3,874,548 $4,292,998 $4,775,058 Economic Development Public Safety Streets & Traffic Control Water & Wastewater Total 272 City of Peoria FY2024 Annual Program Capital Improvement Program Financing the CIP CIP The Capital Improvement Program for fiscal years 2024-2033 is a $1,104,118,867 million investment in 237 different capital projects over the next 10 years. The program represents a significant investment of City resources in infrastructure, facilities, and recreational assets, and is designed to address the highest priority needs of the community. It is both financially feasible and can be accomplished within the suggested time frame. • The useful life of the project will not exceed the term of the bond (usually 20 years). • Pay-as-you-go financing is either not available or not sufficient to fund the project. (Pay-as-you-go financing refers to cash-based sources such as operating revenues and impact fees.) • The project will benefit future residents of Peoria, so the use of pay-as-you-go financing will unfairly burden current residents. The 10-year plan relies on several major revenue sources to finance capital projects. The use of these funding sources is governed not only by federal and state law, but also by the City’s own Principals of Sound Financial Management. Funding for many of the projects in the CIP comes from more than one source. For example, a single roadway project might be funded with general obligation bonds, impact fees, transportation sales tax, and federal transportation funds. In Peoria, G.O. bonds are backed by the City’s property tax collections. Beginning in 1980, state law mandated the separation of City property taxes into two components: the primary tax levy and the secondary levy. The primary levy may be imposed for any governmental purpose, but has strict limitations on how much can be levied. The secondary levy may only be used to retire the principal and interest on G.O. bonds issued by the City. As a result, it is the secondary levy that is used to finance many of Peoria’s capital projects. The amount of revenue available for allocation to projects in the CIP each year is based on financial projections by staff in the Management and Budget Division. To develop these projections, staff vigilantly monitors and analyzes retail sales figures, construction (development) activity, residential and commercial property values, water and wastewater usage, state revenues, interest rates, and local and national economic trends. Much of the work involved in the development of the CIP involves matching identified project needs (and the associated costs) with available funding sources. The major sources used to pay for capital projects in the CIP are explained herein. General Obligation Bonds Reclaimed Water Project to expand the use of recycled water in Peoria General Obligation (G.O.) Bonds are a common method used to raise revenues for large-scale municipal projects. G.O. bonds are backed by the full faith and credit of the City, meaning that they are guaranteed by the full taxing power of the City. Peoria only issues debt for projects when it truly makes sense to do so. This is determined by a number of different criteria, including the following: Debt Policies. The Principles of Sound Financial Management include policies governing the use of property-tax supported bonds: • 273 Tax supported bonds are bonds for which funds used to make annual debt service expenditures are derived from ad valorem (property) tax revenue of the City (11.07a). City of Peoria FY2024 Annual Program In accordance with requirements of the State of Arizona Constitution, total bonded debt will not exceed the 20 percent limitation and 6 percent limitation of the total secondary assessed valuation of taxable property in the City (11.07f). • Interest earnings on bond fund balances will only be used to pay debt service on the bonds unless otherwise committed for other uses or purposes of the project (11.07h). • 2,000 1,500 1,000 500 0 FY27 Reserve funds, when required, will be provided to adequately meet debt service requirements in subsequent years (11.07g). 2,500 FY26 • 3,000 FY18 • HISTORIC AND PROJECTED ASSESSED VALUATION FY25 Secondary property tax rates will be determined each year as part of the budgetary process (pursuant to state law) to pay the necessary debt service payments of general obligation bonds currently outstanding or expected to be issued within the fiscal year (11.07e). FY24 • FY23 Debt supported by the City’s general fund will not exceed 10 percent of the annual general fund revenues (11.07d). FY22 • FY21 Generally, the City will structure general obligation bond issues to create level debt service payments over the life of the issue (11.07c). FY20 • For FY 2024, Peoria’s secondary assessed valuation is $2 billion and the secondary levy is $23 million. The secondary property tax is unlimited in that a City may levy the amount necessary to meet its debt service obligations. However, in November 2012 Arizona voters approved Proposition 117, which caps the growth of the secondary assessed valuation to five percent over the previous year’s amount. This means that the City would have to raise its secondary property tax rate if the growth in assessed valuation were insufficient to meet its debt service obligations using the existing rate. Fortunately, despite this new limit on the secondary assessed valuation, the City is still in a position to meet its needs with the existing rate for the foreseeable future. FY19 The target for the maturity of general obligation bonds will typically be between 20 and 30 years. The target for the “average weighted maturities” for general obligation bonds of the City will be 12.5 years (11.07b). Dollars (in Millions) • Capital Improvement Program General Obligation Debt Limitations. The Arizona Constitution limits a City’s bonded indebtedness (outstanding principal) to 20 percent or six percent of its secondary assessed valuation, depending on the type of project involved. Projects in the 20 percent category include water, sewer, drainage, artificial lighting, open space preserves, parks, playgrounds and recreational facilities, public safety and emergency services facilities, and streets and transportation. Projects in the six percent category include economic development, historic preservation and cultural facilities, general government facilities, and libraries. The term of any bond will not exceed the useful life of the capital project/facility or equipment for which borrowing is intended (11.07i). Assessed Valuation. As mentioned above, it is the secondary levy that is used to pay the principal and interest on general obligation bonds. The secondary assessed value of a property is calculated by multiplying that property’s full cash value, as determined by the county assessor, by an assessment ratio (varies by property class). Thus, Peoria’s secondary assessed valuation is the sum of the secondary assessed valuation of all properties within the incorporated area of Peoria. The City’s secondary property tax levy, then, is the secondary assessed valuation multiplied by the secondary property tax rate, which is $1.15 per $100 of assessed valuation. Voter Authorization. Regardless of whether or not the City has available revenues or constitutional capacity to issue and pay for new bonds, the City must have authorization from the voters through a citywide bond referendum in order to issue G.O. bonds for capital projects. Peoria voters have authorized the use of bonds for various capital needs in bond elections 274 City of Peoria FY2024 Annual Program Capital Improvement Program For example, the issue will be required to have a debt coverage ratio of at least 1.25, which means that the projected net revenues from the project must be at least 125 percent of the highest maximum debt service requirement on outstanding bonds plus the debt service on new bonds to be issued. In addition, each of the outstanding bond issues must have a debt service reserve requirement sufficient to cover at least one year of debt service. held in 1985, March 1990, September 1994, September 1996, September 2000, May 2005, and November 2008. In the most recent bond election, held November 4, 2008, voters authorized the use of $378 million in bonds in three categories: Streets, Bridges, Traffic Control and Transportation, and Drainage ($277 million); Public Safety, Technology, and Municipal Operations ($60 million); and Parks, Recreation, and Trails ($41 million). Bond sale proceeds must be used for the purposes specified in the bond election publicity pamphlet and ballot. Unspent bond proceeds in one category may be used to pay for projects in that same category, but may not be used to pay for projects in another category. The City takes very seriously its responsibility to properly apply voter authorization, and has systems in place to track the use of voter authorization. Property Tax Rate. This 10-year plan was developed to comply with House Bill 2011 (HB2011). Passed in April 2017, HB2011 restricts Arizona municipalities’ ability to levy annual property taxes for debt service and caps their debt service reserves at 10 percent of the current year’s General Obligation (G.O.) bonds principal and interest payments. Peoria has managed its secondary levy to ensure the ability to meet its G.O. bonds principal and interest payments without causing spikes in the property tax rates year to year. Central Arizona Project Canal Included under revenue bonds, though technically not bonds, are loan agreements with the Water Infrastructure Finance Authority (WIFA). WIFA is a program created by the State of Arizona, pursuant to federal regulations regarding water pollution and safe drinking water law, to provide financing to local communities for water and wastewater projects. Like revenue bonds, these loan agreements are backed by water and wastewater utility rate revenues. Most recently, the City entered into a loan agreement with WIFA to finance the CAP Lake Pleasant Parkway Intersection Wellfield project. In Fiscal Year 2024, Peoria will levy a $0.29 primary property tax rate and $1.15 secondary property tax rate per $100 of assessed valuation. Revenue Bonds The City uses revenue bonds to support major capital improvements on water and wastewater systems. Revenue bonds are secured by water and wastewater utility rate revenues rather than the full faith and credit of the City. As such, revenue bonds typically carry a slightly higher interest rate than general obligation bonds. Like G.O. bonds, revenue bondfunded projects can only be undertaken if they have voter authorization from a citywide bond referendum. Municipal Development Authority Bonds For certain projects, the City uses bonds issued by the non-profit Peoria Municipal Development Authority to pay for capital improvements. MDA bonds are secured by the City’s excise tax and other undesignated revenues. The use of property taxes for this purpose is specifically prohibited. MDA bonds typically carry a higher interest rate than general obligation bonds, but they are advantageous in that they are not subject to constitutional debt limits or coverage ratios and they do not require voter approval. There are no legal or statutory limits on the amount of revenue bonds that may be issued. However, there are other constraints that limit the amount of revenue bonds that City can sell. 275 City of Peoria FY2024 Annual Program Capital Improvement Program Operating Fund Revenues Under this method of financing, the City acquires the desired facilities from the non-profit corporation by means of a lease-purchase contract. The MDA issues its own bonds to obtain the funds necessary for the construction of the facilities. The facilities financed with the MDA bonds are then leased to the City for lease-rental payments that mirror the semi-annual interest and principal payments on the bonds. Where possible, the City uses available cash, or “PayAs-You-Go” funding, to pay for capital projects. PayAs-You-Go funding comes from several operating funds, including the general fund, the water and wastewater utility funds, and the streets fund. Each year, the City identifies one-time, non-recurring revenues from these funds that can be used to support capital needs. The amount available in these funds for capital projects is limited, however, because of the uncertainty of available revenues and the need to support ongoing operations. The Peoria Municipal Development Authority has issued bonds three times since 2006. Most recently, in July 2012, the Peoria MDA issued $35.5 million in MDA bonds to finance clubhouse and stadium improvements at the Peoria Sports Complex. In March 2006, the MDA issued $6.7 million in bonds to finance the construction of the Peoria Center for the Performing Arts. These bonds are being repaid with the City’s half-cent sales tax revenues and, in the case of the theater, with the one percent charge to capital projects for public art. In February 2008, the MDA issued $47 million for the construction of the missing segment of Happy Valley Road from 91st Avenue to Terramar Boulevard and for the widening of 83rd Avenue from Williams Road to Calle Lejos. These bonds are being repaid with the City’s transportation sales tax revenues. The City’s half-cent sales tax fund may be used to support capital projects, provided that such projects are consistent with the City Council policy governing the use of revenues from this tax. A variety of economic development projects have been supported by this revenue source over the years. Development Impact Fees A development impact fee is a charge on new development to pay for the construction or expansion of off-site capital improvements that are necessitated by and benefit the new development. Impact fees, which are collected when building permits are issued for a given project, cannot be used for operations, maintenance, or repair of existing facilities. The City of Peoria assesses impact fees for transportation, law enforcement, fire protection, water expansion, wastewater expansion and water resources. Festive wraps in the P83 Entertainment District Grant and Revenues Intergovernmental City departments pursue grants and other outside funding sources to help support capital projects. The City frequently shares the costs of capital projects with neighboring cities, the Flood Control District of Maricopa County (FCDMC), the Maricopa County Department of Transportation (MCDOT), the Arizona Department of Transportation (ADOT), and other agencies. The Development and Engineering, Public Works, Water Services, and Intergovernmental Affairs departments work closely with the Maricopa Association of Governments (MAG), the Water and Infrastructure Financing Authority of Arizona (WIFA), and other agencies to secure pass-through federal funds, low-interest loans, and other funding sources for capital projects. Impact fees are an important source of revenue for the capital program, and help to ensure that residential and commercial growth in Peoria helps pay for a portion of the Capital Improvement required to support new growth in the City. Impact fee revenues are subject to fluctuations in economic and market forces. As such, staff regularly updates forecasts of impact fee revenues and the associated fund balance models to reflect the most current economic and development information. 276 City of Peoria FY2024 Annual Program Capital Improvement Program Transportation Sales Tax This fund also supports a number of ongoing programs including the Traffic Signal Renovation and Interconnect Programs, Intelligent Transportation System Advanced Technology Enhancements, Pavement Rehabilitation and Preservation Programs and a Bridge Maintenance Program. In 2004, the City Council appointed a 23-member Citizen Transportation Committee to evaluate Peoria’s future transportation requirements and consider the various alternatives for funding these improvements. Based on its review, the committee put forward a recommendation to the City Council to increase the City sales tax by three-tenths of a percent to pay for transportation needs. The City Council referred this recommendation to the voters, who, on September 13, 2005, approved Proposition 300 increasing the City sales tax for transportation purposes. Upcoming projects include a traffic signal installation at 107th Avenue and Rose Garden Lane, a traffic signal installation at 83rd Avenue and Hillcrest Boulevard, intersection improvements at 98th Avenue and Happy Valley Road. County Transportation Sales Tax (Prop. 400 Reimbursements) On November 2, 2004, Maricopa County voters approved Proposition 400, which authorized a 20year continuation of the half-cent sales tax for transportation projects. By state law, use of the revenues from this sales tax must be consistent with the Regional Transportation Plan (RTP) adopted by the Maricopa Association of Governments (MAG) Regional Council on November 25, 2003. The RTP provides a blueprint for future transportation investments in the region through FY 2026, including freeways and other routes on the state highway system, major arterial streets and intersection improvements, and public transit systems. Deer Valley roundabout connection at 109th Avenue Transportation sales tax (TST) revenues are deposited into a separate fund from which expenditures are made for various transportation purposes. Consistent with the Citizen Transportation Committee’s original recommendation, the City earmarks funding for transit but also right-of-way and street maintenance. Any unspent monies in these three areas are allocated to street capital projects, along with the balance of revenues collected. The transportation sales tax fund also pays the debt service on the MDA bonds issued for the construction of Happy Valley Road and the widening of 83rd Avenue, from Williams Road to Calle Lejos, approximately $3.5 million annually. To receive disbursements of county transportation sales tax through the Arterial Life Cycle Program (ALCP), a City must first expend its own sources on an eligible project and then request reimbursement up to 70 percent of those expenditures. To date, Peoria is eligible to receive up to $109.50 million in reimbursements for the following projects Lake Pleasant Parkway ($42.67 million); Happy Valley Road ($20.63 million); 75th Avenue and Thunderbird Road Intersection Improvements ($1.89 million); Beardsley Road, from the Loop 101 to 83rd Avenue Lake Pleasant Parkway ($6.25 million); Loop 101, from Beardsley Road to Union Hills Drive ($10.85 million); 83rd Avenue, from Butler Drive to Mountain View Road ($3.23 million); Happy Valley Road, from Lake Pleasant Parkway to Loop 303 ($7.57 million); Jomax Road, from Vistancia Boulevard to Loop 303 ($3.66 million); and El Mirage Road, from Loop 303 to Jomax Road ($12.75 million). Since most of these projects were constructed in advance of the scheduled reimbursements, the City has allocated these reimbursement dollars toward other capital projects that would have used the same sources for which the original projects were reimbursed. Major projects completed in recent years using transportation sales tax revenues include Jomax Road, from Loop 303 to Vistancia Boulevard, 91st Avenue, from Grand Avenue to Mountain View Road landscape enhancements, installation of CCTV traffic signal equipment citywide, bus stop improvements, and Deer Valley Road roundabout connection at 109th Avenue. Tax 277 City of Peoria FY2024 Annual Progam Budget Capital Improvement Program Capital Improvement Program FY2024-2033 Summary by Funding Source Fund Number and Name 1000 - General FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $17,000,047 $14,352,500 $0 $0 $0 $1,750,000 $33,102,547 1111 - Percent for the Arts $523,000 $0 $0 $0 $0 $0 $523,000 1210 - Half Cent Sales Tax $33,213,089 $1,060,000 $500,000 $6,800,000 $0 $6,660,000 $48,233,089 1900 - Economic Development $2,370,425 $0 $0 $0 $0 $0 $2,370,425 1970 - Municipal Asset Reserve $9,105,996 $1,081,760 $0 $0 $0 $0 $10,187,756 $151,500 $0 $0 $0 $0 $0 $151,500 2003 - Sports Complex GA Surcharge 2004 - AZSTA Sports Complex Improvements $13,887,500 $1,010,000 $1,010,000 $0 $0 $0 $15,907,500 2050 - Water $42,515,013 $19,548,503 $6,903,500 $11,517,670 $8,668,500 $83,458,500 $172,611,686 $8,282 $0 $0 $0 $0 $0 $8,282 2161 - Water Expansion 2162 - Water Impact Fees - Post 1-1-2012 $1,065,035 $0 $0 $0 $0 $0 $1,065,035 2163 - Water Impact Fees - South of Bell Rd $2,275,168 $5,000 $5,235,000 $0 $35,000 $28,398 $7,578,566 2164 - Water Impact Fees - North of Bell Rd $2,332,366 $1,400,000 $1,400,000 $488,000 $488,000 $0 $6,108,366 2165 - Water Impact Fees - Vistancia $3,160,121 $58,000 $1,950,000 $7,345,000 $4,202,000 $2,021,500 $18,736,621 2166 - Wtr IF 2019 N of Bell $2,340,135 $0 $2,709,500 $4,871,300 $3,055,000 $10,570,402 $23,546,337 $0 $2,061,704 $638,901 $608,032 $577,163 $546,295 $4,432,095 2167 - Water Resource Fees - Post 8-1-2014 2222 - Prp W/S Rev Bonds 2021 (Wtr) $4,996,982 $0 $0 $0 $0 $0 $4,996,982 2227 - Future Water Revenue Bonds $15,813,765 $16,273,500 $20,000,000 $7,000,000 $0 $7,000,000 $66,087,265 2271 - WIFA Loan 2017 (Pyramid Peak) $3,865,990 $0 $0 $0 $0 $0 $3,865,990 2272 - WIFA 2019 Loan (Pinnacle Pk) $496,082 $0 $0 $0 $0 $0 $496,082 2273 - WIFA 2021 Loan (Reclaimed Water) $7,328,005 $0 $0 $0 $0 $0 $7,328,005 2274 - WIFA 2023 LPP Wellfield $18,358,953 $16,704,497 $0 $0 $0 $0 $35,063,450 2400 - Wastewater $33,035,308 $2,741,300 $6,804,500 $3,990,330 $4,667,500 $36,200,397 $87,439,335 2453 - Prp W/S Rev Bonds 2021 (WW) $8,646,202 $0 $0 $0 $0 $0 $8,646,202 2457 - Future WW Revenue Bonds $11,934,670 $10,000,000 $9,500,000 $0 $0 $44,000,000 $75,434,670 2506 - Wastewater Impact Fees - East of Agua Fria $4,535,544 $3,905,000 $0 $0 $124,500 $154,103 $8,719,147 2507 - Wastewater Impact Fees - West of Agua Fria $2,619,720 $5,000 $0 $0 $193,058 $20,500 $2,838,278 2509 - Wastewater Impact Fees - Post 1-1-2012 $777,700 $0 $0 $0 $0 $0 $777,700 2590 - Commercial Solid Waste $40,022 $13,000 $25,000 $0 $227,000 $50,000 $355,022 2600 - Residential Solid Waste 2647 - Future SW Revenue Bonds 2700 - Storm Water Drainage System $89,971 $27,000 $50,000 $0 $473,000 $100,000 $739,971 $18,280,751 $0 $0 $0 $0 $0 $18,280,751 $5,000 $5,000 $0 $0 $70,000 $0 $80,000 3400 - IT Reserve $3,521,031 $0 $0 $0 $0 $0 $3,521,031 4254 - GO Bonds 2021 $17,146,227 $0 $0 $0 $0 $0 $17,146,227 4255 - GO Bonds 2022 $14,140,000 $8,664,606 $0 $0 $0 $0 $22,804,606 4256 - Future GO Bonds $28,072,654 $15,357,047 $30,211,366 $30,210,673 $262,140 $25,750,126 $129,864,006 4550 - Other Capital $3,976,588 $3,055,000 $1,085,000 $1,144,000 $7,763,000 $0 $17,023,588 4810 - Capital Projects-Outside Srces $24,964,579 $0 $0 $220,000 $1,224,641 $0 $26,409,220 7000 - Highway User $15,410,269 $6,694,853 $6,687,300 $6,229,440 $6,387,300 $32,528,333 $73,937,495 7003 - Streets Dev Zone 2 - Post 8-1-2014 $9,294,517 $0 $3,000,000 $1,042,220 $2,090,060 $0 $15,426,797 7006 - Street IF 2014 WofAguaFria $1,021,137 $0 $4,294,373 $0 $26,600 $0 $5,342,110 7010 - Transportation Sales Tax $28,253,428 $15,592,489 $10,030,413 $24,582,579 $2,310,096 $23,969,818 $104,738,823 7125 - ARPA Grant $2,287,530 $0 $0 $0 $0 $0 $2,287,530 278 City of Peoria FY2024 Annual Progam Budget Capital Improvement Program Capital Improvement Program FY2024-2033 Summary by Funding Source 7932 - Law Enforcement Dev - Post 8-1-2014 $6,200 $0 $1,340,803 $2,000,000 $9,000 $0 $3,356,003 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $1,499,999 $0 $0 $0 $0 $0 $1,499,999 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $6,200 $9,000,000 $0 $0 $9,000 $5,784,577 $14,799,777 7943 - Parks Zone 3-Post 8/1/14 $68,665 $0 $0 $0 $9,000 $0 $77,665 7944 - Park IF 2019 Bell to HVR $112,235 $0 $0 $0 $9,000 $0 $121,235 7945 - Park IF 2019 NofHVR & EofAF $42,100 $0 $0 $0 $9,000 $0 $51,100 $410,595,701 $148,615,759 $113,375,656 $108,049,244 $42,889,558 $280,592,949 $1,104,118,867 Total 279 City of Peoria FY2024 Annual Program Capital Improvement Program Drainage Drainage projects in the 10-year program are funded using general obligation bonds, development impact fees, and outside sources like the Flood Control District of Maricopa County (FCDMC). Projects within this program include, but are not limited to a storm drainage basin installation at 75th Avenue and Olive Avenue, drainage system improvements in the area of 67th Avenue and Pinnacle Peak Road, and a study on the efficacy of drainage systems in the area of 83rd Avenue, Peoria Avenue and Grand Avenue. Rainwater that falls on impervious surfaces like paved roads, rooftops, and parking lots collects in the storm water drainage system, and travels to various locations like the Agua Fria River, New River, Arizona Department of Transportation (ADOT) drainage channels, community retention basins, and parks. The City of Peoria Capital Improvement Program (CIP) includes projects for drainage expansion and maintenance needs. By implementing and preserving a sufficient storm water system, the City is able to mitigate flooding and transportation restrictions. Drainage Total - $49,514,709 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY24 FY25 FY26 FY27 FY28 280 FY29 FY30 FY31 FY32 FY33 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Drainage Summary by Funding Source and Type Fund Number and Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total 2272 - WIFA 2019 Loan (Pinnacle Pk) $491,170 $0 $0 $0 $0 $0 $491,170 4254 - GO Bonds 2021 $5,176,701 $0 $0 $0 $0 $0 $5,176,701 4255 - GO Bonds 2022 $8,000,000 $0 $0 $0 $0 $0 $8,000,000 4256 - Future GO Bonds $891,400 $1,609,793 $7,841,550 $2,557,300 $262,140 $7,609,205 $20,771,388 4810 - Capital Projects-Outside Srces $14,075,450 $0 $0 $0 $0 $0 $14,075,450 7003 - Streets Dev Zone 2 - Post 8-12014 $0 $0 $0 $1,000,000 $0 $0 $1,000,000 $28,634,721 $1,609,793 $7,841,550 $3,557,300 $262,140 $7,609,205 $49,514,709 Total - Drainage 281 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Drainage Summary by Project Project Name FY2024 67th Ave & Pinnacle Pk Regional Drainage Improvements FY2025 FY2026 FY2027 FY2028 FY29-33 Total $24,722,575 $0 $0 $0 $0 $0 $24,722,575 $300,000 $706,000 $6,978,000 $0 $0 $0 $7,984,000 83rd Ave/Peoria Ave/Grand Ave Drainage Improvements $1,188,000 $0 $0 $0 $0 $0 $1,188,000 91st Ave & Hatfield Rd Drainage Facilities $0 $0 $262,140 $4,047,905 $4,410,045 75th Av & Olive Av Regional Basin $100,000 $0 Bedford Village Units 1 and 2 Basin Upgrades $0 $0 $0 $0 $0 $972,000 $972,000 Fletcher Heights Park (South) $0 $0 $63,550 $458,000 $0 $0 $521,550 Greenway Channel Repairs $0 $0 $0 $0 $0 $989,300 $989,300 $968,000 $0 $0 $0 $0 $0 $968,000 Neighborhood Drainage Program New River & Jomax Concrete Box Culvert $0 $0 $0 $3,099,300 $0 $0 $3,099,300 New River Trail Erosion Repair $591,400 $0 $0 $0 $0 $0 $591,400 Olive Av & 99th Av - Storm Drain Outfall Repair $250,000 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $903,793 Parkridge Greenbelt $0 $903,793 Section 12 Neighborhood Drainage Improvements $514,746 $0 $0 $0 $0 $0 $514,746 Storm Drain Land Preservation - Land Preservation $0 $0 $800,000 $0 $0 $1,600,000 $2,400,000 $28,634,721 $1,609,793 $7,841,550 $3,557,300 $262,140 $7,609,205 $49,514,709 Total - Drainage 282 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Drainage 67th Ave & Pinnacle Pk Regional Drainage Improvements Project Number: EN00651 Project Location: 67th Ave & Pinnacle Peak Rd Live Peoria Goal: Superior Public Services This project includes coordination with the Flood Control District of Maricopa County (FCDMC) for a regional storm drain system in the area of 67th Avenue and Pinnacle Peak Road. The project includes storm water basins, channel improvements, box culverts, storm drains, laterals and catch basins that are an extension of the overall drainage system. To address the 67th Avenue corridor improvements, the City’s Capital Improvement Program (CIP) includes separate projects to address roadway (EN00100), regional storm drainage (EN00119 and EN00651), and waterline improvements (UT00440), which will be designed and constructed together. Design, right-of-way acquisition and associated utility relocation tasks are in progress and will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Land Acquisition GO Bonds 2021 Carryover $719,257 $0 $0 $0 $0 $0 $719,257 Street System GO Bonds 2021 Carryover $2,477,868 $0 $0 $0 $0 $0 $2,477,868 Construction GO Bonds 2022 Carryover $8,000,000 $0 $0 $0 $0 $0 $8,000,000 Construction Capital ProjectsOutside Srces Carryover $11,356,163 $0 $0 $0 $0 $0 $11,356,163 Land Acquisition Capital ProjectsOutside Srces Carryover $1,200,000 $0 $0 $0 $0 $0 $1,200,000 Capital ProjectsStorm Drain System Outside Srces Carryover $123,162 $0 $0 $0 $0 $0 $123,162 Capital ProjectsOutside Srces Carryover $846,125 $0 $0 $0 $0 $0 $846,125 Total $24,722,575 $0 $0 $0 $0 $0 $24,722,575 Street System 75th Av & Olive Av Regional Basin Project Number: EN00792 Project Location: Southwest Corner of 75th Avenue & Olive Avenue Live Peoria Goal: Superior Public Services This project provides for the cost sharing with Flood Control District of Maricopa County (FCDMC) for the design and construction of a regional storm drain basin and other facilities to provide 100 year storm drain protection for Section 35, complete the west half-street improvements along 75th Avenue between Olive Avenue and Golden Lane and the north half-street improvements on Golden Lane between 75th Avenue and the Peoria Industrial Park. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $100,000 $110,000 $0 $0 $0 $210,000 Future GO Bonds Base $0 $0 $6,800,000 $0 $0 $0 $6,800,000 Design Future GO Bonds Base $0 $600,000 $0 $0 $0 $0 $600,000 Studies Future GO Bonds Base $300,000 $0 $0 $0 $0 $0 $300,000 Svc Charges-Arts Commission Future GO Bonds Base $0 $6,000 $68,000 $0 $0 $0 $74,000 $300,000 $706,000 $6,978,000 $0 $0 $0 $7,984,000 Total 283 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Drainage 83rd Ave/Peoria Ave/Grand Ave Drainage Improvements Project Number: EN00740 Project Location: 83rd Ave/Peoria Ave/Grand Ave Live Peoria Goal: Superior Public Services This joint project with Flood Control District of Maricopa County (FCDMC) includes a drainage study to assess the impact and efficacy of relocating the basin to the proposed location at 83rd Avenue and Peoria Avenue/Grand Avenue. This project will also include a new storm drain in 83rd Avenue to convey storm water to the basin and land acquisition for the basins. Negotiations of an Intergovernmental Agreement (IGA) for cost sharing is in progress but will not allow for the project to be completed in FY23. Therefore, funding is requested to be carried over to FY24 to complete the study. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Studies GO Bonds 2021 Carryover $638,000 $0 $0 $0 $0 $0 $638,000 Studies Capital ProjectsOutside Srces Carryover $550,000 $0 $0 $0 $0 $0 $550,000 Total $1,188,000 $0 $0 $0 $0 $0 $1,188,000 91st Ave & Hatfield Rd Drainage Facilities Project Number: EN00631 Project Location: 91st Avenue & Hatfield Road Live Peoria Goal: Superior Public Services This joint project with Flood Control District of Maricopa County (FCDMC) provides for the construction of storm water management and storm drain facilities on the north side of Hatfield Road near its intersection with 91st Avenue and along 91st Avenue to Cielo Grande. Intergovernmental Agreement (IGA) negotiations for cost sharing will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $51,200 $73,500 $124,700 Future GO Bonds Base $0 $0 $0 $0 $0 $2,840,500 $2,840,500 Design Future GO Bonds Base $0 $0 $0 $0 $208,850 $0 $208,850 Land Acquisition Future GO Bonds Base $0 $0 $0 $0 $0 $1,105,500 $1,105,500 Svc Charges-Arts Commission Future GO Bonds Base $0 $0 $0 $0 $2,090 $28,405 $30,495 Other Professional Services GO Bonds 2021 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total $100,000 $0 $0 $0 $262,140 $4,047,905 $4,410,045 284 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Drainage Bedford Village Units 1 and 2 Basin Upgrades Project Number: EN00682 Project Location: Bedford Village Units 1 and 2 Basins Live Peoria Goal: Superior Public Services This project includes a study and construction for Bedford Village Unit 1 and Bedford Village Unit 2 storm water basin improvements. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $42,000 $42,000 Future GO Bonds Base $0 $0 $0 $0 $0 $771,287 $771,287 Design Future GO Bonds Base $0 $0 $0 $0 $0 $100,000 $100,000 Studies Future GO Bonds Base $0 $0 $0 $0 $0 $50,000 $50,000 Svc Charges-Arts Commission Future GO Bonds Base $0 $0 $0 $0 $0 $8,713 $8,713 $0 $0 $0 $0 $0 $972,000 $972,000 Total Fletcher Heights Park (South) Project Number: EN00782 Project Location: Lone Cactus Drive & 81st Avenue Live Peoria Goal: Superior Public Services This project provides for construction of drainage and landscape improvements within the Fletcher Heights Park (South). Improvements consist of removing and replacing drainage pipes under the sidewalk, a south drainage basin, landscaping, and curb and sidewalk replacement. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $8,000 $54,000 $0 $0 $62,000 Future GO Bonds Base $0 $0 $0 $400,000 $0 $0 $400,000 Design Future GO Bonds Base $0 $0 $55,000 $0 $0 $0 $55,000 Svc Charges-Arts Commission Future GO Bonds Base $0 $0 $550 $4,000 $0 $0 $4,550 $0 $0 $63,550 $458,000 $0 $0 $521,550 Total Greenway Channel Repairs Project Number: EN00681 Project Location: 92nd Drive Alignment between Greenway Road Alignment & Bell Road Live Peoria Goal: Superior Public Services This project includes rehabilitation of the existing Greenway Channel by employing several construction methods depending on need and location and installation of two access ramps where personnel and equipment can safely travel down to the bottom of the channel. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction Svc Charges-Arts Commission FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $50,000 $50,000 Future GO Bonds Base $0 $0 $0 $0 $0 $930,000 $930,000 Future GO Bonds Base $0 $0 $0 $0 $0 $9,300 $9,300 $0 $0 $0 $0 $989,300 $989,300 Total $0 285 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Drainage Neighborhood Drainage Program Project Number: EN00458 Project Location: Citywide Live Peoria Goal: Superior Public Services The Neighborhood Drainage Program (NDP) will address drainage, erosion, and sedimentation problems affecting private property in neighborhoods. The program can include repair of existing drainage systems, installation of drywells, connecting pipes and inlets to the adjacent storm drain systems, re-grading to improve the function of the storm water system, modifying connector pipes and inlets, and restoring landscaping and irrigation systems. This program consists of multiple projects and will be partially completed in FY23. However, due to issues related to easements and land acquisition, agreement negotiations, long lead times for equipment and construction schedule, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction GO Bonds 2021 Carryover $968,000 $0 $0 $0 $0 $0 $968,000 Total $968,000 $0 $0 $0 $0 $0 $968,000 New River & Jomax Concrete Box Culvert Project Number: EN00354 Project Location: Jomax Road between 76th Lane and 78th Lane Live Peoria Goal: Superior Public Services This project includes engineering analysis, studies, and modifications for the construction of a box culvert(s) across Jomax Road. The box culvert is to alleviate New River flows from overtopping Jomax Road. This project will be coordinated with the Aloravita South development. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction Future GO Bonds Design FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Base $0 $0 Base $0 $0 Future GO Bonds Base $0 Studies Future GO Bonds Base Svc Charges-Arts Commission Future GO Bonds Cap ENG Chargebacks Streets Dev Zone 2 Post 8-1-2014 Construction Streets Dev Zone 2 Post 8-1-2014 Design Streets Dev Zone 2 Post 8-1-2014 Studies Streets Dev Zone 2 Post 8-1-2014 Svc Charges-Arts Commission Streets Dev Zone 2 Post 8-1-2014 $0 $40,640 $0 $0 $40,640 $0 $1,828,836 $0 $0 $1,828,836 $0 $0 $155,790 $0 $0 $155,790 $0 $0 $0 $54,188 $0 $0 $54,188 Base $0 $0 $0 $19,846 $0 $0 $19,846 Base $0 $0 $0 $19,360 $0 $0 $19,360 Base $0 $0 $0 $871,164 $0 $0 $871,164 Base $0 $0 $0 $74,210 $0 $0 $74,210 Base $0 $0 $0 $25,812 $0 $0 $25,812 Base $0 $0 $0 $9,454 $0 $0 $9,454 $0 $0 $0 $3,099,300 $0 $0 $3,099,300 Total 286 Total City of Peoria FY2024 Annual Program Budget Capital Improvement Program Drainage New River Trail Erosion Repair Project Number: EN00808 Project Location: New River Trail South of Grand Avenue Live Peoria Goal: Integrated Transportation This project provides for the design, permitting, and construction of erosion repairs for the New River Trail immediately south of the Grand Avenue bridge. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Future GO Bonds Base $522,700 $0 $0 $0 $0 $0 $522,700 Design Future GO Bonds Base $68,700 $0 $0 $0 $0 $0 $68,700 $591,400 $0 $0 $0 $0 $0 $591,400 Total Olive Av & 99th Av - Storm Drain Outfall Repair Project Number: EN00680 Project Location: Southeast Corner of Olive Ave and East of 99th Ave Live Peoria Goal: Superior Public Services The city partnered with Flood Control District of Maricopa County (FCDMC) and Maricopa County Department of Transportation (MCDOT) and included the design and construction for the repair and rehabilitation of the existing Olive Avenue Storm Drain Outfall. This project is substantially complete with the exception of pending closeout items with FCDMC and MCDOT. Therefore, funding is requested to be carried over to FY24. Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Storm Drain System GO Bonds 2021 Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total $250,000 $0 $0 $0 $0 $0 $250,000 Category Parkridge Greenbelt Project Number: EN00738 Project Location: Beardsley Road & Lake Pleasant Parkway between 96th Lane & 97th Avenue Live Peoria Goal: Superior Public Services This project will address damage and accelerated deterioration to storm water conveyance structures, the channel itself, landscaping, and turf reduction. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $45,869 $0 $0 $0 $0 $45,869 Future GO Bonds Base $0 $769,430 $0 $0 $0 $0 $769,430 Design Future GO Bonds Base $0 $80,000 $0 $0 $0 $0 $80,000 Svc Charges-Arts Commission Future GO Bonds Base $0 $8,494 $0 $0 $0 $0 $8,494 $0 $903,793 $0 $0 $0 $0 $903,793 Total 287 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Drainage Section 12 Neighborhood Drainage Improvements Project Number: EN00119 Project Location: 67th Av & Pinnacle Peak Rd - 67th Av to New River Live Peoria Goal: Superior Public Services This project includes funding for design and construction of additional storm drain improvements for flood protection. To address the 67th Avenue corridor improvements, the City’s Capital Improvement Program (CIP) includes separate projects to address roadway (EN00100), regional storm drainage (EN00119 and EN00651), and waterline improvements (UT00440), which will be designed and constructed together. Design, right-of-way acquisition and associated utility relocation tasks are in progress and will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total WIFA 2019 Loan Storm Drain System (Pinnacle Pk) Carryover $491,170 $0 $0 $0 $0 $0 $491,170 Storm Drain System GO Bonds 2021 Carryover $23,576 $0 $0 $0 $0 $0 $23,576 Total $514,746 $0 $0 $0 $0 $0 $514,746 Category Storm Drain Land Preservation - Land Preservation Project Number: EN00524 Project Location: Citywide Live Peoria Goal: Superior Public Services This project includes preparation of legal descriptions and exhibits, title reports, appraisals, and the purchase and preservation of high priority lands for use as storm water management basins as identified in the City's Storm Drainage Master Plans. Preserving the land ahead of time, will allow the City to construct the storm water management basins as future storm drain projects are funded. Category Funding Source Base/ Carryover Land Acquisition Future GO Bonds Base Total FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $0 $0 $800,000 $0 $0 $1,600,000 $2,400,000 $0 $0 $800,000 $0 $0 $1,600,000 $2,400,000 288 City of Peoria FY2024 Annual Program Capital Improvement Program Economic Development Economic Development projects in the 10-year program are financed using general funds and halfcent sales tax funds. Projects within this program include, but are not limited to a revitalization of the downtown area that is located in close proximity to retail centers and industrial business parks on Olive Avenue and projects supporting Stadium Point, a mixed-use development that will feature office space around a public plaza, surrounded by restaurants, retail, and adjacent to the Peoria Sports Complex. Economic prosperity is one of the City’s initiatives to increase the wealth and quality of living for all with policies that support a diverse, innovative, competitive, entrepreneurial, and sustainable economy. The City of Peoria Capital Improvement Program (CIP) includes projects to 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. Economic Development Total - $47,997,434 $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 FY24 FY25 FY26 FY27 FY28 289 FY29 FY30 FY31 FY32 FY33 Capital Improvement Program City of Peoria FY2024 Annual Program Budget Economic Development Summary by Funding Source and Type Fund Number and Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total 1000 - General $2,500,000 $0 $0 $0 $0 $0 $2,500,000 1210 - Half Cent Sales Tax $32,147,009 $1,060,000 $500,000 $6,800,000 $0 $600,000 $41,107,009 1900 - Economic Development $2,370,425 $0 $0 $0 $0 $0 $2,370,425 $520,000 $0 $0 $0 $0 $0 $520,000 $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $39,037,434 $1,060,000 $500,000 $6,800,000 $0 $600,000 $47,997,434 2050 - Water 7000 - Highway User Total - Economic Development 290 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Economic Development Summary by Project Project Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Downtown Parcel Assembly & Tenant Improvements $473,409 $0 $0 $0 $0 $0 $473,409 Downtown Redevelopment $15,140,130 $0 $0 $0 $0 $0 $15,140,130 Economic Development Agreements $6,878,295 $0 $500,000 $500,000 $0 $600,000 $8,478,295 Padres Parking Lot and Paradise Lane $950,000 $1,060,000 $0 $0 $0 $0 $2,010,000 Peoria Sports Complex Auxiliary Field and Parking Improvements $11,985,760 $0 $0 $0 $0 $0 $11,985,760 Sports Complex Well Relocation $3,609,840 $0 $0 $0 $0 $0 $3,609,840 $0 $0 $0 $6,300,000 $0 $0 $6,300,000 $39,037,434 $1,060,000 $500,000 $6,800,000 $0 $600,000 $47,997,434 Stadium Point Off-site Reimbursement Total - Economic Development 291 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Economic Development Downtown Parcel Assembly & Tenant Improvements Project Number: ED00024 Project Location: 83rd Av & Washington St Live Peoria Goal: Economic Prosperity This project may include environmental or building assessments and reports, site improvements, tenant improvements, or building demolition for parcels that are instrumental in downtown Peoria. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Half Cent Sales Tax Carryover $459,950 $0 $0 $0 $0 $0 $459,950 Land Acquisition Half Cent Sales Tax Carryover $1,785 $0 $0 $0 $0 $0 $1,785 Other Acquisitions Half Cent Sales Tax Carryover $11,674 $0 $0 $0 $0 $0 $11,674 Total $473,409 $0 $0 $0 $0 $0 $473,409 Downtown Redevelopment Project Number: EN00646 Project Location: Downtown Peoria Live Peoria Goal: Economic Prosperity This project is part of the City’s Downtown Streetscape and Redevelopment, which focuses on creating a ‘place to be’ for families, while improving the economic vitality of the Downtown area. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Half Cent Sales Tax Base $8,900,000 $0 $0 $0 $0 $0 $8,900,000 Design Half Cent Sales Tax Base $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Other Acquisitions General Carryover $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Other Professional Services General Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Other Acquisitions Economic Development Carryover $1,740,130 $0 $0 $0 $0 $0 $1,740,130 Other Acquisitions Highway User $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Total $15,140,130 $0 $0 $0 $0 $0 $15,140,130 Carryover 292 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Economic Development Economic Development Agreements Project Number: ED00031 Project Location: Citywide Live Peoria Goal: Economic Prosperity The City of Peoria is legally bound to a variety of Council approved development agreements. The purpose of this project is to account for financial commitments as identified in those agreements for the upcoming fiscal years. Aviage - $673,000 Bell Bank - $75,000 Zonapart Downtown Redevelopment - $1,500,000 Trailhead Development - $2,000,000 Stadium Point - $ 1,500,000 ASU - $1,130,295 Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Economic Development Programs Half Cent Sales Tax Base $1,537,500 $0 $500,000 $500,000 $0 $600,000 $3,137,500 Other Professional Services General Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Economic Development Programs Half Cent Sales Tax Carryover $4,210,500 $0 $0 $0 $0 $0 $4,210,500 Economic Development Programs Economic Development Carryover $630,295 $0 $0 $0 $0 $0 $630,295 Total $6,878,295 $0 $500,000 $500,000 $0 $600,000 $8,478,295 Padres Parking Lot and Paradise Lane Project Number: EN00767 Project Location: Padres Parking Lot, and Paradise Lane, 83rd Avenue to 75th Avenue Live Peoria Goal: Economic Prosperity This project will provide for the design and construction of the rehabilitation and resurfacing of a portion of the parking lot at the southeast corner of Stadium Way and Paradise Lane. It will also include a new deceleration lane, driveway and sidewalk connection, resurfacing and restriping of Paradise Lane between 75th Avenue and 83rd Avenue, and installation of a HAWK signal on Paradise Lane. Category Funding Source Base/ Carryover Cap ENG Chargebacks Half Cent Sales Tax Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $50,000 $0 $0 $0 $0 $50,000 Half Cent Sales Tax Base $800,000 $1,000,000 $0 $0 $0 $0 $1,800,000 Design Half Cent Sales Tax Base $150,000 $0 $0 $0 $0 $0 $150,000 Svc Charges-Arts Commission Half Cent Sales Tax Base $0 $10,000 $0 $0 $0 $0 $10,000 $950,000 $1,060,000 $0 $0 $0 $0 $2,010,000 Total 293 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Economic Development Peoria Sports Complex Auxiliary Field and Parking Improvements Project Number: CS00257 Project Location: Peoria Sports Complex Live Peoria Goal: Arts, Culture and Recreational Enrichment This project entails approximately 21 acres of site construction improvements at the Peoria Sports Complex including the conversion of two small practice fields into full size practice fields with LED sports lighting, the reclamation of two practice fields to surface parking lots, minor improvements to the auxiliary field restroom/concessions buildings and wayfinding signs, IT technology, development permits and fees, and internal project management expenses. This project is being concurrently executed with CS00240 - Sports Complex Maintenance Building. The project's design and construction were planned to span multiple fiscal years. Therefore, design phase funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover Construction Half Cent Sales Tax IT Technology Systems FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $11,527,694 $0 $0 $0 $0 $0 $11,527,694 Half Cent Sales Tax Base $48,066 $0 $0 $0 $0 $0 $48,066 Design Half Cent Sales Tax Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Land Acquisition Half Cent Sales Tax Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Total $11,985,760 $0 $0 $0 $0 $0 $11,985,760 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. Drilling of the new well was completed February 2023. The next phase of this project is the design of the well equipping followed by construction (equipping) of the new well. Design is not anticipated to be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Half Cent Sales Tax Base $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Construction Half Cent Sales Tax Carryover $2,089,840 $0 $0 $0 $0 $0 $2,089,840 Construction Water Carryover $520,000 $0 $0 $0 $0 $0 $520,000 Total $3,609,840 $0 $0 $0 $0 $0 $3,609,840 Stadium Point Off-site Reimbursement Project Number: ED00032 Project Location: 83rd Avenue and Mariners Way Live Peoria Goal: Economic Prosperity This includes reimbursement to the developer for the off-sites on 83rd Avenue, the collector roadways, the stadium drop-off, and the relocation of the sewer line. Category Funding Source Base/ Carryover Economic Development Programs Half Cent Sales Tax Base Total FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $0 $0 $0 $6,300,000 $0 $0 $6,300,000 $0 $0 $0 $6,300,000 $0 $0 $6,300,000 294 City of Peoria FY2024 Annual Program Capital Improvement Program Operational Facilities Operational Facilities projects in the 10-year program are funded using general obligation bonds, revenue bonds, operating funds, and development impact fees. Projects within this program include, but are not limited to City Hall campus enhancements through the decommission of the existing fountain structure and implementation of hardscape, landscape, irrigation, and shade installations and/or replacements and a project to install a secured maintenance yard and repair shop at the Peoria Sports Complex. Operational facilities are the “bricks and mortar” from which the City of Peoria provides services to its residents and businesses. Establishments the Development Services Center where customers may apply for permits, submit plans for review, and schedule inspections or a library offering a space to support community involvement, literacy, and personal and professional development. The City of Peoria Capital Improvement Program (CIP) includes projects for operational facility expansion and maintenance needs. Operational Facilities Total - $70,002,001 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY24 FY25 FY26 FY27 FY28 295 FY29 FY30 FY31 FY32 FY33 Capital Improvement Program City of Peoria FY2024 Annual Program Budget Operational Facilities Summary by Funding Source and Type Fund Number and Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $5,837,315 $0 $0 $0 $0 $0 $5,837,315 1111 - Percent for the Arts $523,000 $0 $0 $0 $0 $0 $523,000 1210 - Half Cent Sales Tax $589,080 $0 $0 $0 $0 $0 $589,080 $6,850,895 $459,250 $0 $0 $0 $0 $7,310,145 $1,500 $0 $0 $0 $0 $0 $1,500 $137,500 $0 $0 $0 $0 $0 $137,500 $1,634,995 $0 $0 $0 $0 $0 $1,634,995 $82 $0 $0 $0 $0 $0 $82 2162 - Water Impact Fees - Post 1-12012 $10,185 $0 $0 $0 $0 $0 $10,185 2163 - Water Impact Fees - South of Bell Rd $31,221 $0 $0 $0 $0 $0 $31,221 2164 - Water Impact Fees - North of Bell Rd $15,764 $0 $0 $0 $0 $0 $15,764 2165 - Water Impact Fees - Vistancia $36,106 $0 $0 $0 $0 $0 $36,106 2166 - Wtr IF 2019 N of Bell $22,972 $0 $0 $0 $0 $0 $22,972 2222 - Prp W/S Rev Bonds 2021 (Wtr) $49,476 $0 $0 $0 $0 $0 $49,476 2227 - Future Water Revenue Bonds $87,265 $0 $0 $0 $0 $0 $87,265 2271 - WIFA Loan 2017 (Pyramid Peak) $16,789 $0 $0 $0 $0 $0 $16,789 2272 - WIFA 2019 Loan (Pinnacle Pk) $4,912 $0 $0 $0 $0 $0 $4,912 2273 - WIFA 2021 Loan (Reclaimed Water) $72,555 $0 $0 $0 $0 $0 $72,555 2274 - WIFA 2023 LPP Wellfield $168,450 $0 $0 $0 $0 $0 $168,450 2400 - Wastewater $780,742 $0 $0 $0 $0 $0 $780,742 2453 - Prp W/S Rev Bonds 2021 (WW) $85,606 $0 $0 $0 $0 $0 $85,606 2457 - Future WW Revenue Bonds $167,670 $0 $0 $0 $0 $0 $167,670 2506 - Wastewater Impact Fees - East of Agua Fria $40,669 $0 $0 $0 $0 $0 $40,669 2507 - Wastewater Impact Fees West of Agua Fria $25,740 $0 $0 $0 $0 $0 $25,740 2509 - Wastewater Impact Fees - Post 1-1-2012 $7,700 $0 $0 $0 $0 $0 $7,700 2647 - Future SW Revenue Bonds $18,280,751 $0 $0 $0 $0 $0 $18,280,751 3400 - IT Reserve $3,521,031 $0 $0 $0 $0 $0 $3,521,031 4254 - GO Bonds 2021 $3,420,817 $0 $0 $0 $0 $0 $3,420,817 4255 - GO Bonds 2022 $140,000 $1,796,606 $0 $0 $0 $0 $1,936,606 4256 - Future GO Bonds $15,847,285 $513,566 $0 $0 $0 $1,450,000 $17,810,851 $55,000 $0 $0 $0 $0 $0 $55,000 1000 - General 1970 - Municipal Asset Reserve 2003 - Sports Complex GA Surcharge 2004 - AZSTA Sports Complex Improvements 2050 - Water 2161 - Water Expansion 4550 - Other Capital 296 Capital Improvement Program City of Peoria FY2024 Annual Program Budget 7000 - Highway User $4,167,262 $0 $0 $0 $0 $0 $4,167,262 7003 - Streets Dev Zone 2 - Post 8-12014 $101,319 $0 $0 $0 $26,600 $0 $127,919 7006 - Street IF 2014 WofAguaFria $89,814 $0 $0 $0 $26,600 $0 $116,414 7010 - Transportation Sales Tax $1,847,677 $186,880 $160,840 $108,760 $0 $458,390 $2,762,547 7125 - ARPA Grant $22,649 $0 $0 $0 $0 $0 $22,649 7932 - Law Enforcement Dev - Post 81-2014 $6,200 $0 $0 $0 $9,000 $0 $15,200 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $42,315 $0 $0 $0 $0 $0 $42,315 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $6,200 $0 $0 $0 $9,000 $0 $15,200 7943 - Parks Zone 3-Post 8/1/14 $5,000 $0 $0 $0 $9,000 $0 $14,000 7944 - Park IF 2019 Bell to HVR $9,000 $0 $0 $0 $9,000 $0 $18,000 7945 - Park IF 2019 NofHVR & EofAF $9,000 $0 $0 $0 $9,000 $0 $18,000 $64,769,509 $2,956,302 $160,840 $108,760 $98,200 $1,908,390 $70,002,001 Total - Operational Facilities 297 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Project Project Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $3,121,146 $0 $0 $0 $0 $0 $3,121,146 Arts, Culture and Library Services Facility Refurbishment $291,500 $0 $0 $0 $0 $0 $291,500 Building Equipment Emergency Repairs Arts Distribution FY2024 $350,000 $0 $0 $0 $0 $0 $350,000 Building Equipment Refurbishment and Replacement $2,410,210 $0 $0 $0 $0 $0 $2,410,210 Building Fixture and Finish Renovation $1,005,000 $0 $0 $0 $0 $0 $1,005,000 Bus Stop Improvement Program $1,059,116 $186,880 $160,840 $108,760 $0 $458,390 $1,973,986 Chargeback Distribution FY2024 $1,426,111 $0 $0 $0 $0 $0 $1,426,111 City Hall Renovation $4,000,000 $0 $0 $0 $0 $0 $4,000,000 Citywide Security Camera Replacements $557,186 $0 $0 $0 $0 $0 $557,186 Citywide Security Program $529,538 $0 $0 $0 $0 $0 $529,538 Citywide Telecommunications Infrastructure Upgrade $104,368 $0 $0 $0 $0 $0 $104,368 $1,100,000 $0 $0 $0 $0 $0 $1,100,000 $144,038 $0 $0 $0 $0 $0 $144,038 Community Works Program Council Chambers Building Repair Program DCSB Suite Reconfigurations & Efficiency Improvements $0 $459,250 $0 $0 $0 $0 $459,250 Disaster Recovery Infrastructure Replacement $250,000 $0 $0 $0 $0 $0 $250,000 Electric Vehicle Infrastructure & Emergency Power $165,000 $0 $0 $0 $0 $0 $165,000 Enhanced Abatement Program $187,500 $0 $0 $0 $0 $0 $187,500 Fleet Maintenance Shop Awning $25,405 $0 $0 $0 $0 $0 $25,405 Fleet Shop Replacement $33,586,546 $0 $0 $0 $0 $0 $33,586,546 Fuel Island Replacement at Fire Station No. 3 $1,002,863 $0 $0 $0 $0 $0 $1,002,863 Impact Fee Study $76,400 $0 $0 $0 $98,200 $0 $174,600 Infrastructure Cabling $318,354 $0 $0 $0 $0 $0 $318,354 Main Entry Security Enhancements at Sunrise Mountain Library $65,000 $0 $0 $0 $0 $0 $65,000 $1,415,175 $0 $0 $0 $0 $0 $1,415,175 Neighborhood and Human Services ADA Compliance $160,000 $0 $0 $0 $0 $0 $160,000 Neighborhood and Human Services Facility Refurbish $440,000 Municipal Complex Entry Plaza Improvements $440,000 $0 $0 $0 $0 $0 Network Infrastructure Replacement - Channel 11 $68,750 $0 $0 $0 $0 $0 $68,750 Network Infrastructure Replacement - DCSB $290,913 $0 $0 $0 $0 $0 $290,913 Network Infrastructure Replacement - Microwave WAN $126,000 $0 $0 $0 $0 $0 $126,000 Network Infrastructure Replacement - Pinnacle Peak $219,450 $0 $0 $0 $0 $0 $219,450 Network Infrastructure Replacement - PSAB $305,800 $0 $0 $0 $0 $0 $305,800 Network Infrastructure Replacement - Security $700,000 $0 $0 $0 $0 $0 $700,000 Network Infrastructure Replacement - Tech Center Core $28,083 $0 $0 $0 $0 $1,450,000 $1,478,083 Network Infrastructure Replacement - Technology Center $77,000 $0 $0 $0 $0 $0 $77,000 Network Infrastructure Replacement - Wi-Fi $47,444 $0 $0 $0 $0 $0 $47,444 PCPA Ticket Office and Concessions Renovation $456,630 $0 $0 $0 $0 $0 $456,630 Police Department Servers and SAN Replacement $550,000 $0 $0 $0 $0 $0 $550,000 Public Art Commission and Installation $355,000 $0 $0 $0 $0 $0 $355,000 Public Safety Admin Building EOC Renovations $880,809 $0 $0 $0 $0 $0 $880,809 298 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Public Safety Building Needs $722,572 $0 $0 $0 $0 $0 $722,572 Radio Subscriber Replacements $209,952 $0 $0 $0 $0 $0 $209,952 $0 $2,310,172 $0 $0 $0 $0 $2,310,172 $5,940,650 $0 $0 $0 $0 $0 $5,940,650 $64,769,509 $2,956,302 $160,840 $108,760 $98,200 $1,908,390 $70,002,001 Roof Replacement Sports Complex Maintenance Building Total - Operational Facilities 299 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Arts Distribution FY2024 Project Number: AT02024 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment All Capital Improvement Projects as defined in Section 3-7 of the City Code shall include an amount equal to one percent (1%) of the projected cost at the time the project is included within the City's Capital Improvements Program. For the budget year that the Council appropriates funding for the Capital Improvement Project and that the Capital Improvements Project is instituted, the one percent shall be deposited in the Municipal Arts Fund. This project, whose purpose is purely administrative, holds appropriation for all arts charges. Projects are charged the percent for the arts as qualifying capital expenditures are made throughout the fiscal year. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total General Base $116,500 $0 $0 $0 $0 $0 $116,500 Half Cent Sales Tax Base $269,420 $0 $0 $0 $0 $0 $269,420 Svc Charges-Arts Commission Municipal Asset Reserve Base $37,684 $0 $0 $0 $0 $0 $37,684 Svc Charges-Arts Commission Sports Complex GA Surcharge Base $1,500 $0 $0 $0 $0 $0 $1,500 Svc Charges-Arts Commission AZSTA Sports Complex Improvements Base $137,500 $0 $0 $0 $0 $0 $137,500 Svc Charges-Arts Commission Water Base $363,741 $0 $0 $0 $0 $0 $363,741 Svc Charges-Arts Commission Water Expansion Base $82 $0 $0 $0 $0 $0 $82 Svc Charges-Arts Commission Water Impact Fees Post 1-1-2012 Base $10,185 $0 $0 $0 $0 $0 $10,185 Svc Charges-Arts Commission Water Impact Fees South of Bell Rd Base $21,221 $0 $0 $0 $0 $0 $21,221 Svc Charges-Arts Commission Water Impact Fees North of Bell Rd Base $15,764 $0 $0 $0 $0 $0 $15,764 Svc Charges-Arts Commission Water Impact Fees Vistancia Base $36,106 $0 $0 $0 $0 $0 $36,106 Svc Charges-Arts Commission Wtr IF 2019 N of Bell Base $22,972 $0 $0 $0 $0 $0 $22,972 Svc Charges-Arts Commission WIFA 2023 LPP Wellfield Base $168,450 $0 $0 $0 $0 $0 $168,450 Svc Charges-Arts Commission Future Water Revenue Bonds Base $87,265 $0 $0 $0 $0 $0 $87,265 Svc Charges-Arts Commission Prp W/S Rev Bonds 2021 (Wtr) Base $49,476 $0 $0 $0 $0 $0 $49,476 Svc Charges-Arts Commission WIFA Loan 2017 (Pyramid Peak) Base $16,789 $0 $0 $0 $0 $0 $16,789 Svc Charges-Arts Commission WIFA 2019 Loan (Pinnacle Pk) Base $4,912 $0 $0 $0 $0 $0 $4,912 Svc Charges-Arts Commission WIFA 2021 Loan (Reclaimed Water) Base $72,555 $0 $0 $0 $0 $0 $72,555 Svc Charges-Arts Commission Wastewater Base $285,049 $0 $0 $0 $0 $0 $285,049 Svc Charges-Arts Commission Prp W/S Rev Bonds 2021 (WW) Base $85,606 $0 $0 $0 $0 $0 $85,606 Svc Charges-Arts Commission Future WW Revenue Bonds Base $117,670 $0 $0 $0 $0 $0 $117,670 Svc Charges-Arts Commission Wastewater Impact Fees - East of Agua Fria Base $40,669 $0 $0 $0 $0 $0 $40,669 Category Funding Source Svc Charges-Arts Commission Svc Charges-Arts Commission 300 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Svc Charges-Arts Commission Wastewater Impact Fees - West of Agua Fria Base $25,740 $0 $0 $0 $0 $0 $25,740 Svc Charges-Arts Commission Wastewater Impact Fees - Post 1-1-2012 Base $7,700 $0 $0 $0 $0 $0 $7,700 Svc Charges-Arts Commission Future SW Revenue Bonds Base $123,149 $0 $0 $0 $0 $0 $123,149 Svc Charges-Arts Commission GO Bonds 2021 Base $148,419 $0 $0 $0 $0 $0 $148,419 Svc Charges-Arts Commission GO Bonds 2022 Base $140,000 $0 $0 $0 $0 $0 $140,000 Svc Charges-Arts Commission Future GO Bonds Base $204,235 $0 $0 $0 $0 $0 $204,235 Svc Charges-Arts Commission Other Capital Base $30,000 $0 $0 $0 $0 $0 $30,000 Svc Charges-Arts Commission Highway User Base $112,137 $0 $0 $0 $0 $0 $112,137 Svc Charges-Arts Commission Streets Dev Zone 2 Post 8-1-2014 Base $80,819 $0 $0 $0 $0 $0 $80,819 Svc Charges-Arts Commission Street IF 2014 WofAguaFria Base $9,314 $0 $0 $0 $0 $0 $9,314 Svc Charges-Arts Commission Transportation Sales Tax Base $247,891 $0 $0 $0 $0 $0 $247,891 Svc Charges-Arts Commission ARPA Grant Base $22,649 $0 $0 $0 $0 $0 $22,649 Svc Charges-Arts Commission Fire & Emergency Svc Dev Post 1-1-2012 Base $7,977 $0 $0 $0 $0 $0 $7,977 $3,121,146 $0 $0 $0 $0 $0 $3,121,146 Total Arts, Culture and Library Services Facility Refurbishment Project Number: AL00001 Project Location: Peoria Center for the Performing Arts and Libraries Live Peoria Goal: Arts, Culture and Recreational Enrichment The purpose of this project is to repair, replace/refurbish items at the Peoria Center for the Performing Arts and the libraries. These facilities offer a variety of activities for the public to enjoy and are used daily. Due to the abundant use, amenities wear, break and degrade in appearance. This project will provide safe, updated and aesthetically pleasing facilities. Category Funding Source Construction General Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $291,500 $0 $0 $0 $0 $0 $291,500 $291,500 $0 $0 $0 $0 $0 $291,500 Total 301 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Building Equipment Emergency Repairs Project Number: PW00051 Project Location: Citywide Live Peoria Goal: Superior Public Services The purpose of this project is for on-going emergency repairs to mechanical, electrical, and plumbing systems (may include structural repairs). This funding will be used for critical unexpected repairs or asset replacement of equipment, included but not limited to chillers, compressors, pumps, motors, heating ventilation & air conditioning units, uninterruptible power supply systems, lighting systems, elevators, fire alarms, audio/visual systems and ice machines in buildings/sites under Facilities purview. Based on expenditure trend in FY23, FY24 will increase by $100k to $350K. Items repaired so far this year include a compressor and inverter on one of the Municipal campus chillers (53k), Fire Station Electrical repairs (12k), RWC Radio HVAC units (33k), Citywide Fire System Repairs (43k), Rio Vista HVAC Unit Curbing (37k). Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Building R & M Municipal Asset Reserve Base $350,000 $0 $0 $0 $0 $0 $350,000 $350,000 $0 $0 $0 $0 $0 $350,000 Total Building Equipment Refurbishment and Replacement Project Number: PW00050 Project Location: Citywide Live Peoria Goal: Superior Public Services The purpose of this program is to renovate, refurbish or replace aging equipment throughout various City buildings to include; Municipal Operations Compound, Water Treatment Plants, Public Safety Administration Building. Projects will include; gate replacements, facility assessments (public facilities such as Rio Vista, Family Center, etc...), fire alarm replacements, and electrical upgrades. All projects have been identified as failing systems or systems identified to be at end of life through comprehensive facility assessment studies. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Building R & M Municipal Asset Reserve Base $815,000 $0 $0 $0 $0 $0 $815,000 Other Professional Services Municipal Asset Reserve Base $235,000 $0 $0 $0 $0 $0 $235,000 Other Acquisitions Municipal Asset Reserve Carryover $200,592 $0 $0 $0 $0 $0 $200,592 Other Equipment Municipal Asset Reserve Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Other Professional Services Municipal Asset Reserve Carryover $159,618 $0 $0 $0 $0 $0 $159,618 Total $2,410,210 $0 $0 $0 $0 $0 $2,410,210 302 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Building Fixture and Finish Renovation Project Number: PW00060 Project Location: Citywide Live Peoria Goal: Superior Public Services The purpose of this program is to provide for the renovation of building fixtures and finishes. The Facilities Division has identified various needs throughout City buildings (interior/exterior) for upgrades involving patch/paint of interior wall surfaces, flooring treatments and replacements, exterior refinishes (brick/concrete replacement), and resealing of building envelopes. Facilities that are programed in FY24 include, but not limited to City Hall, Fire Stations, Municipal Operations Center, and various facilities around the Municipal Complex. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Building R & M Municipal Asset Reserve Base $1,005,000 $0 $0 $0 $0 $0 $1,005,000 $1,005,000 $0 $0 $0 $0 $0 $1,005,000 Total Bus Stop Improvement Program Project Number: EN00673 Project Location: Citywide Live Peoria Goal: Integrated Transportation This program includes funds for additional bus stops, replacement bus stops, refurbishments and/or major repairs. Funds will be used for installation of bus stop improvements citywide as needed on existing routes (Peoria Avenue, Thunderbird Road, and 83rd Avenue). The bus stop improvements projects may include the following: bus pullouts to allow buses to pick up and discharge passengers outside of the traffic flow, bus stops (no pullout), transit shelters which could provide weather protection, seating, bike racks, landscaping, lighting and other passenger amenities. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Svc Charges-Arts Commission FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $12,150 $10,350 $6,750 $0 $30,150 $59,400 Base $251,000 $173,000 $149,000 $101,000 $0 $424,000 $1,098,000 Transportation Sales Tax Base $0 $1,730 $1,490 $1,010 $0 $4,240 $8,470 Construction Transportation Sales Tax Carryover $10,500 $0 $0 $0 $0 $0 $10,500 Street System Transportation Sales Tax Carryover $797,616 $0 $0 $0 $0 $0 $797,616 Total $1,059,116 $186,880 $160,840 $108,760 $0 $458,390 $1,973,986 303 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Chargeback Distribution FY2024 Project Number: CB02024 Project Location: Citywide Live Peoria Goal: Superior Public Services Personnel costs associated with the design, acquisition of land, construction, and inspection of a capital project are charged back to that project. This project, which is purely administrative, holds appropriation for all chargebacks. Individual capital projects are charged throughout the fiscal year for staff time dedicated to the delivery of those projects. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total General Base $35,280 $0 $0 $0 $0 $0 $35,280 Cap ENG Chargebacks Half Cent Sales Tax Base $132,160 $0 $0 $0 $0 $0 $132,160 Cap ENG Chargebacks Municipal Asset Reserve Base $76,530 $0 $0 $0 $0 $0 $76,530 Cap ENG Chargebacks Water Base $46,711 $0 $0 $0 $0 $0 $46,711 Cap ENG Chargebacks Water Impact Fees South of Bell Rd Base $10,000 $0 $0 $0 $0 $0 $10,000 Cap ENG Chargebacks Wastewater Base $4,696 $0 $0 $0 $0 $0 $4,696 Cap ENG Chargebacks Future WW Revenue Bonds Base $50,000 $0 $0 $0 $0 $0 $50,000 Cap ENG Chargebacks Future SW Revenue Bonds Base $34,730 $0 $0 $0 $0 $0 $34,730 Cap ENG Chargebacks Future GO Bonds Base $287,348 $0 $0 $0 $0 $0 $287,348 Cap ENG Chargebacks Other Capital Base $25,000 $0 $0 $0 $0 $0 $25,000 Cap ENG Chargebacks Highway User Base $88,648 $0 $0 $0 $0 $0 $88,648 Cap ENG Chargebacks Street IF 2014 WofAguaFria Base $60,000 $0 $0 $0 $0 $0 $60,000 Cap ENG Chargebacks Transportation Sales Tax Base $540,670 $0 $0 $0 $0 $0 $540,670 Cap ENG Chargebacks Fire & Emergency Svc Dev Post 1-1-2012 Base $34,338 $0 $0 $0 $0 $0 $34,338 $1,426,111 $0 $0 $0 $0 $0 $1,426,111 Category Funding Source Cap ENG Chargebacks Total City Hall Renovation Project Number: PW00516 Project Location: City of Peoria Main Campus Live Peoria Goal: Superior Public Services This is a request to implement City Hall campus renovations with the intent of enhancing public and occupational functionality. Category Funding Source Construction General Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $4,000,000 $0 $0 $0 $0 $0 $4,000,000 $4,000,000 $0 $0 $0 $0 $0 $4,000,000 Total 304 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Citywide Security Camera Replacements Project Number: IT00038 Project Location: Citywide Live Peoria Goal: Superior Public Services This project will replace cameras, emergency phones, software and servers on a rotational basis. Install additional cameras to enhance security and update surveillance capabilities. Cameras are recommended to be replaced after 5 years, this request looks at deferring camera replacements to 8 years, thus we will be replacing 1/8 of the cameras per year (73 out of 584). Category Funding Source Other Acquisitions IT Reserve Other Acquisitions Municipal Asset Reserve Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $253,000 $0 $0 $0 $0 $0 $253,000 Carryover $304,186 $0 $0 $0 $0 $0 $304,186 Total $557,186 $0 $0 $0 $0 $0 $557,186 Citywide Security Program Project Number: PW00506 Project Location: Citywide Live Peoria Goal: Superior Public Services Facilities will utilize this program going forward to request funds to replace security related items such as facility badge access, upgrades to the security system (Lenel), and major overhauls and replacements needed for various facility door and gate access systems. The majority of the funding will be focused on the Public Safety Administration Building, Main Library, Municipal Operations Center and Fire Station 194. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Building R & M Municipal Asset Reserve Base $505,000 $0 $0 $0 $0 $0 $505,000 Electronic Equipment Municipal Asset Reserve Carryover $24,538 $0 $0 $0 $0 $0 $24,538 Total $529,538 $0 $0 $0 $0 $0 $529,538 Citywide Telecommunications Infrastructure Upgrade Project Number: IT00005 Project Location: Citywide Live Peoria Goal: Superior Public Services The purpose of this project is to enable the IT Department to upgrade existing telecommunications systems in order to ensure all Voice over Internet Protocol (VoIP) systems are at levels that remain vendor supported for hardware and software. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions IT Reserve Carryover $104,368 $0 $0 $0 $0 $0 $104,368 Total $104,368 $0 $0 $0 $0 $0 $104,368 305 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Community Works Program Project Number: COP0001 Project Location: Citywide Live Peoria Goal: Healthy Neighborhoods The Community Works Program provides a mechanism to fund smaller projects addressing more localized needs that may otherwise be overlooked in the capital program. Program funding is proposed as follows: Quick Response for Weed Abatement and ROW Contract Maintenance - $110,000 Quick Response for Storm Damage - $50,000 Parks/Facilities/Open Space Signage Updates/New - $55,000 Non-City Owned Right-of-Way Property Maintenance - $35,000 Quick Response for Streets - $220,000 Entry Monuments - $80,000 Neighborhood Traffic Management Program (NTMP) - $60,000 Ped, Bike, Signing/Striping - $65,000 Wall Painting - $75,000 Green Bike - $50,000 Streetlight Infill - $50,000 This program consists of multiple projects and will be partially completed in FY23. However, due to issues related to land acquisition, agreement negotiations, long lead times for equipment, and construction schedules, funding is requested to be carried over to FY24. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total General Base $250,000 $0 $0 $0 $0 $0 $250,000 Construction Highway User Base $600,000 $0 $0 $0 $0 $0 $600,000 Construction Highway User Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total $1,100,000 $0 $0 $0 $0 $0 $1,100,000 Category Funding Source Construction Council Chambers Building Repair Program Project Number: PW00510 Project Location: Peoria Municipal Complex Live Peoria Goal: Superior Public Services The Council Chambers building is reaching an age where the building envelope and building technical systems are reaching the end of their serviceable life. The funding in this program will provide for the planned repair, replacement and upgrade of these systems on a prioritized need basis. 1. In FY23, install video conferencing interface with A/V system, upgrade TV lighting & replace non-functioning dimmer, and replacements of HVAC system components. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions GO Bonds 2021 Carryover $144,038 $0 $0 $0 $0 $0 $144,038 Total $144,038 $0 $0 $0 $0 $0 $144,038 306 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities DCSB Suite Reconfigurations & Efficiency Improvements Project Number: EN00818 Project Location: Development & Community Services Building – 9875 N. 85th Ave Live Peoria Goal: Smart Growth This project establishes initial placeholder funding for the design and implementation of anticipated reconfigurations of staff offices and cubicles in the Development and Community Services Building as a result of a space efficiency study conducted in FY2023. Anticipated expenditures include design & preconstruction services, minor construction, furniture reconfigurations and acquisition, development fees, and network cabling. Construction is anticipated in phases, likely over two fiscal years. Category Funding Source Base/ Carryover Cap ENG Chargebacks Municipal Asset Reserve Construction Municipal Asset Reserve Design Municipal Asset Reserve Svc Charges-Arts Commission Municipal Asset Reserve FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $30,000 $0 $0 $0 $0 $30,000 Base $0 $375,000 $0 $0 $0 $0 $375,000 Base $0 $50,000 $0 $0 $0 $0 $50,000 Base $0 $4,250 $0 $0 $0 $0 $4,250 $0 $459,250 $0 $0 $0 $0 $459,250 Total Disaster Recovery Infrastructure Replacement Project Number: IT00043 Project Location: Pinnacle Peak Public Safety Building Live Peoria Goal: Superior Public Services The purpose of this project is to enhance network infrastructure at Pinnacle Peak Public Safety Building to accommodate disaster recovery equipment. Network equipment would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Network infrastructure equipment at the Disaster Recovery site will require replacement in FY31. Category Funding Source Other Acquisitions IT Reserve Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $250,000 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $250,000 Total Electric Vehicle Infrastructure & Emergency Power Project Number: PW00602 Project Location: Citywide Live Peoria Goal: Smart Growth Deployment of two mobile non-construction solar powered EV charging stations that do not require connection to the electrical grid to charge City of Peoria electric vehicles. Each station can occupy a standard parking location, provide two Level II charge points, batteries that store an 85 mile charge, emergency 120/240v renewable power access, panels that automatically track the sun, and 120/240V connectivity to standard power for supplemental battery charging if high use. The two locations proposed in FY23 are the Municipal Operations Complex (MOC) and the Development and Community Services Building (DCSB). Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Automotive Equipment General Carryover $165,000 $0 $0 $0 $0 $0 $165,000 Total $165,000 $0 $0 $0 $0 $0 $165,000 307 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Enhanced Abatement Program Project Number: NH00009 Project Location: Citywide Live Peoria Goal: Healthy Neighborhoods This funding is for abatement or remediation of city-owned commercial structures which are part of redevelopment projects, usually as a part of an Economic Development Department strategy. Use of this funding can include, but is not limited to, necessary testing, regulatory permitting, demolition and site stabilization. Commercial structures vary in size and construction materials, which can be more costly to abate and/or stabilize than a typical residence. Ensuring public safety is a priority of the City and use of the funds, when necessary, helps remove public building safety hazards. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Half Cent Sales Tax Carryover $37,500 $0 $0 $0 $0 $0 $37,500 Other Acquisitions Half Cent Sales Tax Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Total $187,500 $0 $0 $0 $0 $0 $187,500 Fleet Maintenance Shop Awning Project Number: PW00604 Project Location: 8850 N 79th Ave Live Peoria Goal: Superior Public Services Construction of a 32' x 100' x 19' single slope tee canopy (awning) on the south side of the existing Fleet Maintenance main shop at the MOC. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Building Acquisition General Carryover $25,405 $0 $0 $0 $0 $0 $25,405 Total $25,405 $0 $0 $0 $0 $0 $25,405 308 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Fleet Shop Replacement Project Number: PW00308 Project Location: Municipal Operations Center Live Peoria Goal: Superior Public Services This project entails the design and construction of a new fleet maintenance facility sized and equipped to meet the needs of the City's fleet growth and changes in the delivery of fleet maintenance services. This new facility will be located at the Municipal Operations Center (MOC), allowing for phased construction and the transition of fleet operations from the outdated 28-year-old facility into the new. A new facility will remedy Arizona Division of Occupational Safety and Health (ADOSH) and Arizona Department of Environmental Quality (ADEQ) compliance challenges. The initial programming phasing study conducted in summer of 2022 identified a target facility size of 52,000 square feet with infrastructure accommodations for phased future growth. The capital budget will fund all site infrastructure expenses, existing building decommissioning, city paid development costs, building Furniture, Fixtures & Equipment (FF&E) and all required technology systems. This project was intentionally structured with FY23 as a gap year in funding while design studies were completed, and the magnitude of construction funding identified. Therefore, FY23 design and preconstruction funding is being requested to be carried over to FY24 when the project is funded for the construction phase. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $1,224,543 $0 $0 $0 $0 $0 $1,224,543 Construction Wastewater Base $490,997 $0 $0 $0 $0 $0 $490,997 Construction Future SW Revenue Bonds Base $18,122,872 $0 $0 $0 $0 $0 $18,122,872 Construction Future GO Bonds Base $8,709,549 $0 $0 $0 $0 $0 $8,709,549 Design Future GO Bonds Base $172,108 $0 $0 $0 $0 $0 $172,108 Construction Highway User Base $3,116,477 $0 $0 $0 $0 $0 $3,116,477 Construction GO Bonds 2021 Carryover $1,750,000 $0 $0 $0 $0 $0 $1,750,000 Total $33,586,546 $0 $0 $0 $0 $0 $33,586,546 Category Funding Source Construction Fuel Island Replacement at Fire Station No. 3 Project Number: PW00545 Project Location: 83rd Av & Emile Zola Av Live Peoria Goal: Superior Public Safety This project entails the decommissioning and removal of the underground diesel fuel tank and dispensing pump located at the Peoria Fire Station No. 3 (FS193). This fueling system is approaching 30 years in service and replacement is required by the United States (US) Environmental Protection Agency (EPA). The replacement solution will be a dual fuel, above ground tank and dispenser solution mimicking the installation recently constructed at the new Police Patrol Services Building at the Pinnacle Peak Public Safety Facility (PPPSF) Campus. The project budget includes design, construction, administrative fees, and required Information Technology and fuel management system integration costs. New funding requested for FY24 will remove and replace the balance of the cracked concrete apparatus bay apron on the north side of the Fire Station and the drive extension to 83rd Avenue. The fuel tank portion of the project was awarded in fall 2022 and will arrive in summer 2023 (lead time) with construction complete in fall 2023. Therefore, the balance of FY23 funding is being requested to be carried over to FY24 to coincide with the construction period. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Future GO Bonds Base $275,000 $0 $0 $0 $0 $0 $275,000 Construction GO Bonds 2021 Carryover $201,235 $0 $0 $0 $0 $0 $201,235 Other Acquisitions GO Bonds 2021 Carryover $526,628 $0 $0 $0 $0 $0 $526,628 Total $1,002,863 $0 $0 $0 $0 $0 $1,002,863 309 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Impact Fee Study Project Number: CD00007 Project Location: Citywide Live Peoria Goal: Smart Growth This study will update the City's non-utility (parks, streets, fire and law) impact fees. Per State Statute, municipalities are to update their Land Use Assumptions (LUA) and Infrastructure Improvement Plans (IIP) every five years. These documents are used to establish the impact fees. The project will be coordinated with CIP Project UT00070 which will update the City's utility (water, wastewater, and water resources) expansion fees. Project is underway and will not be completed in FY23. Goal is to be completed by summer 2024. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover Studies Streets Dev Zone 2 Post 8-1-2014 Studies FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $26,600 $0 $26,600 Street IF 2014 WofAguaFria Base $0 $0 $0 $0 $26,600 $0 $26,600 Studies Law Enforcement Dev Post 8-1-2014 Base $0 $0 $0 $0 $9,000 $0 $9,000 Studies Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $0 $0 $0 $9,000 $0 $9,000 Studies Parks Zone 3-Post 8/1/14 Base $0 $0 $0 $0 $9,000 $0 $9,000 Studies Park IF 2019 Bell to HVR Base $0 $0 $0 $0 $9,000 $0 $9,000 Studies Park IF 2019 NofHVR & EofAF Base $0 $0 $0 $0 $9,000 $0 $9,000 Studies Streets Dev Zone 2 Post 8-1-2014 Carryover $20,500 $0 $0 $0 $0 $0 $20,500 Studies Street IF 2014 WofAguaFria Carryover $20,500 $0 $0 $0 $0 $0 $20,500 Studies Law Enforcement Dev Carryover Post 8-1-2014 $6,200 $0 $0 $0 $0 $0 $6,200 Studies Fire & Emergency Svc Dev Post 8-1-2014 Carryover $6,200 $0 $0 $0 $0 $0 $6,200 Studies Parks Zone 3-Post 8/1/14 Carryover $5,000 $0 $0 $0 $0 $0 $5,000 Studies Park IF 2019 Bell to HVR Carryover $9,000 $0 $0 $0 $0 $0 $9,000 Studies Park IF 2019 NofHVR & EofAF Carryover $9,000 $0 $0 $0 $0 $0 $9,000 Total $76,400 $0 $0 $0 $98,200 $0 $174,600 Infrastructure Cabling Project Number: IT00037 Project Location: Citywide Live Peoria Goal: Superior Public Services This project entails the network infrastructure replacement, including all network infrastructure equipment. Infrastructure cabling needs to be replaced due to aging fiber and cabling and increased connectivity demands. Funding is being requested annually to replace segments of the cabling and fiber connectivity. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total IT Reserve Base $150,000 $0 $0 $0 $0 $0 $150,000 IT Reserve Carryover $168,354 $0 $0 $0 $0 $0 $168,354 Total $318,354 $0 $0 $0 $0 $0 $318,354 Category Funding Source Other Acquisitions Other Acquisitions 310 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Main Entry Security Enhancements at Sunrise Mountain Library Project Number: AL00002 Project Location: Sunrise Mountain Library Live Peoria Goal: Superior Public Safety This project entails the conversion of the main entry to Sunrise Mountain Library from a less secure automatic glass sliding door to a new aluminum storefront entry system with conventional swing doors and ADA operators. This conversion will allow the now manually locked entry to be placed onto the City's electronic access control system, which can be automatically locked down during a threat situation. As an alternative, an upgrade / replacement of the automated slider to a version with integrated/automatic locking may be explored. Category Funding Source Construction General Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $65,000 $0 $0 $0 $0 $0 $65,000 $65,000 $0 $0 $0 $0 $0 $65,000 Total Municipal Complex Entry Plaza Improvements Project Number: CS00243 Project Location: Peoria Municipal Complex Live Peoria Goal: Arts, Culture and Recreational Enrichment This project entails the design and construction of hardscape, landscape, irrigation and shade improvements on the north side of the Peoria Municipal Complex (aka City Hall Campus). Improvements will demolish the decommissioned cooling tower / fountain and will remove and safely terminate formerly used campus utilities. Replacement concepts will focus on fully accessible solutions that are developed for citizen input and through the Parks & Recreation Board. Opportunities for public art may arise, but the commissioning of public art will be an independent process and separate funding. The large, decommissioned fountain structure in the plaza originally served as the cooling tower for the municipal complex central plant. In 2009, the central plant modifications relocated the cooling tower function, relegating the fountain to a decorative campus feature. Years of deterioration of the structure due to water exposure combined with a non-accessible means of accessing the fountain justify its demolition and thoughtful reenvisioning as the arrival gateway to the municipal complex. This project's cost-timing shall consider other proposed municipal complex site improvements to avoid construction congestion. This project was paused until the new City Council and City administration could assess Capital Improvement Program (CIP) project priorities. Therefore, funding from FY23 is requested to be carried over to FY24, so that the project can resume once final direction is determined. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Municipal Asset Reserve Base $289,967 $0 $0 $0 $0 $0 $289,967 Design Municipal Asset Reserve Base $135,078 $0 $0 $0 $0 $0 $135,078 Building Acquisition Municipal Asset Reserve Carryover $47,130 $0 $0 $0 $0 $0 $47,130 Construction Municipal Asset Reserve Carryover $943,000 $0 $0 $0 $0 $0 $943,000 Total $1,415,175 $0 $0 $0 $0 $0 $1,415,175 311 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Neighborhood and Human Services ADA Compliance Project Number: NH00006 Project Location: Citywide Live Peoria Goal: Healthy Neighborhoods The purpose of this project is to address ADA deficiencies at Sunrise Family Center, the Community Center, and the Women's Club. This request ensures Neighborhood and Human Service's facilities are in compliance with the Americans with Disabilities Act (ADA). Category Funding Source Construction General Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $160,000 $0 $0 $0 $0 $0 $160,000 $160,000 $0 $0 $0 $0 $0 $160,000 Total Neighborhood and Human Services Facility Refurbish Project Number: NH00007 Project Location: Citywide Live Peoria Goal: Healthy Neighborhoods The purpose of this project is to repair, replace/refurbish items at the following locations: the Community Center, the Women's Club, licensed childcare spaces, and the Sunrise Family Center. These facilities offer a variety of activities for the public to enjoy and are used daily. Due to the abundant use, amenities wear, break, and degrade in appearance. This project will provide safe, updated, and aesthetically pleasing facilities. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $62,000 $0 $0 $0 $0 $0 $62,000 Percent for the Arts Carryover $168,000 $0 $0 $0 $0 $0 $168,000 General Carryover $210,000 $0 $0 $0 $0 $0 $210,000 Total $440,000 $0 $0 $0 $0 $0 $440,000 Category Funding Source Construction General Other Acquisitions Construction Network Infrastructure Replacement - Channel 11 Project Number: IT00042 Project Location: PSAB - Channel 11 Live Peoria Goal: Superior Public Services The purpose of this project is to replace network infrastructure replacement including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Network infrastructure equipment at Channel 11 will require replacement in FY31. Category Funding Source Other Acquisitions IT Reserve Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $68,750 $0 $0 $0 $0 $0 $68,750 $68,750 $0 $0 $0 $0 $0 $68,750 Total 312 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - DCSB Project Number: IT00015 Project Location: Peoria Municipal Complex Live Peoria Goal: Superior Public Services This project entails the network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure at the Development and Community Services Building (DCSB) will require replacement in FY30. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions IT Reserve Carryover $290,913 $0 $0 $0 $0 $0 $290,913 Total $290,913 $0 $0 $0 $0 $0 $290,913 Network Infrastructure Replacement - Microwave WAN Project Number: IT00026 Project Location: Citywide Live Peoria Goal: Superior Public Services This project entails the network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Microwave WAN infrastructure equipment at various city locations will require replacement in FY27, FY30, and FY33. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total IT Reserve Base $66,000 $0 $0 $0 $0 $0 $66,000 IT Reserve Carryover $60,000 $0 $0 $0 $0 $0 $60,000 Total $126,000 $0 $0 $0 $0 $0 $126,000 Category Funding Source Other Acquisitions Other Acquisitions Network Infrastructure Replacement - Pinnacle Peak Project Number: IT00028 Project Location: Pinnacle Peak Public Safety Facility Live Peoria Goal: Superior Public Services The purpose of this project is to replace network infrastructure including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Network infrastructure equipment at the Pinnacle Peak facility will need replacement in FY30. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions IT Reserve Carryover $219,450 $0 $0 $0 $0 $0 $219,450 Total $219,450 $0 $0 $0 $0 $0 $219,450 313 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - PSAB Project Number: IT00002 Project Location: Peoria Municipal Complex Live Peoria Goal: Superior Public Services The purpose of this project is for network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Network infrastructure equipment at the Public Safety Administration Building (PSAB) will require replacement in FY30. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions IT Reserve Carryover $305,800 $0 $0 $0 $0 $0 $305,800 Total $305,800 $0 $0 $0 $0 $0 $305,800 Network Infrastructure Replacement - Security Project Number: IT00021 Project Location: Citywide Live Peoria Goal: Superior Public Services The purpose of this project is to replace security infrastructure. The increased cost is due to the re-architecture of our security infrastructure. Network equipment would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Security network infrastructure, including firewalls, network monitoring, and network authentication, throughout the city will require replacement in FY31. Category Funding Source Other Acquisitions IT Reserve Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $700,000 $0 $0 $0 $0 $0 $700,000 $700,000 $0 $0 $0 $0 $0 $700,000 Total Network Infrastructure Replacement - Tech Center Core Project Number: IT00008 Project Location: Peoria Municipal Complex Live Peoria Goal: Superior Public Services This project entails the network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Core infrastructure at the Technology Center Data Center, including network storage, will require replacement in FY29. Base/ Carryover Category Funding Source FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions Future GO Bonds Base Other Acquisitions GO Bonds 2021 Carryover $0 $0 $0 $0 $0 $1,450,000 $1,450,000 $28,083 $0 $0 $0 $0 $0 $28,083 Total $28,083 $0 $0 $0 $0 $1,450,000 $1,478,083 314 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - Technology Center Project Number: IT00041 Project Location: Peoria Municipal Complex Live Peoria Goal: Superior Public Services The purpose of this project is to replace network infrastructure replacement including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Network infrastructure equipment at the Technology Center will require replacement in FY30. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions IT Reserve Carryover $77,000 $0 $0 $0 $0 $0 $77,000 Total $77,000 $0 $0 $0 $0 $0 $77,000 Network Infrastructure Replacement - Wi-Fi Project Number: IT00036 Project Location: Citywide Live Peoria Goal: Superior Public Services This project entails the network infrastructure replacement, including all network infrastructure equipment. Network equipment and systems would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Network infrastructure equipment allowing wireless access in City facilities will require replacement in FY28 and FY29. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions IT Reserve Carryover $47,444 $0 $0 $0 $0 $0 $47,444 Total $47,444 $0 $0 $0 $0 $0 $47,444 315 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities PCPA Ticket Office and Concessions Renovation Project Number: NH00003 Project Location: Peoria Center for the Performing Arts Live Peoria Goal: Arts, Culture and Recreational Enrichment This project entails strategic structural modifications and limited tenant improvements to the ticketing and concessions functions within the Peoria Center for the Performing Arts. New and/or reconstructed transaction counters/windows will improve security sight lines within the Lobby while achieving ADA compliance and improving the patron experience. Consultation with Maricopa County Environmental Health will inform minor compliance upgrades in concessions (ex: counter materials, hand-sink, and non-permeable ceiling materials). No net increase in building square footage will result. Capital expenditures include design, construction, development permits and fees, direct purchases (ex: signage) and internal project management expenses. The Peoria Center for the Performing Arts was designed with an outdoor focused ticket window and did not anticipate growth in lobby side Will Call and customer service needs. Visibility from ticketing to the key south and east entry doors is visually obscured. The small footprint concession stand was designed for limited packaged snacks but has since grown its refreshment offerings to a point where food safety compliance must be revisited. The project completed an initial study in FY23 necessitating a reduction of scope, therefore final design and construction requires funding to be carried over to FY24. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total General Base $50,000 $0 $0 $0 $0 $0 $50,000 Building Acquisition General Carryover $346,630 $0 $0 $0 $0 $0 $346,630 Construction General Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Other Professional Services General Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Total $456,630 $0 $0 $0 $0 $0 $456,630 Category Funding Source Construction Police Department Servers and SAN Replacement Project Number: IT00040 Project Location: Peoria Municipal Complex Live Peoria Goal: Superior Public Services The purpose of this project is to replace the servers and Storage Area Network (SAN) for the Police Department. The servers and SAN would be replaced as it reaches the end of its useful life (typically seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to the Police Department and its various systems and applications. Servers and SAN for Police systems will require replacement in FY31. Category Funding Source Other Acquisitions IT Reserve Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $550,000 $0 $0 $0 $0 $0 $550,000 $550,000 $0 $0 $0 $0 $0 $550,000 Total 316 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Public Art Commission and Installation Project Number: AL00003 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment A Call-to-Artists will be conducted for qualified artists to submit for commissioned public art that meets the goals of the Arts and Culture Plan and the community. The Arts & Culture plan further delineates how public art can create inviting and welcoming public spaces to create a sense of place. This request will include a commissioned art piece at the Gene Mason Memorial at Fire Station 191, a Veteran's Trail art piece and one or two pieces commissioned for a city-owned public park(s). Final selection will take place once qualified artists are identified and have submitted proposals for review. Public art is funded through the percent for the arts fund as it was established as one effective way for cities to foster access to the arts and increase the aesthetic value and quality of life in the community. Qualifying capital improvement projects include an amount equal to one percent of the project costs for the purpose of purchase, commissioning, installation, and maintenance of public art. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions Percent for the Arts Base $330,000 $0 $0 $0 $0 $0 $330,000 Other Acquisitions Percent for the Arts Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Total $355,000 $0 $0 $0 $0 $0 $355,000 Public Safety Admin Building EOC Renovations Project Number: PW00540 Project Location: Peoria Municipal Complex Live Peoria Goal: Superior Public Services This project entails the renovation of multiple conference rooms and the computer training lab in the Public Safety Administration Building to better accommodate the City's Emergency Operations Center (EOC). Now nearly 20 years old, existing building conference rooms serve as the EOC during times of activation. This tenant improvement will refresh the finishes, lighting and audio-visual systems in the highly used Peoria conference room and will reconfigure the adjacent computer lab, Arizona conference room, and computer training lab allowing EOC equipment to be deployed for training and maintenance. The capital budget includes design, development fees, construction, audio visual equipment, and any necessary information technology expenditures. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Future GO Bonds Base $678,422 $0 $0 $0 $0 $0 $678,422 Electronic Equipment Future GO Bonds Base $182,387 $0 $0 $0 $0 $0 $182,387 Design GO Bonds 2021 Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Total $880,809 $0 $0 $0 $0 $0 $880,809 317 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Public Safety Building Needs Project Number: PW00090 Project Location: Citywide Live Peoria Goal: Superior Public Safety This project will be used for various aging Public Safety buildings throughout the City to repair interior systems to include heating ventilation & air conditioning units, evaporative coolers, electrical systems, structural and interior finishes. In addition, this will also fund the exterior assets to include fencing, gates, generators, and exterior lights. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Building R & M Municipal Asset Reserve Base $475,000 $0 $0 $0 $0 $0 $475,000 Other Professional Services Municipal Asset Reserve Base $70,000 $0 $0 $0 $0 $0 $70,000 Other Equipment Municipal Asset Reserve Carryover $177,572 $0 $0 $0 $0 $0 $177,572 Total $722,572 $0 $0 $0 $0 $0 $722,572 Radio Subscriber Replacements Project Number: IT00018 Project Location: Citywide Live Peoria Goal: Superior Public Services The City's subscriber radio units deployed citywide will require replacement because they've reached the end of their life. Subscriber replacements began in FY16 and will continue through FY26. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total IT Reserve Base $75,000 $0 $0 $0 $0 $0 $75,000 IT Reserve Carryover $134,952 $0 $0 $0 $0 $0 $134,952 Total $209,952 $0 $0 $0 $0 $0 $209,952 Category Funding Source Other Acquisitions Other Acquisitions Roof Replacement Project Number: PW00150 Project Location: Citywide Live Peoria Goal: Superior Public Services The purpose of this project is to replace roofs at various City facilities. The Butler Water Reclamation Facility roof replacement is scheduled for FY23. The replacement will include roof overlay, flashing material and walk pads at roof access points. The City Hall roof, which will be in excess of 30 years old, is scheduled for replacement in FY25. The replacement will include a complete replacement of the underlayment, new tiles, skylights and flashing material. Category Funding Source Base/ Carryover Cap ENG Chargebacks GO Bonds 2022 Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $15,000 $0 $0 $0 $0 $15,000 GO Bonds 2022 Base $0 $1,781,606 $0 $0 $0 $0 $1,781,606 Construction Future GO Bonds Base $0 $490,842 $0 $0 $0 $0 $490,842 Svc Charges-Arts Commission Future GO Bonds Base $0 $22,724 $0 $0 $0 $0 $22,724 $0 $2,310,172 $0 $0 $0 $0 $2,310,172 Total 318 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Operational Facilities Sports Complex Maintenance Building Project Number: CS00240 Project Location: Sports Complex Live Peoria Goal: Superior Public Services This project entails the construction of a 3.5 acre secured maintenance yard and a new 8250 SF Maintenance Shop at the Peoria Sports Complex. After occupancy, this project will demolish the existing aged maintenance building and prepare 1.7 acres for a subsequent phase of field improvements. The Maintenance Building and Yard are based upon those at Paloma Community Park; size adjusted for larger Sports Complex Operations. The project includes the design, construction, development permits and fees, and internal project management expenses. This project is being concurrently executed with CS00257 - Sports Complex Auxiliary Field and Parking Improvements. This project's design and construction were planned to span multiple fiscal years, therefore a carryover of design phase funding is necessary into FY2024. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Future GO Bonds Base $431,877 $0 $0 $0 $0 $0 $431,877 Design Future GO Bonds Base $44,759 $0 $0 $0 $0 $0 $44,759 Construction GO Bonds 2021 Carryover $602,414 $0 $0 $0 $0 $0 $602,414 Construction Future GO Bonds Carryover $4,637,239 $0 $0 $0 $0 $0 $4,637,239 Design Future GO Bonds Carryover $140,000 $0 $0 $0 $0 $0 $140,000 Electronic Equipment Future GO Bonds Carryover $74,361 $0 $0 $0 $0 $0 $74,361 Land Acquisition Future GO Bonds Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Total $5,940,650 $0 $0 $0 $0 $0 $5,940,650 319 320 City of Peoria FY2024 Annual Program Capital Improvement Program Parks & Recreation Parks and Recreation projects in the 10-year program are funded using general obligation bonds, operating funds, development impact fees and outside sources. Projects within this program include, but are not limited to the parks refresh program, Americans with Disabilities Act (ADA) compliance, court renovations, playground improvements for maintenance and replacement needs and a water conservation project to reduce turf in various parks and retention basins. Parks and recreation facilities provide health benefits to the community. Public art and cultural elements create spaces to honor veterans, celebrate local heritage, and build strong connections. The City of Peoria Capital Improvement Program (CIP) includes projects to improve and maintain art, culture, accessibility, practice fields, playgrounds, lighting, building and fitness equipment, landscape, and shade. Parks & Recreation Total - $33,540,463 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY24 FY25 FY26 FY27 FY28 321 FY29 FY30 FY31 FY32 FY33 Capital Improvement Program City of Peoria FY2024 Annual Program Budget Parks & Recreation Summary by Funding Source and Type Fund Number and Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $6,662,925 $202,500 $0 $0 $0 $0 $6,865,425 $0 $0 $0 $0 $0 $6,060,000 $6,060,000 $150,000 $0 $0 $0 $0 $0 $150,000 $13,750,000 $1,010,000 $1,010,000 $0 $0 $0 $15,770,000 4254 - GO Bonds 2021 $763,709 $0 $0 $0 $0 $0 $763,709 4256 - Future GO Bonds $2,795,361 $0 $0 $0 $0 $0 $2,795,361 $114,243 $0 $0 $0 $0 $0 $114,243 $5,130 $0 $0 $0 $0 $0 $5,130 7010 - Transportation Sales Tax $816,595 $0 $0 $0 $0 $0 $816,595 7943 - Parks Zone 3-Post 8/1/14 $63,665 $0 $0 $0 $0 $0 $63,665 7944 - Park IF 2019 Bell to HVR $103,235 $0 $0 $0 $0 $0 $103,235 7945 - Park IF 2019 NofHVR & EofAF $33,100 $0 $0 $0 $0 $0 $33,100 $25,257,963 $1,212,500 $1,010,000 $0 $0 $6,060,000 $33,540,463 1000 - General 1210 - Half Cent Sales Tax 2003 - Sports Complex GA Surcharge 2004 - AZSTA Sports Complex Improvements 4550 - Other Capital 4810 - Capital Projects-Outside Srces Total - Parks & Recreation 322 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Parks & Recreation Summary by Project Project Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Mountain Trail Improvements $357,944 $0 $0 $0 $0 $0 $357,944 New River Trail Connections $150,000 $0 $0 $0 $0 $0 $150,000 New River Trail Pedestrian & Shade Program $270,000 $0 $0 $0 $0 $0 $270,000 New River Trail; Jomax Rd to CAP and CAP to LPP $192,540 $0 $0 $0 $0 $0 $192,540 New River Trailhead South $2,800,491 $0 $0 $0 $0 $0 $2,800,491 Park and Recreation Facility Refurbishment $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Park Court Renovations $150,000 $0 $0 $0 $0 $0 $150,000 Park Playground Improvements $550,000 $0 $0 $0 $0 $0 $550,000 Parks and Recreation ADA Compliance $150,000 $0 $0 $0 $0 $0 $150,000 Parks and Recreation Plan $685,787 $0 $0 $0 $0 $0 $685,787 Parks Refresh Program $1,200,000 $0 $0 $0 $0 $0 $1,200,000 Pioneer Community Park $804,250 $0 $0 $0 $0 $0 $804,250 Reclaimed Water Connections $50,000 $202,500 $0 $0 $0 $0 $252,500 Retention Basin Refresh Program $624,700 $0 $0 $0 $0 $0 $624,700 Rio Vista Skate Park $250,000 $0 $0 $0 $0 $0 $250,000 Sports Complex Improvements $13,750,000 $1,010,000 $1,010,000 $0 $0 $6,060,000 $21,830,000 Stadium Trail Phase 1 $825,777 $0 $0 $0 $0 $0 $825,777 Stadium Trail Phase 2 $246,583 $0 $0 $0 $0 $0 $246,583 Veteran's Trail $300,000 $0 $0 $0 $0 $0 $300,000 Water Conservation Program $899,891 $0 $0 $0 $0 $0 $899,891 $25,257,963 $1,212,500 $1,010,000 $0 $0 $6,060,000 $33,540,463 Total - Parks & Recreation 323 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Parks & Recreation Mountain Trail Improvements Project Number: CS00217 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment This project entails improving the existing soft surface trails on Sunrise Mountain, East Wing, Calderwood Butte and WestWing Mountain and enhance the safety and sustainability of our preserve areas. In addition to soft surface trail improvements, this project will be utilized to eliminate wildcat trails and improve drainage impacts on designated trails. Sunrise Mountain was purchased in 2016 as a recreational and preservation asset for the citizens of Peoria. As citizens begin to utilize the asset, it is important that we identify, communicate and provide safe trails for patrons to utilize. The intent of all of our hiking trails is to provide an outlet for citizens to escape the developed urban environment within our own community. As development occurs, these areas' value increases as well as their use. It is important that we have trails appropriately identified and marked to ensure the preservation of our natural resource remain intact. The improvements will also allow us to focus our maintenance regiment, signage packages and promotion of these unique assets. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Park Improvements GO Bonds 2021 Carryover $357,944 $0 $0 $0 $0 $0 $357,944 Total $357,944 $0 $0 $0 $0 $0 $357,944 New River Trail Connections Project Number: CS00202 Project Location: New River Live Peoria Goal: Arts, Culture and Recreational Enrichment This project provides for the design, ROW acquisition, and construction for seven trail connections between existing developments and the New River Trail System throughout the City. ROW acquisition is in progress and will not be fully completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction GO Bonds 2021 Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Total $150,000 $0 $0 $0 $0 $0 $150,000 New River Trail Pedestrian & Shade Program Project Number: EN00750 Project Location: New River Trail, Northern Av to Happy Valley Rd Live Peoria Goal: Superior Public Services This project includes the installation of existing former bus shelters along New River Trail at various locations. Design of the project is anticipated to begin the fourth quarter and will not be fully completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction General Carryover $240,000 $0 $0 $0 $0 $0 $240,000 Design General Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Total $270,000 $0 $0 $0 $0 $0 $270,000 324 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Parks & Recreation New River Trail; Jomax Rd to CAP and CAP to LPP Project Number: CS00162 Project Location: Jomax Rd to CAP; CAP to LPP Live Peoria Goal: Arts, Culture and Recreational Enrichment This project provides for the preparation of a Design Concept Report (DCR) for constructing a regional trail along the east side of the New River from Jomax Road to the Central Arizona Project (CAP) canal and along the CAP to Lake Pleasant Parkway. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Professional Services General Carryover $192,540 $0 $0 $0 $0 $0 $192,540 Total $192,540 $0 $0 $0 $0 $0 $192,540 New River Trailhead South Project Number: CS00088 Project Location: NRT between Peoria Ave. and Northern Ave. Live Peoria Goal: Arts, Culture and Recreational Enrichment This project entails land acquisition, design, and construction of a pedestrian and bicycle access point to the New River Trail system with comfort facilities such as shade ramadas, drinking fountains, and resting areas. Land acquisition efforts may continue for a parcel located at 99th & Olive Ave., or may advance to consideration of alternative sites between Thunderbird and Northern Avenues. The project may need to contemplate public improvements to privately held land under a public benefit easement to the City of Peoria. Land Acquisition interests beyond 99th Avenue & Olive Avenue, requires project funding to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Future GO Bonds Carryover $2,795,361 $0 $0 $0 $0 $0 $2,795,361 Other Professional Services Capital ProjectsOutside Srces Carryover $5,130 $0 $0 $0 $0 $0 $5,130 Total $2,800,491 $0 $0 $0 $0 $0 $2,800,491 Park and Recreation Facility Refurbishment Project Number: CS00185 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment This program will be used for asset replacement and maintenance projects based on operational priority. Use of this funding can include, but is not limited to, pool maintenance, refurbishment of practice fields and turf, landscape features, trail improvements and repairs, asset replacement such as fitness equipment, lights and light poles, air conditioning units and other building elements, and Parks and Recreation and facility lighting and building maintenance and improvements such as paint, furniture, and flooring replacements. The facilities in the Parks and Recreation Department offer a variety of recreational activities for the public to enjoy and are used daily. Due to the abundant amount of use, amenities wear, break, and degrade in appearance. These project funds will provide safe, updated, and aesthetically pleasing facilities. Category Funding Source Construction General Construction Sports Complex GA Surcharge Construction General Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $600,000 $0 $0 $0 $0 $0 $600,000 Base $150,000 $0 $0 $0 $0 $0 $150,000 Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total $1,000,000 $0 $0 $0 $0 $0 $1,000,000 325 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Parks & Recreation Park Court Renovations Project Number: CS00247 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment Court renovations will allow the City to either resurface existing basketball, tennis, or pickle ball courts or retro-fit an existing court within the parks inventory to accommodate multi-sport use. This program will also allow for the purchase of equipment related to the functional use of the court (benches, new posts and goals, etc.). Amenity lighting could be a consideration. Court renovations allow the City to promote safe park activation by programming for broad appeal, while encouraging flexible spaces to accommodate a wide range of experiences for the resident. Category Funding Source Construction General Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 Total Park Playground Improvements Project Number: CS00248 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment The Park Playground Improvements program is a mechanism utilized by parks staff to assess and monitor the life cycle of playgrounds within the parks inventory. Information from that assessment is then used to schedule repair/replacements for the playgrounds within the park system. This program will ensure that the program has the resources to ensure that Peoria's playgrounds are not only safe and operable, but aesthetically pleasing and up to date. Improvements would also entail modifications to ensure that playgrounds are ADA accessible and provide inclusive play elements and enhancements to, as well as fall surfacing improvements, such as Engineered Wood Fiber (EWF) and pour in place (PIP) transitions. This program will also consider renovating shading over play elements. In addition, the program ensures that residents have access to outdoor recreational opportunities that meets the diverse needs of the community and improves their quality of life. Category Funding Source Construction General Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $550,000 $0 $0 $0 $0 $0 $550,000 $550,000 $0 $0 $0 $0 $0 $550,000 Total Parks and Recreation ADA Compliance Project Number: CS00177 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment The purpose of this project is to address ADA deficiencies at all parks, trails, and facilities under the Parks and Recreation purview . This request ensures the Parks and Recreation Department's locations are in compliance with the Americans with Disabilities Act (ADA). Category Funding Source Construction General Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 Total 326 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Parks & Recreation Parks and Recreation Plan Project Number: CS00067 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment This project entails updating the comprehensive Parks and Recreation Plan (Plan) to guide and assist with development and prioritization of citywide parks, recreational, trails, and open space assets. The project may include a benchmarking study, community input surveys, public meetings and comments to help direct the future program and development of parks, recreation, open spaces, and trails. One of the department’s priorities would be to consolidate and update existing plans, dated systems documents into a citywide approved document that is responsive to existing entitlements, growth trends, and opportunities for local/regional connectivity. To ensure appropriate facilities are provided to assist in short and long-range planning, determine priorities, modifications, funding sources, and development requirements for park and recreation services, a comprehensive evaluation of the current and future needs of the parks and recreation system as a whole is necessary. By performing regularly scheduled updates of the Plan, future planning will be more responsive to address the needs of the city. The Plan contains information used when planning for future parks, trail systems, recreation programming, future recreational sites and open space. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total General Base $150,000 $0 $0 $0 $0 $0 $150,000 Studies General Base $50,000 $0 $0 $0 $0 $0 $50,000 Studies Parks Zone 3-Post 8/1/14 Base $63,665 $0 $0 $0 $0 $0 $63,665 Studies Park IF 2019 Bell to HVR Base $103,235 $0 $0 $0 $0 $0 $103,235 Studies Park IF 2019 NofHVR & EofAF Base $33,100 $0 $0 $0 $0 $0 $33,100 Studies General Carryover $171,544 $0 $0 $0 $0 $0 $171,544 Other Professional Services Other Capital Carryover $114,243 $0 $0 $0 $0 $0 $114,243 Total $685,787 $0 $0 $0 $0 $0 $685,787 Category Funding Source Other Professional Services 327 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Parks & Recreation Parks Refresh Program Project Number: CS00019 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment The Parks Refresh Program focuses on improvements to elements within the parks footprint, to include but not limited to: - Park Safety and Amenity Lighting Improvements - Furniture, Fixtures, and Equipment Purchase and Installation - Restroom Improvements - Painting of Park Facilities (Restrooms, Ramadas, etc.) - Signage Updates - Landscaping Alternatives (Trees, Shrubs, and Minor Turf Reductions) - Shade Modifications (Trees, Shade Sails, Ramadas, etc.) - Irrigation System Evaluations and Modifications The parks refresh program will ensure that the parks will continue to remain a viable benefit to all residents. A refresh will allow the City to continue its mission of providing a solid foundation for creating a comprehensive and integrated network that strengthens neighborhoods, improves community image, and supports a strong economy. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total General Base $950,000 $0 $0 $0 $0 $0 $950,000 General Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total $1,200,000 $0 $0 $0 $0 $0 $1,200,000 Category Funding Source Construction Construction Pioneer Community Park Project Number: CS00234 Project Location: Pioneer Park Live Peoria Goal: Arts, Culture and Recreational Enrichment The funding at Pioneer Community Park plans improvements to the existing park area. In addition to the potential creation of new park amenities (which can include, but are not limited to, pickleball volleyball, or basketball courts), improvements of existing park assets may include: playground and surfacing improvements, restroom building improvements, safety and amenity lighting replacements, turf area enhancements, replacement of outdated signage, resting node/park bench replacements, shade modifications – (hardscape, softscape, ramadas, etc.), splash pad renovations, fixtures, fencing, and equipment repair/replacement. This project plans resources necessary to ensure that Pioneer Community Park remains a viable and efficient facility affording residents access to active outdoor recreational opportunities. Recent high-density residential development in the proximate area increases the need for recreational investment to maintain community-wide quality of life. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction General Carryover $804,250 $0 $0 $0 $0 $0 $804,250 Total $804,250 $0 $0 $0 $0 $0 $804,250 328 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Parks & Recreation Reclaimed Water Connections Project Number: CS00259 Project Location: Live Peoria Goal: Superior Public Services This is a request to collaborate with an existing CIP project by the City's water department to provide reclaimed water from the Beardsley Water Reclamation Facility to Paloma Community Park. The project contemplates piping for mainline reclaimed water routes. This project will provide additional study information and connections to the main reclaimed water line to Alta Vista Park, an 11.44-acre park, retention basin and possibly up to six Right of Way meter sections, if deemed appropriate within the City. Reclaimed water, sometimes called recycled water, is treated wastewater from a water reclamation facility (WRF) that meets the water quality standards suitable for beneficial purposes. The proposed use of reclaimed water at these sites will allow for the conservation of precious potable water resources. Base/ Carryover Category Funding Source FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction General Base $0 $200,495 $0 $0 $0 $0 $200,495 Studies General Base $50,000 $0 $0 $0 $0 $0 $50,000 Svc Charges-Arts Commission General Base $0 $2,005 $0 $0 $0 $0 $2,005 $50,000 $202,500 $0 $0 $0 $0 $252,500 Total Retention Basin Refresh Program Project Number: CS00004 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment This project provides for landscape refresh of existing maintained storm water retention basins owned by the City. These renovations are based on a prioritized ranking of current conditions. Landscape renovations to include heavy vegetative cleanup with tree crown cleaning, irrigation repairs, replacement of lost trees and shrubs and adding new granite and/or mulch. Includes utility location services for tree planting, sediment removal and benches, pet waste receptacles or trash cans, where applicable. The Parks and Recreation Department utilizes a staff driven review with specific rating criteria to prioritize and rate the basins for projecting programmatic renovations to specific locations. The reviews are conducted annually and are flexible to allow for the management of any updates of the prioritization list of projects. This allows the leveraging for contract pricing and combination of projects and potential sites. Typically, a program allows for two retention basins to be refreshed on an annual basis. The department’s goal is to provide these renovation programs in an equitable manner across the retention basins in the City. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total General Base $225,000 $0 $0 $0 $0 $0 $225,000 General Carryover $399,700 $0 $0 $0 $0 $0 $399,700 Total $624,700 $0 $0 $0 $0 $0 $624,700 Category Funding Source Construction Construction 329 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Parks & Recreation Rio Vista Skate Park Project Number: CS00215 Project Location: Rio Vista Community Park Live Peoria Goal: Arts, Culture and Recreational Enrichment This project entails the completion of a structural study for the existing skate park to investigate and determine solutions for vertical and horizontal cracking in concrete throughout the entire surface. The intent of the study is to determine if the continuation of crack repairs are sustainable long term or design elements require alterations. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Professional Services General Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Park Improvements General Carryover $225,000 $0 $0 $0 $0 $0 $225,000 Total $250,000 $0 $0 $0 $0 $0 $250,000 Sports Complex Improvements Project Number: CS00213 Project Location: Peoria Sports Complex Live Peoria Goal: Arts, Culture and Recreational Enrichment As the Peoria Sports Complex facility continues to mature, there is a need to ensure that it retains its attractiveness and first choice for residents and visitors. Therefore, these improvements are intended to provide enhancements to the Stadium, practice facilities, playing field surfaces, baseball amenities, and team clubhouses. As part of the long-term contract with the Mariners and Padres teams, future reimbursements from the Arizona Sports and Tourism Authority (AZSTA) will fund the clubhouse and stadium improvements. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Half Cent Sales Tax Base $0 $0 $0 $0 $0 $6,000,000 $6,000,000 Svc Charges-Arts Commission Half Cent Sales Tax Base $0 $0 $0 $0 $0 $60,000 $60,000 Construction AZSTA Sports Complex Improvements Base $6,250,000 $1,000,000 $1,000,000 $0 $0 $0 $8,250,000 Svc Charges-Arts Commission AZSTA Sports Complex Improvements Base $0 $10,000 $10,000 $0 $0 $0 $20,000 Construction AZSTA Sports Complex Improvements Carryover $6,000,000 $0 $0 $0 $0 $0 $6,000,000 Park Improvements AZSTA Sports Complex Improvements Carryover $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Total $13,750,000 $1,010,000 $1,010,000 $0 $0 330 $6,060,000 $21,830,000 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Parks & Recreation Stadium Trail Phase 1 Project Number: CS00146 Project Location: Skunk Creek from 73rd to 75th Avenue Live Peoria Goal: Integrated Transportation The project includes design, land acquisition, and construction of the Stadium Trail Phase 1 along the north side of Skunk Creek from 73rd to 75th Avenues. Design and land acquisition phases of this project are complete. Arizona Department of Transportation (ADOT) plans to advertise for construction spring 2023. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Park Improvements GO Bonds 2021 Carryover $9,182 $0 $0 $0 $0 $0 $9,182 Park Improvements Transportation Sales Tax Carryover $816,595 $0 $0 $0 $0 $0 $816,595 Total $825,777 $0 $0 $0 $0 $0 $825,777 Stadium Trail Phase 2 Project Number: CS00232 Project Location: 75th Avenue to Skunk Creek Live Peoria Goal: Integrated Transportation The project includes the trail connection between Skunk Creek Trail and 75th Avenue along the north bank of the Arizona Canal Diversion Channel (ACDC). Design phase is in progress. Permitting with the United States Army Corp of Engineers (USACE) is underway and will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Park Improvements GO Bonds 2021 Carryover $246,583 $0 $0 $0 $0 $0 $246,583 Total $246,583 $0 $0 $0 $0 $0 $246,583 Veteran's Trail Project Number: CS00260 Project Location: Community Park Live Peoria Goal: Arts, Culture and Recreational Enrichment This project includes the addition of a decomposed granite trail segment that will include resting benches, a flagpole centerpiece, and a wall. Category Funding Source Construction General Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $300,000 $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $300,000 Total 331 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Parks & Recreation Water Conservation Program Project Number: CS00208 Project Location: Citywide Live Peoria Goal: Arts, Culture and Recreational Enrichment A multi-year drought continues for the southwest and the federal government has mandated water usage reduction. As a result, the City has enacted the first stage of drought contingency. The 2018 Parks Irrigation and Turf Reduction study has specifically identified key areas and strategies that we are looking to implement and execute for the long-term savings and water conservation. Turf areas identified for reduction are non-functional areas that require additional irrigation to maintain. Projects may include irrigation system renovation, low-flow/no water use facility improvements, or infrastructure enhancements that are needed such as pump starters, mainline upsizing and valve replacements. For FY24, a phased approach will begin for stormwater turf retention basins and selected turf areas within our parks system. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total General Base $575,000 $0 $0 $0 $0 $0 $575,000 Construction General Carryover $193,696 $0 $0 $0 $0 $0 $193,696 Grounds/Detention R&M General Carryover $131,195 $0 $0 $0 $0 $0 $131,195 Total $899,891 $0 $0 $0 $0 $0 $899,891 Category Funding Source Construction 332 City of Peoria FY2024 Annual Program Capital Improvement Program Public Safety Public Safety projects in the 10-year program are funded using general obligation bonds, operating funds, and development impact fees. Projects within this program include, but are not limited to a public safety training center investment, a police department evidence facility, and a fire station in the northwest section of the City that will accommodate a police patrol operation. Superior public safety is an indispensable component of Peoria’s overall quality of life. Safety concerns, both real and perceived, have a major impact on the health, economic viability, and quality of life of the community. The City of Peoria Capital Improvement Program (CIP) includes projects to create and maintain a safe community for residents through training facility investments, and additional fire protection and emergency services for a growing population. Public Safety Total - $92,474,174 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY24 FY25 FY26 FY27 FY28 333 FY29 FY30 FY31 FY32 FY33 Capital Improvement Program City of Peoria FY2024 Annual Program Budget Public Safety Summary by Funding Source and Type Fund Number and Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total 1000 - General $1,999,807 $14,150,000 $0 $0 $0 $1,750,000 $17,899,807 1970 - Municipal Asset Reserve $2,255,101 $622,510 $0 $0 $0 $0 $2,877,611 4254 - GO Bonds 2021 $95,000 $0 $0 $0 $0 $0 $95,000 4256 - Future GO Bonds $8,538,608 $10,114,531 $12,271,316 $6,623,455 $0 $13,663,437 $51,211,347 4550 - Other Capital $807,345 $0 $0 $0 $0 $0 $807,345 7932 - Law Enforcement Dev - Post 81-2014 $0 $0 $1,340,803 $2,000,000 $0 $0 $3,340,803 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $1,457,684 $0 $0 $0 $0 $0 $1,457,684 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $0 $9,000,000 $0 $0 $0 $5,784,577 $14,784,577 $15,153,545 $33,887,041 $13,612,119 $8,623,455 $0 $21,198,014 $92,474,174 Total - Public Safety 334 City of Peoria FY 2024 Annual Program Budget Capital Improvement Program Public Safety Summary by Project Project Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Evidence Processing Improvements at Public Safety Administration Building $790,768 $0 $0 $0 $0 $0 $790,768 Fire Station No. 1 Finishes Refresh $386,000 $0 $0 $0 $0 $0 $386,000 Fire Station No. 1 Remodel $548,528 $0 $0 $0 $0 $0 $548,528 Fire Station No. 10 - 4 Bay $0 $0 $0 $0 $0 $16,448,014 $16,448,014 Fire Station No. 3 Remodel $592,739 $0 $0 $0 $0 $0 $592,739 Fire Station No. 6 Finishes Refresh $0 $277,510 $0 $0 $0 $0 $277,510 Fire Station No. 7 Remodel $0 $345,000 $0 $0 $0 $0 $345,000 Fire Station No. 9 Replacement Station $0 $1,157,571 $10,222,430 $0 $0 $0 $11,380,001 $727,834 $0 $0 $0 $0 $0 $727,834 Gene Mason Fallen Heroes Memorial Expansion at Fire Station No. 1 Heart Monitors Replacement $0 $1,750,000 $0 $0 $0 $1,750,000 $3,500,000 Mobile and Portable Radios Replacement $807,345 $0 $0 $0 $0 $1,000,000 $1,807,345 Peoria Police Department Evidence Facility $1,000,000 $8,400,000 $0 $0 $0 $0 $9,400,000 Pinnacle Peak Public Safety Campus Phased Expansion $0 $0 $1,689,689 $8,623,455 $0 $0 $10,313,144 Police Impounded Vehicle Evidence Storage Yard $0 $0 $1,700,000 $0 $0 $0 $1,700,000 Public Safety Admin Building Locker Room Improvements $1,381,901 $0 $0 $0 $0 $0 $1,381,901 Public Safety Facility $2,709,391 $17,956,960 $0 $0 $0 $0 $20,666,351 Public Safety Training Center Investment $6,000,000 $4,000,000 $0 $0 $0 $0 $10,000,000 $209,039 $0 $0 $0 $0 $2,000,000 $2,209,039 $15,153,545 $33,887,041 $13,612,119 $8,623,455 $0 $21,198,014 $92,474,174 Self-Contained Breathing Apparatus Total - Public Safety 335 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Public Safety Evidence Processing Improvements at Public Safety Administration Building Project Number: PD00027 Project Location: Public Safety Administration Building Live Peoria Goal: Superior Public Safety This project entails tenant improvements within the evidence processing suite in the Public Safety Administration Building (PSAB). Constructed nearly 20 years ago, the evidence intake function is undersized and inefficient in comparison to the new Patrol Services Building in north Peoria. This project will design and construct minor internal building renovations and will restack employee furnishings to improve the intake of evidence. The capital budget includes design, development fees, construction, and any necessary information technology expenditures. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total General Base $715,784 $0 $0 $0 $0 $0 $715,784 Office Equipment General Base $21,984 $0 $0 $0 $0 $0 $21,984 Design General Carryover $53,000 $0 $0 $0 $0 $0 $53,000 Total $790,768 $0 $0 $0 $0 $0 $790,768 Category Funding Source Construction Fire Station No. 1 Finishes Refresh Project Number: FD00043 Project Location: 8065 W Peoria Avenue Live Peoria Goal: Superior Public Safety This project entails deferred building envelope maintenance and a refresh of select building finishes and fixtures at Peoria Fire Station No. 1 constructed in 2004. Items needing the greatest attention include exterior EFIS soffit water damage; ceiling fans replacements; ceramic tile shower stalls and pans, shower plumbing fixtures, glass shower doors, and wood changing benches; selective ceramic floor tile and wall cove tile replacements; fitness flooring; ceiling tile replacements; and the repainting of the bays and living environment. The project costs include internal project management costs and provisions for the requisite design and preconstruction services necessary to define the scope elements for bidding. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Cap ENG Chargebacks Municipal Asset Reserve Base $15,210 $0 $0 $0 $0 $0 $15,210 Construction Municipal Asset Reserve Base $332,300 $0 $0 $0 $0 $0 $332,300 Design Municipal Asset Reserve Base $34,819 $0 $0 $0 $0 $0 $34,819 Svc Charges-Arts Commission Municipal Asset Reserve Base $3,671 $0 $0 $0 $0 $0 $3,671 $386,000 $0 $0 $0 $0 $0 $386,000 Total 336 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 1 Remodel Project Number: FD00033 Project Location: 8065 W. Peoria Avenue Live Peoria Goal: Superior Public Safety This project entails a 690 square foot tenant improvement within Fire Station No. 1 to enhance operational efficiency within the Peoria Fire-Medical Department. The original Self-Contained Breathing Apparatus (SCBA) repair, Emergency Medical Services (EMS) supplies, and support services office will be repurposed to two dorms, a small day room, and a crew PC area for a community paramedicine crew. This project includes design, development fees, construction costs, and internal services charges. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Municipal Asset Reserve Base $478,806 $0 $0 $0 $0 $0 $478,806 Design Municipal Asset Reserve Base $41,522 $0 $0 $0 $0 $0 $41,522 Other Equipment Municipal Asset Reserve Base $16,200 $0 $0 $0 $0 $0 $16,200 Design Municipal Asset Reserve Carryover $12,000 $0 $0 $0 $0 $0 $12,000 Total $548,528 $0 $0 $0 $0 $0 $548,528 Fire Station No. 10 - 4 Bay Project Number: FD00032 Project Location: Northern Peoria Live Peoria Goal: Superior Public Safety This project provides funding to construct a fire station in the northwest section of the city. The facility would mimic the City's 4 bay fire station prototype and be programmed at approximately 14,150 square feet. Total capital cost includes administrative fees, land acquisition, engineering and design, construction, furniture, fixtures and equipment. Cost includes one traffic signal. The station will house a fire engine, brush truck and rescue. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction Office Equipment & Furniture Other Vehicles FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $50,870 $50,870 Future GO Bonds Base $0 $0 $0 $0 $0 $9,031,246 $9,031,246 Future GO Bonds Base $0 $0 $0 $0 $0 $155,982 $155,982 Future GO Bonds Base $0 $0 $0 $0 $0 $1,335,026 $1,335,026 Svc Charges-Arts Commission Future GO Bonds Base $0 $0 $0 $0 $0 $90,313 $90,313 Cap ENG Chargebacks Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $0 $0 $0 $0 $94,070 $94,070 Construction Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $0 $0 $0 $0 $2,910,285 $2,910,285 Design Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $0 $0 $0 $0 $1,483,211 $1,483,211 Land Acquisition Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $0 $0 $0 $0 $1,220,000 $1,220,000 Office Equipment Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $0 $0 $0 $0 $36,540 $36,540 Svc Charges-Arts Commission Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $0 $0 $0 $0 $40,471 $40,471 $0 $0 $0 $0 $0 $16,448,014 $16,448,014 Total 337 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 3 Remodel Project Number: FD00034 Project Location: 8330 W. Emile Zola Avenue Live Peoria Goal: Superior Public Safety This project entails a 960 square foot tenant improvement within Fire Station #3 to enhance operational efficiency within the Fire-Medical Department. The original crew fitness area, captain's den and entry foyer/hall constructed in 1993, will be repurposed to three individual dorms with supporting restroom/showers. This project includes design, construction costs and internal service charges. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Municipal Asset Reserve Base $528,948 $0 $0 $0 $0 $0 $528,948 Design Municipal Asset Reserve Base $7,791 $0 $0 $0 $0 $0 $7,791 Office Equipment & Furniture Municipal Asset Reserve Base $15,000 $0 $0 $0 $0 $0 $15,000 Design Municipal Asset Reserve Carryover $41,000 $0 $0 $0 $0 $0 $41,000 Total $592,739 $0 $0 $0 $0 $0 $592,739 Fire Station No. 6 Finishes Refresh Project Number: FD00035 Project Location: 28251 N. El Mirage Road Live Peoria Goal: Superior Public Safety This project entails a refresh of select building finishes at Fire Station #6 now 15 years old. The scope of work will include updated kitchen, dorms, day room, restrooms/showers, flooring and painting. This project includes design, construction costs and service charges. Category Funding Source Base/ Carryover Cap ENG Chargebacks Municipal Asset Reserve Construction Municipal Asset Reserve Design FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $7,500 $0 $0 $0 $0 $7,500 Base $0 $219,784 $0 $0 $0 $0 $219,784 Municipal Asset Reserve Base $0 $32,493 $0 $0 $0 $0 $32,493 Office Equipment & Furniture Municipal Asset Reserve Base $0 $15,210 $0 $0 $0 $0 $15,210 Svc Charges-Arts Commission Municipal Asset Reserve Base $0 $2,523 $0 $0 $0 $0 $2,523 $0 $277,510 $0 $0 $0 $0 $277,510 Total 338 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 7 Remodel Project Number: FD00036 Project Location: 7758 W. Jomax Road Live Peoria Goal: Superior Public Safety This project entails 270 square feet of tenant improvements within Fire Station #7 to enhance operational efficiency within the Fire-Medical Department. A police report-writing office and adjacent exam room will be repurposed to a Battalion Chief dorm, restroom/shower, and office. This project includes design, construction costs and service charges. Category Funding Source Base/ Carryover Cap ENG Chargebacks Municipal Asset Reserve Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $22,590 $0 $0 $0 $0 $22,590 Municipal Asset Reserve Base $0 $248,379 $0 $0 $0 $0 $248,379 Design Municipal Asset Reserve Base $0 $62,918 $0 $0 $0 $0 $62,918 Other Equipment Municipal Asset Reserve Base $0 $8,000 $0 $0 $0 $0 $8,000 Svc Charges-Arts Commission Municipal Asset Reserve Base $0 $3,113 $0 $0 $0 $0 $3,113 $0 $345,000 $0 $0 $0 $0 $345,000 Total Fire Station No. 9 Replacement Station Project Number: FD00031 Project Location: Lake Pleasant at Pleasant Harbor Live Peoria Goal: Superior Public Safety This project provides funding to construct site infrastructure and a replacement for Fire Station No. 9 at Lake Pleasant Harbor Marina. The facility will be developed as an enhanced pre-engineered building totaling 15,000 square feet. Total capital cost includes administrative fees, engineering and design, construction, furniture, fixtures and equipment. Land terms will be negotiated within an Intergovernmental Agreement with the Maricopa Water District. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction Design FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $61,313 $61,313 $0 $0 $0 $122,626 Future GO Bonds Base $0 $0 $8,226,023 $0 $0 $0 $8,226,023 Future GO Bonds Base $0 $1,080,453 $0 $0 $0 $0 $1,080,453 Land Acquisition Future GO Bonds Base $0 $5,000 $0 $0 $0 $0 $5,000 Other Equipment Future GO Bonds Base $0 $0 $472,834 $0 $0 $0 $472,834 Other Vehicles Future GO Bonds Base $0 $0 $1,380,000 $0 $0 $0 $1,380,000 Svc Charges-Arts Commission Future GO Bonds Base $0 $10,805 $82,260 $0 $0 $0 $93,065 $1,157,571 $10,222,430 $0 $0 $0 $11,380,001 Total $0 339 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Public Safety Gene Mason Fallen Heroes Memorial Expansion at Fire Station No. 1 Project Number: FD00037 Project Location: 8065 W. Peoria Avenue Live Peoria Goal: Superior Public Safety This project entails a refresh and expansion of the Gene Mason Memorial at Station #1. The current aged memorial and fountain will be replaced and expanded to become the Gene Mason Fallen Heroes Memorial Wall. The project will add additional recognition displays for volunteer and retired firefighters. The memorial plaza will be expanded to include bench seating, overhead shade sails, decorative hardscape, and lighting. This project includes design, construction costs and internal service charges. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Municipal Asset Reserve Base $695,634 $0 $0 $0 $0 $0 $695,634 Landscape Supplies & Equipment Municipal Asset Reserve Base $1,200 $0 $0 $0 $0 $0 $1,200 Design Municipal Asset Reserve Carryover $31,000 $0 $0 $0 $0 $0 $31,000 Total $727,834 $0 $0 $0 $0 $0 $727,834 Heart Monitors Replacement Project Number: FD00039 Project Location: Citywide Live Peoria Goal: Superior Public Safety Replacement of 27 heart monitors purchased in fiscal year 2018. The monitors have a life cycle of seven years. The equipment is essential for emergency medical services. Category Funding Source Medical Equipment General Base/ Carryover Base Total FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $0 $1,750,000 $0 $0 $0 $1,750,000 $3,500,000 $0 $1,750,000 $0 $0 $0 $1,750,000 $3,500,000 Mobile and Portable Radios Replacement Project Number: FD00014 Project Location: Citywide Live Peoria Goal: Superior Public Safety Replacement of existing mobile and portable 800 MHz radios for the entire fire department. Our current radios will become outdated, with spare parts and support from Motorola for the APX7000 radios becoming increasingly difficult. Category Funding Source Base/ Carryover Electronic Equipment Future GO Bonds Base Electronic Equipment Other Capital FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $0 $0 $0 $0 $0 $1,000,000 $1,000,000 Carryover $807,345 $0 $0 $0 $0 $0 $807,345 Total $807,345 $0 $0 $0 $0 $1,000,000 $1,807,345 340 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Public Safety Peoria Police Department Evidence Facility Project Number: PD00031 Project Location: Peoria Municipal Complex Live Peoria Goal: Superior Public Safety This project entails the design and construction of a new Police Evidence Facility located on the City Hall campus north of the Public Safety Administration Building. This combination warehouse and customer services facility will allow the Police Department to refer citizens who need to pickup evidence across the street to a staffed evidence pickup lobby. This project also includes storage systems, furnishings, security, information technology, and audio visual systems consistent with other City of Peoria public safety facilities. Category Funding Source Cap ENG Chargebacks General Construction Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $118,000 $0 $0 $0 $0 $118,000 General Base $0 $8,200,000 $0 $0 $0 $0 $8,200,000 Design General Base $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Svc Charges-Arts Commission General Base $0 $82,000 $0 $0 $0 $0 $82,000 $1,000,000 $8,400,000 $0 $0 $0 $0 $9,400,000 Total Pinnacle Peak Public Safety Campus Phased Expansion Project Number: PD00030 Project Location: Pinnacle Peak Public Safety Campus Live Peoria Goal: Superior Public Safety This project entails the design and construction of an expansion to the Police Patrol Services Building at the Pinnacle Peak Public Safety Campus. The Patrol Services Building was constructed and opened in 2017 as part of a multi-phase campus expansion to meet the growing public safety needs in northern Peoria. The first phase of the building was designed with infrastructure to support a second phase build-out to its ultimate size of 36,000 SF. This 9,000 SF addition will house police command staff, detectives, and community oriented programs staff. This project also includes furnishings, security, information technology, and audio visual systems consistent with other City of Peoria public safety facilities. The existing building is LEED certified, setting the standard for subsequent design and construction. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $77,546 $0 $0 $77,546 Future GO Bonds Base $0 $0 $345,432 $6,417,463 $0 $0 $6,762,895 Other Equipment Future GO Bonds Base $0 $0 $0 $64,403 $0 $0 $64,403 Svc Charges-Arts Commission Future GO Bonds Base $0 $0 $3,454 $64,043 $0 $0 $67,497 Cap ENG Chargebacks Law Enforcement Dev Post 8-1-2014 Base $0 $0 $92,048 $27,645 $0 $0 $119,693 Construction Law Enforcement Dev Post 8-1-2014 Base $0 $0 $0 $1,919,869 $0 $0 $1,919,869 Design Law Enforcement Dev Post 8-1-2014 Base $0 $0 $1,236,391 $0 $0 $0 $1,236,391 Other Equipment Law Enforcement Dev Post 8-1-2014 Base $0 $0 $0 $33,287 $0 $0 $33,287 Svc Charges-Arts Commission Law Enforcement Dev Post 8-1-2014 Base $0 $0 $12,364 $19,199 $0 $0 $31,563 $0 $0 $1,689,689 $8,623,455 $0 $0 $10,313,144 Total 341 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Public Safety Police Impounded Vehicle Evidence Storage Yard Project Number: PD00032 Project Location: To Be Identified Live Peoria Goal: Superior Public Safety This project entails the acquisition of a land parcel in an industrial zone of south Peoria and the development of a secure, gated evidence storage yard for vehicles impounded by the Police Department. Key project components will include site clearing, stormwater management, dust control surfacing materials, secure walls/fencing, motorized gates, access control and video surveillance. Project costs include land closing costs, design and preconstruction professional services, construction, and IT network and equipment expenditures. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $36,810 $0 $0 $0 $36,810 Future GO Bonds Base $0 $0 $818,019 $0 $0 $0 $818,019 Design Future GO Bonds Base $0 $0 $52,784 $0 $0 $0 $52,784 Land Acquisition Future GO Bonds Base $0 $0 $760,000 $0 $0 $0 $760,000 Other Equipment Future GO Bonds Base $0 $0 $23,679 $0 $0 $0 $23,679 Svc Charges-Arts Commission Future GO Bonds Base $0 $0 $8,708 $0 $0 $0 $8,708 $0 $0 $1,700,000 $0 $0 $0 $1,700,000 Total Public Safety Admin Building Locker Room Improvements Project Number: PD00026 Project Location: Public Safety Administration Building Live Peoria Goal: Superior Public Safety This project entails the renovation of the locker and shower core of the Public Safety Administration Building. Now nearly 20 years old, the locker and shower facilities no longer adequately address the uniform and equipment storage needs of a more diverse population of officers. This project proposes a renovation to match the north precinct's model of larger ventilated lockers with device charging capabilities located in a common area, supported by private restroom and shower compartments. The capital budget includes design, development fees, construction, and any necessary information technology expenditures. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Future GO Bonds Base $1,262,699 $0 $0 $0 $0 $0 $1,262,699 Other Equipment Future GO Bonds Base $24,202 $0 $0 $0 $0 $0 $24,202 Design GO Bonds 2021 Carryover $95,000 $0 $0 $0 $0 $0 $95,000 Total $1,381,901 $0 $0 $0 $0 $0 $1,381,901 342 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Public Safety Public Safety Facility Project Number: FD00008 Project Location: Northern Peoria Live Peoria Goal: Superior Public Safety This project provides funding to construct a fire station in the northwest section of the city. The facility would mimic the City's district fire station 4 bay prototype and be programmed at approximately 14,150 square feet. Total capital cost includes administrative fees, engineering and design, furniture, fixtures, land, construction, and equipment. Costs also include one traffic signal and a police patrol operation at this facility. Category Funding Source Construction General Cap ENG Chargebacks Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $4,000,000 $0 $0 $0 $0 $4,000,000 Future GO Bonds Base $0 $6,914 $0 $0 $0 $0 $6,914 Construction Future GO Bonds Base $0 $3,095,210 $0 $0 $0 $0 $3,095,210 Design Future GO Bonds Base $685,045 $0 $0 $0 $0 $0 $685,045 Land Acquisition Future GO Bonds Base $566,662 $0 $0 $0 $0 $0 $566,662 Office Equipment Future GO Bonds Base $0 $23,884 $0 $0 $0 $0 $23,884 Other Vehicles Future GO Bonds Base $0 $1,800,000 $0 $0 $0 $0 $1,800,000 Svc Charges-Arts Commission Future GO Bonds Base $0 $30,952 $0 $0 $0 $0 $30,952 Design Fire & Emergency Svc Dev Post 1-1-2012 Base $797,773 $0 $0 $0 $0 $0 $797,773 Land Acquisition Fire & Emergency Svc Dev Post 1-1-2012 Base $659,911 $0 $0 $0 $0 $0 $659,911 Cap ENG Chargebacks Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $63,362 $0 $0 $0 $0 $63,362 Construction Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $8,657,406 $0 $0 $0 $0 $8,657,406 Office Equipment Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $192,658 $0 $0 $0 $0 $192,658 Svc Charges-Arts Commission Fire & Emergency Svc Dev Post 8-1-2014 Base $0 $86,574 $0 $0 $0 $0 $86,574 $2,709,391 $17,956,960 $0 $0 $0 $0 $20,666,351 Total Public Safety Training Center Investment Project Number: PD00033 Project Location: City of Glendale Live Peoria Goal: Superior Public Safety The Glendale Regional Public Safety Training Center (GRPSTC) is a state-of-the-art public safety training facility located at 115th and Glendale Avenues. This request will further promote use of said public safety training center, shared by multiple municipalities throughout the valley. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions Future GO Bonds Base $6,000,000 $4,000,000 $0 $0 $0 $0 $10,000,000 $6,000,000 $4,000,000 $0 $0 $0 $0 $10,000,000 Total 343 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Public Safety Self-Contained Breathing Apparatus Project Number: FD00017 Project Location: Citywide Live Peoria Goal: Superior Public Safety Self Contained Breathing Apparatus have a safe usable lifespan of approximately ten years. Our current SCBA's were purchased in 2021. With new technology comes increased safety and reliability, in addition to an improved external communication component for the end user (the firefighter). Category Funding Source Base/ Carryover Other Equipment Future GO Bonds Base Other Acquisitions General FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $0 $0 $0 $0 $0 $2,000,000 $2,000,000 Carryover $209,039 $0 $0 $0 $0 $0 $209,039 Total $209,039 $0 $0 $0 $0 $2,000,000 $2,209,039 344 City of Peoria FY2024 Annual Program Capital Improvement Program Streets & Traffic Control The City aims to maintain a seamless network of mobility options that are safe and efficient for all users through preservation efforts and the development of integrated systems, designed to enhance the transportation experience. Streets and Traffic Control projects in the 10-year program are funded using general obligation bonds, outside sources, transportation sales tax, highway user revenue funds, and development impact fees. Projects within this program include, but are not limited to the Lake Pleasant Parkway expansion to extend interconnect/fiber, add travel lanes, medians, and a traffic signal at Old Carefree Highway and projects to install signals at 107th Avenue and Rose Garden Lane and 83rd Avenue and Hillcrest Boulevard intersections. The City of Peoria Capital Improvement Program (CIP) includes projects to address traffic congestion by constructing new roadways, preserving existing road and sidewalk networks, widening intersections, replacing streetlight infrastructure, and enhancing traffic management systems. Streets & Traffic Control Total - $268,800,187 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY24 FY25 FY26 FY27 FY28 345 FY29 FY30 FY31 FY32 FY33 Capital Improvement Program City of Peoria FY2024 Annual Program Budget Streets Summary by Funding Source and Type Fund Number and Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total 1210 - Half Cent Sales Tax $477,000 $0 $0 $0 $0 $0 $477,000 4254 - GO Bonds 2021 $7,450,000 $0 $0 $0 $0 $0 $7,450,000 4255 - GO Bonds 2022 $0 $6,868,000 $0 $0 $0 $0 $6,868,000 4256 - Future GO Bonds $0 $3,119,157 $10,098,500 $21,029,918 $0 $3,027,484 $37,275,059 4550 - Other Capital $3,000,000 $3,055,000 $1,085,000 $1,144,000 $7,763,000 $0 $16,047,000 4810 - Capital Projects-Outside Srces $9,433,268 $0 $0 $0 $1,044,641 $0 $10,477,909 7000 - Highway User $8,590,087 $6,244,053 $6,236,500 $5,778,640 $5,936,500 $30,274,333 $63,060,113 7003 - Streets Dev Zone 2 - Post 8-12014 $9,104,898 $0 $3,000,000 $0 $0 $0 $12,104,898 7006 - Street IF 2014 WofAguaFria $931,323 $0 $4,294,373 $0 $0 $0 $5,225,696 7010 - Transportation Sales Tax $16,306,528 $10,238,917 $7,342,573 $22,493,219 $1,503,096 $13,039,640 $70,923,973 $55,293,104 $29,525,127 $32,056,946 $50,445,777 $16,247,237 $46,341,457 $229,909,648 Total - Streets 346 Capital Improvement Program City of Peoria FY2024 Annual Program Budget Traffic Control Summary by Funding Source and Type Fund Number and Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total 4810 - Capital Projects-Outside Srces $950,731 $0 $0 $220,000 $180,000 $0 $1,350,731 $1,052,920 $450,800 $450,800 $450,800 $450,800 $2,254,000 $5,110,120 $88,300 $0 $0 $42,220 $2,063,460 $0 $2,193,980 7010 - Transportation Sales Tax $9,282,628 $5,166,692 $2,527,000 $1,980,600 $807,000 $10,471,788 $30,235,708 Total - Traffic Control $11,374,579 $5,617,492 $2,977,800 $2,693,620 $3,501,260 $12,725,788 $38,890,539 7000 - Highway User 7003 - Streets Dev Zone 2 - Post 8-12014 347 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Summary by Project Project Name FY2024 FY2025 103rd Av; Northern Ave to Olive Ave $695,000 $0 $0 $0 $0 $1,085,000 135th Av; Ridgeline Rd to Montansoro Ln Roadway Improvements $1,044,641 $0 $0 67th Av Widening; Pinnacle Peak to Happy Valley 107th Av; Williams Rd to Hatfield Rd Roadway FY2026 FY2027 FY2028 FY29-33 Total $0 $0 $0 $695,000 $1,144,000 $7,763,000 $0 $9,992,000 $0 $1,079,087 $0 $2,123,728 $18,386,451 $0 $0 $0 $0 $0 $18,386,451 75th Av & Thunderbird Rd Intersection Modifications $61,661 $0 $0 $0 $0 $0 $61,661 75th Ave; Grand Ave to Thunderbird Rd Landscape Enhancement $200,000 $0 $0 $0 $0 $0 $200,000 77th Av Cul de Sac and Unpaved Parking Lot $477,000 $0 $0 $0 $0 $0 $477,000 Bridge Maintenance & Guardrail Replacement Program $300,000 $428,000 $327,000 $428,000 $327,000 $1,938,000 $3,748,000 Cactus Rd; 67th Av to 83rd Ave Shade & Landscape $0 $0 $0 $0 $0 $2,417,900 $2,417,900 City Parking Lots - Parks & Facilities $650,000 $758,157 $0 $872,418 $0 $3,027,484 $5,308,059 Deer Valley Rd; 109th Av to Lake Pleasant Pkwy $300,000 $0 $0 $0 $0 $0 $300,000 Downtown Intersection Lighting $340,000 $0 $0 $0 $0 $0 $340,000 El Mirage Rd; L303 to Jomax Rd $931,323 $0 $4,294,373 $0 $0 $0 $5,225,696 Engineering ADA Accessibility $401,987 $261,840 $131,520 $261,840 $131,520 $1,048,560 $2,237,267 Grand Ave - Wrought Iron Fence Concrete Footing $652,707 $0 $0 $0 $0 $0 $652,707 Happy Valley Rd & 98th Ave Intersection/Median Mods (Lake Pleasant & Mountain Side Crossing) $2,667,350 $0 $0 $0 $0 $0 $2,667,350 Jomax Rd Improvements; 72nd Dr to 75th Av $3,423,929 $0 $0 $0 $0 $0 $3,423,929 $0 $4,722,000 $9,461,000 $40,315,000 $0 $0 $54,498,000 Lake Pleasant Pkwy; L303 to SR74 LED Streetlight Conversion - RESIDENTIAL $1,221,000 $1,221,000 $1,221,000 $0 $0 $0 $3,663,000 LPP; Yearling Rd to Jomax Rd Street Improvements $177,429 $0 $0 $0 $0 $0 $177,429 Northern Av Sidewalk; 85th Av to 83rd Av (North Side) $0 $456,767 $0 $0 $0 $0 $456,767 Northern Parkway $3,000,000 $3,055,000 $1,573,673 $122,571 $0 $0 $7,751,244 Old Carefree Hwy Roadway Improvements; Beardsley Canal to Agua Fria River $0 $0 $0 $0 $0 $490,340 $490,340 Olive Ave, Loop 101 to 99th Ave Safety Improvements $100,000 $0 $0 $0 $0 $0 $100,000 Pavement Management Program - Preservation $4,949,826 $5,090,400 $5,090,400 $5,090,400 $5,090,400 $25,452,000 $50,763,426 Pavement Management Program - Rehabilitation $9,000,000 $6,868,000 $6,868,000 $0 $0 $0 $22,736,000 Peoria Ave; 69th Ave-79th Ave Shade & Landscape $0 $0 $0 $0 $151,250 $1,456,000 $1,607,250 Pinnacle Pk Rd Sidewalk; 77th Av to 83rd Av (South Side) $0 $0 $0 $794,748 $0 $0 $794,748 Public Works ADA Accessibility $1,685,337 $0 $502,980 $0 $502,980 $1,005,960 $3,697,257 Quick Response Street Repairs $200,000 $202,000 $202,000 $202,000 $202,000 $1,010,000 $2,018,000 Rural Area Road Maintenance $0 $465,413 $0 $0 $0 $465,413 $930,826 $357,763 $214,800 $0 $214,800 $0 $644,400 $1,431,763 Sonoran Mountain Ranch Emergency Access $1,274,700 $0 $0 $0 $0 $0 $1,274,700 Streetlight Pole Replacement & Infill Program $1,500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 $10,500,000 $445,000 $0 $300,000 $0 $0 $600,000 $1,345,000 $0 $0 $0 $0 $0 $1,785,400 $1,785,400 $500,000 $0 $0 $0 $0 $0 $500,000 Sidewalks Annual Program Technical Pavement Condition Survey & Support Thunderbird Rd; 67th Av-81st Av Shade & Landscape Vistancia Blvd & Happy Valley Rd Intersection ReAlignment Vistancia Intersections - Sight Distance Clearance Whitney Dr; Cotton Crossing to Monroe St Total - Streets $0 $1,499,750 $0 $0 $0 $0 $1,499,750 $350,000 $3,282,000 $0 $0 $0 $0 $3,632,000 $55,293,104 $29,525,127 $32,056,946 $50,445,777 $16,247,237 348 $46,341,457 $229,909,648 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Traffic Control Summary by Project Project Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total 107th Av & Rose Garden Ln Traffic Signal $2,095,574 $0 $0 $0 $0 $0 $2,095,574 83rd Av & Hillcrest Blvd Traffic Signal $1,657,070 $0 $0 $0 $0 $0 $1,657,070 $209,300 $1,606,800 $0 $0 $0 $0 $1,816,100 83rd Av (Westwing Pkwy) & Jomax Rd Traffic Signal Advanced Traffic Management System (ATMS) Software Cactus Rd & 89th Av Traffic Signal Deer Valley Rd & 105th Av Traffic Signal HV Pkwy; LPP to L303 Intercom Conduit and Fiber Intelligent Transportation System Advanced Technology Enhancements Jomax Rd & Aloravita Blvd Traffic Signal Lake Pleasant Rd & Rose Garden Ln Traffic Signal North Peoria Communications Backup School Flashing Signals $602,120 $0 $0 $0 $0 $0 $602,120 $1,529,000 $0 $0 $0 $0 $0 $1,529,000 $108,766 $1,579,292 $0 $0 $0 $0 $1,688,058 $0 $0 $1,720,000 $0 $0 $0 $1,720,000 $1,000,000 $1,380,600 $0 $1,380,600 $0 $4,141,800 $7,903,000 $0 $0 $0 $262,220 $2,243,460 $0 $2,505,680 $930,000 $0 $0 $0 $0 $0 $930,000 $1,020,000 $0 $0 $0 $0 $0 $1,020,000 $0 $0 $0 $0 $0 $2,380,988 $2,380,988 Traffic Management Center Equipment Replacement $500,000 $0 $0 $0 $0 $535,000 $1,035,000 Traffic Signal Interconnect Project (TSIP) $271,949 $0 $207,000 $0 $207,000 $414,000 $1,099,949 $1,000,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,400,000 $450,800 $450,800 $450,800 $450,800 $450,800 $2,254,000 $4,508,000 $11,374,579 $5,617,492 $2,977,800 $2,693,620 $3,501,260 $12,725,788 $38,890,539 Traffic Signal Program Traffic Signal Renovation and Replacement Total - Traffic Control 349 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets 103rd Av; Northern Ave to Olive Ave Project Number: EN00422 Project Location: 103rd Av; Northern Ave to Olive Ave Live Peoria Goal: Integrated Transportation The design and construction of the 103rd Avenue from Northern Avenue to Olive Avenue roadway widening has been completed. This project will include the funding for completion of Phase 3, which is the remaining drainage improvements. Phase 3 Project will not be completed in FY23 due to land acquisition issues. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Land Acquisition Transportation Sales Tax Carryover $395,000 $0 $0 $0 $0 $0 $395,000 Street System Transportation Sales Tax Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total $695,000 $0 $0 $0 $0 $0 $695,000 107th Av; Williams Rd to Hatfield Rd Roadway Project Number: EN00636 Project Location: 107th Avenue, Williams Road to Hatfield Road Live Peoria Goal: Integrated Transportation This project will develop a design concept report (DCR) that will address the widening and reconstruction of 107th Avenue from Williams Road to Hatfield Road. Sections of 107th Avenue from Williams Road to Hatfield Road will be widened to a 2-1-2 with bike lanes on both sides. The proposed section will not have raised medians and will require signal modifications at Williams Road and Tessmer Road. The project will also provide for the design, land acquisition, and construction of the proposed roadway improvements. Category Funding Source Cap ENG Chargebacks Other Capital Construction Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $28,000 $44,000 $289,000 $0 $361,000 Other Capital Base $0 $0 $0 $0 $7,400,000 $0 $7,400,000 Design Other Capital Base $0 $0 $700,000 $0 $0 $0 $700,000 Land Acquisition Other Capital Base $0 $0 $0 $1,100,000 $0 $0 $1,100,000 Studies Other Capital Base $0 $0 $350,000 $0 $0 $0 $350,000 Svc Charges-Arts Commission Other Capital Base $0 $0 $7,000 $0 $74,000 $0 $81,000 $0 $0 $1,085,000 $1,144,000 $7,763,000 $0 $9,992,000 Total 350 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets 135th Av; Ridgeline Rd to Montansoro Ln Roadway Improvements Project Number: EN00757 Project Location: 135th Av; Ridgeline Rd to Montansoro Ln Live Peoria Goal: Integrated Transportation This project will construct the east half-street improvements on 135th Avenue between Ridgeline Road and north of Montansoro Lane. This is a developer related project, which will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover Construction Capital ProjectsOutside Srces Cap ENG Chargebacks FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $1,044,641 $0 $1,044,641 Transportation Sales Tax Base $0 $0 $0 $0 $24,000 $0 $24,000 Svc Charges-Arts Commission Transportation Sales Tax Base $0 $0 $0 $0 $10,446 $0 $10,446 Street System Capital ProjectsOutside Srces Carryover $1,044,641 $0 $0 $0 $0 $0 $1,044,641 Total $1,044,641 $0 $0 $0 $1,079,087 $0 $2,123,728 67th Av Widening; Pinnacle Peak to Happy Valley Project Number: EN00100 Project Location: 67th Av, Pinnacle Peak Rd to Happy Valley Rd Live Peoria Goal: Integrated Transportation This project includes the roadway widening of 67th Avenue between Pinnacle Peak Road and Happy Valley Road. To address the 67th Avenue corridor improvements, the City’s Capital Improvement Program (CIP) includes separate projects to address roadway (EN00100), regional storm drainage (EN00119 and EN00651), and waterline improvements (UT00440), which will be designed and constructed together. Design, right-of-way acquisition and associated utility relocation tasks are in progress and will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Capital ProjectsOutside Srces Carryover $7,595,000 $0 $0 $0 $0 $0 $7,595,000 Design Capital ProjectsOutside Srces Carryover $386,521 $0 $0 $0 $0 $0 $386,521 Street System Capital ProjectsOutside Srces Carryover $95,619 $0 $0 $0 $0 $0 $95,619 Construction Streets Dev Zone 2 Post 8-1-2014 Carryover $4,344,903 $0 $0 $0 $0 $0 $4,344,903 Land Acquisition Streets Dev Zone 2 Post 8-1-2014 Carryover $989,066 $0 $0 $0 $0 $0 $989,066 Street System Streets Dev Zone 2 Post 8-1-2014 Carryover $1,975,342 $0 $0 $0 $0 $0 $1,975,342 Construction Transportation Sales Tax Carryover $3,000,000 $0 $0 $0 $0 $0 $3,000,000 Total $18,386,451 $0 $0 $0 $0 $0 $18,386,451 351 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets 75th Av & Thunderbird Rd Intersection Modifications Project Number: EN00791 Project Location: 75th Av & Thunderbird Rd Live Peoria Goal: Integrated Transportation This project will modify the medians on all four legs of the intersection of 75th Avenue and Thunderbird Road to shift the bullnoses farther from the intersection. This project will also make modifications to the alignment on the medians, particularly the south end of the median on 75th Avenue south of Thunderbird Road. Project is complete with the exception of micro seal and new striping, which will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Capital ProjectsOutside Srces Carryover $61,661 $0 $0 $0 $0 $0 $61,661 Total $61,661 $0 $0 $0 $0 $0 $61,661 75th Ave; Grand Ave to Thunderbird Rd Landscape Enhancement Project Number: EN00592 Project Location: 75th Ave; Grand Ave to Thunderbird Rd Live Peoria Goal: Healthy Neighborhoods This project includes the installation of enhanced landscape, irrigation system, and refreshed decomposed granite. Project is currently under construction and will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Street System Transportation Sales Tax Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total $200,000 $0 $0 $0 $0 $0 $200,000 77th Av Cul de Sac and Unpaved Parking Lot Project Number: EN00812 Project Location: 77th Avenue South of Paradise Lane Live Peoria Goal: Economic Prosperity In conjunction with the redevelopment at the Peoria Sports Complex, this project will provide for the design and construction of a cul-de-sac on 77th Avenue south of Paradise Lane, a drainage channel to accommodate the 77th Avenue drainage, and improvements to the temporary parking lot on Parcel 200-53-949. This project will also include the construction of a trail connection from Stadium Trail Phase 1 to 77th Avenue, and dedication of a drainage easement and trail easement. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Half Cent Sales Tax Base $405,000 $0 $0 $0 $0 $0 $405,000 Design Half Cent Sales Tax Base $72,000 $0 $0 $0 $0 $0 $72,000 $477,000 $0 $0 $0 $0 $0 $477,000 Total 352 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Bridge Maintenance & Guardrail Replacement Program Project Number: EN00243 Project Location: Citywide Live Peoria Goal: Integrated Transportation This program includes: 1) the assessment and updating of the City's guardrail assets, 2) replacing, repairing and adding safety upgrades to the guardrail system, and 3) funding for the ongoing bridge and culvert maintenance and management program. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Design Svc Charges-Arts Commission FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $24,000 $24,000 $24,000 $24,000 $120,000 $216,000 Base $250,000 $350,000 $250,000 $350,000 $250,000 $1,550,000 $3,000,000 Transportation Sales Tax Base $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $500,000 Transportation Sales Tax Base $0 $4,000 $3,000 $4,000 $3,000 $18,000 $32,000 $300,000 $428,000 $327,000 $428,000 $327,000 $1,938,000 $3,748,000 Total Cactus Rd; 67th Av to 83rd Ave Shade & Landscape Project Number: EN00689 Project Location: Cactus 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 various segments of the north and south sides of Cactus Road between 67th Avenue and 83rd Avenue. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Design Transportation Sales Tax Svc Charges-Arts Commission Transportation Sales Tax FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $105,000 $105,000 Base $0 $0 $0 $0 $0 $2,100,000 $2,100,000 Base $0 $0 $0 $0 $0 $190,000 $190,000 Base $0 $0 $0 $0 $0 $22,900 $22,900 $0 $0 $0 $0 $0 $2,417,900 $2,417,900 Total 353 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets City Parking Lots - Parks & Facilities Project Number: PW00995 Project Location: Citywide Live Peoria Goal: Superior Public Services In FY20, the Streets Division added management of Facilities Lots to the Parks Lots and completed a technical condition survey of all. The results revealed that the majority of the City's parking lot network is in overall good condition. The intent of any effective Pavement Management Program is to preserve asphalt while in a “healthy” condition to extend the overall lifecycle and reduce ongoing maintenance costs. Applying this costeffective approach when managing an asphalt infrastructure enables the City to maintain more pavement miles, while maintaining reliable and safe access to city facilities and parks. FY22-32 estimates include funded CIP amounts with 20% Construction Cost Index inflation. In 2020, the Streets Division added performed a pavement technical condition survey of New River Trail, Skunk Creek Trail and Greenway Channel Trail. The results revealed that the majority of the City's multi-use pathway network is in overall poor to fair condition. The intent of any effective Pavement Management Program is to preserve asphalt while in a “healthy” condition to extend the overall lifecycle and reduce a significant replacement or maintenance costs. Applying a cost-effective, systematic approach using regular technical condition surveys when managing bicycle infrastructure enables the City to maintain the integrated transportation network, while ensuring safe access and use of City multi-use pathways. Category Funding Source Base/ Carryover Construction Future GO Bonds Svc Charges-Arts Commission Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $750,650 $0 $863,780 $0 $2,999,340 $4,613,770 Future GO Bonds Base $0 $7,507 $0 $8,638 $0 $28,144 $44,289 GO Bonds 2021 Carryover $650,000 $0 $0 $0 $0 $0 $650,000 Total $650,000 $758,157 $0 $872,418 $0 $3,027,484 $5,308,059 Deer Valley Rd; 109th Av to Lake Pleasant Pkwy Project Number: EN00395 Project Location: Deer Valley Road, 109th Av to Lake Pleasant Pkwy Live Peoria Goal: Integrated Transportation This project consists of two projects that impact Deer Valley Road from 109th Avenue to Lake Pleasant Parkway: 1) joint project with Maricopa County Department of Transportation (MCDOT) for the Deer Valley Road connection, and 2) construction of new walls along specific areas of Deer Valley Road. Construction work on both projects is substantially complete. However, minor drainage issues on the Deer Valley Road connector project need to be addressed and due to utility relocations, landscape restoration for the wall construction project will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Transportation Sales Tax Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Street System Transportation Sales Tax Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Total $300,000 $0 $0 $0 $0 $0 $300,000 354 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Downtown Intersection Lighting Project Number: EN00668 Project Location: Downtown Peoria Live Peoria Goal: Superior Public Services This project provides for installing approximately seven new LED streetlights in Downtown Peoria. Four locations are at existing intersections (85th Avenue & Madison Street, 85th Avenue and Jefferson Street, 85th Avenue and Washington Street, and 82nd Avenue and Madison Street). The other three streetlights are needed along the south side of Peoria Avenue between Peoria Avenue and 84th Avenue adjacent to Wagoner Plaza. This project is pending completion of the Downtown Design Concept Report (DCR) study, which is in progress. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Street System Transportation Sales Tax Carryover $340,000 $0 $0 $0 $0 $0 $340,000 Total $340,000 $0 $0 $0 $0 $0 $340,000 El Mirage Rd; L303 to Jomax Rd Project Number: EN00537 Project Location: El Mirage Road, L303 to Jomax Road Live Peoria Goal: Integrated Transportation This project will provide for the pre-design of the roadway improvements for El Mirage Road from L303 to Jomax Road. Category Funding Source Cap ENG Chargebacks Street IF 2014 WofAguaFria Construction Street IF 2014 WofAguaFria Design Street IF 2014 WofAguaFria Svc Charges-Arts Commission Street IF 2014 WofAguaFria Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $150,000 $0 $0 $0 $150,000 Base $0 $0 $4,103,340 $0 $0 $0 $4,103,340 Base $931,323 $0 $0 $0 $0 $0 $931,323 Base $0 $0 $41,033 $0 $0 $0 $41,033 $931,323 $0 $4,294,373 $0 $0 $0 $5,225,696 Total 355 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Engineering ADA Accessibility Project Number: EN00025 Project Location: Citywide Live Peoria Goal: Superior Public Services This program funds the City's ongoing effort to comply with the requirements of the Americans with Disabilities Act (ADA). The funds will be used to address three project areas: 1) identifying accessibility deficiencies within the public right-of-way, including existing curb ramps, sidewalks and driveways and recommending improvements needed to achieve full compliance with ADA requirements and city-approved policies (ADA Transition Plan); 2) responding to individual ADA requests and as ADA deficiencies are identified, design and construct the improvements and 3) updating accessibility issues on sidewalks. Prior to FY24, the ADA Accessibility Project, PW00025 has been managed by two departments. This request is to separate funding into two projects, PW00025 managed by Public Works and EN00025 managed by Engineering. Category Funding Source Cap ENG Chargebacks Highway User Construction Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $20,640 $10,320 $20,640 $10,320 $82,560 $144,480 Highway User Base $120,000 $120,000 $120,000 $120,000 $120,000 $600,000 $1,200,000 Studies Highway User Base $0 $120,000 $0 $120,000 $0 $360,000 $600,000 Svc Charges-Arts Commission Highway User Base $0 $1,200 $1,200 $1,200 $1,200 $6,000 $10,800 Street System Highway User Carryover $181,987 $0 $0 $0 $0 $0 $181,987 Studies Highway User Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total $401,987 $261,840 $131,520 $261,840 $131,520 $1,048,560 $2,237,267 Grand Ave - Wrought Iron Fence Concrete Footing Project Number: EN00728 Project Location: Grand Avenue between 83rd Avenue & 88th Avenue Live Peoria Goal: Superior Public Services This project will construct a concrete single curb to be placed along the bottom of the existing wrought iron fencing along certain sections of the north side of Grand Avenue. The single curb will extend east from 88th Avenue towards 83rd Avenue. Procurement for construction is underway and coordination with Arizona Department of Transportation (ADOT) and Burlington Northern Santa Fe (BNSF) Railroad is ongoing, and will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Transportation Sales Tax Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Other Acquisitions Transportation Sales Tax Carryover $352,707 $0 $0 $0 $0 $0 $352,707 Total $652,707 $0 $0 $0 $0 $0 $652,707 356 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Happy Valley Rd & 98th Ave Intersection/Median Mods (Lake Pleasant & Mountain Side Crossing) Project Number: EN00780 Project Location: Happy Valley Road and 98th Avenue (Lake Pleasant & Mountain Side Crossing Access) Live Peoria Goal: Integrated Transportation This project provides funding for the design and construction of median modifications, installation of a traffic signal and restriping of the intersection at the Happy Valley Road and 98th Avenue intersection. Design of the project is in progress and will not be fully completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Transportation Sales Tax Base $2,434,000 $0 $0 $0 $0 $0 $2,434,000 Construction Transportation Sales Tax Carryover $192,350 $0 $0 $0 $0 $0 $192,350 Design Transportation Sales Tax Carryover $41,000 $0 $0 $0 $0 $0 $41,000 Total $2,667,350 $0 $0 $0 $0 $0 $2,667,350 Jomax Rd Improvements; 72nd Dr to 75th Av Project Number: EN00591 Project Location: Jomax Rd; 72nd Dr Alignment to 75th Av Live Peoria Goal: Integrated Transportation This project includes the south half-street improvements on Jomax Road between the 72nd Drive alignment and 75th Avenue. The project will also include the installation of a traffic signal at the Jomax Road and 75th Avenue intersection. The improvements will be coordinated with the Aloravita South development, who will be constructing the north half-street improvements on Jomax Road between 75th Avenue and 72nd Drive. The remainder of the north half-street improvements between 71st Avenue and 67th Avenue will be constructed with the later phases. Project will not be completed in FY23 due to coordination with the Aloravita South off-site improvements. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Streets Dev Zone 2 Post 8-1-2014 Carryover $1,577,540 $0 $0 $0 $0 $0 $1,577,540 Design Streets Dev Zone 2 Post 8-1-2014 Carryover $121,095 $0 $0 $0 $0 $0 $121,095 Land Acquisition Streets Dev Zone 2 Post 8-1-2014 Carryover $96,952 $0 $0 $0 $0 $0 $96,952 Construction Transportation Sales Tax Carryover $1,372,460 $0 $0 $0 $0 $0 $1,372,460 Design Transportation Sales Tax Carryover $162,834 $0 $0 $0 $0 $0 $162,834 Land Acquisition Transportation Sales Tax Carryover $93,048 $0 $0 $0 $0 $0 $93,048 Total $3,423,929 $0 $0 $0 $0 $0 $3,423,929 357 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Lake Pleasant Pkwy; L303 to SR74 Project Number: EN00024 Project Location: Lake Pleasant Parkway, L303 to SR74 Live Peoria Goal: Integrated Transportation This project includes extending the water, wastewater, interconnect/fiber and street widening to accommodate the two outside lanes, bike lanes, a wide median, a future traffic signal at Lake Pleasant Parkway and Old Carefree Highway (SR74), and modifications to the Lake Pleasant Parkway and SR74 intersection. Category Funding Source Base/ Carryover Cap ENG Chargebacks Future GO Bonds Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $341,000 $92,193 $210,000 $0 $0 $643,193 Future GO Bonds Base $0 $0 $0 $19,750,000 $0 $0 $19,750,000 Design Future GO Bonds Base $0 $2,000,000 $0 $0 $0 $0 $2,000,000 Land Acquisition Future GO Bonds Base $0 $0 $3,107,235 $0 $0 $0 $3,107,235 Svc Charges-Arts Commission Future GO Bonds Base $0 $20,000 $31,072 $197,500 $0 $0 $248,572 Cap ENG Chargebacks Streets Dev Zone 2 Post 8-1-2014 Base $0 $0 $85,615 $0 $0 $0 $85,615 Land Acquisition Streets Dev Zone 2 Post 8-1-2014 Base $0 $0 $2,885,530 $0 $0 $0 $2,885,530 Svc Charges-Arts Commission Streets Dev Zone 2 Post 8-1-2014 Base $0 $0 $28,855 $0 $0 $0 $28,855 Cap ENG Chargebacks Transportation Sales Tax Base $0 $341,000 $92,193 $210,000 $0 $0 $643,193 Construction Transportation Sales Tax Base $0 $0 $0 $19,750,000 $0 $0 $19,750,000 Design Transportation Sales Tax Base $0 $2,000,000 $0 $0 $0 $0 $2,000,000 Land Acquisition Transportation Sales Tax Base $0 $0 $3,107,235 $0 $0 $0 $3,107,235 Svc Charges-Arts Commission Transportation Sales Tax Base $0 $20,000 $31,072 $197,500 $0 $0 $248,572 $0 $4,722,000 $9,461,000 $40,315,000 $0 $0 $54,498,000 Total 358 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets LED Streetlight Conversion - RESIDENTIAL Project Number: PW11161 Project Location: Citywide Live Peoria Goal: Healthy Neighborhoods The Streets Division will replace all remaining High Pressure Sodium (HPS) streetlights to LED over the next three years. This approach will eliminate the resulting variations in appearance between HPS and LED lighting and appearance in our communities. LED is energy efficient, longer lasting and therefore, consistent with the Council's sustainability goals. Further, LED streetlights cast a clean, white and directional light, which looks very different as compared to the old, yellowish HPS. HPS lights are no longer available for our purchase so when an existing HPS light burns out, we must replace it with LED. In order to facilitate Council, Leadership and residents' desire for a more systematic approach to replacement, the division proposes to replace approximately 1/3 of the remaining HPS lights in the city, per year starting in FY24. There are approximately 11,000 remaining HPS in the city. Conversion costs is approximately $333 per pole, which includes the fixture, installation labor and required repair to the pole, arm, wiring or other components, parts/connections, which may also include service charges by APS/SRP. The division proposes to proceed with the project geographically, moving from south to north Peoria in 3 years. The city saved approximately 9% in streetlight electricity expenditures after completing FY20 ART LED Conversion Project. Projected costs savings per light is approximately 19%; however, with new inventory added to network each year, the overall electricity expense savings averaged @ about 9%. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Street Repairs Transportation Sales Tax Base $1,221,000 $1,221,000 $1,221,000 $0 $0 $0 $3,663,000 $1,221,000 $1,221,000 $1,221,000 $0 $0 $0 $3,663,000 Total LPP; Yearling Rd to Jomax Rd Street Improvements Project Number: EN00637 Project Location: Lake Pleasant Pkwy, Yearling Road to Jomax Road Live Peoria Goal: Integrated Transportation This project includes funding for the construction of circulation improvements in the area along Lake Pleasant Parkway, Yearling Road to Jomax Road. Project is substantially complete with the exception of obliteration, micro seal, and new striping, which will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Transportation Sales Tax Carryover $177,429 $0 $0 $0 $0 $0 $177,429 Total $177,429 $0 $0 $0 $0 $0 $177,429 359 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Northern Av Sidewalk; 85th Av to 83rd Av (North Side) Project Number: EN00796 Project Location: Northern Avenue, 85th Avenue to 83rd Avenue (North Side) Live Peoria Goal: Integrated Transportation This project will include design and construction of an 8' wide sidewalk along the north side of Northern Avenue between 85th Avenue and 83rd Avenue. Construction of the segment adjacent to Harvest Church will complete the sidewalk along the north side of Northern Avenue between 83rd Avenue and 87th Avenue. The improvements will include constructing an 8' wide sidewalk, relocating signs, and placing decomposed granite. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $22,800 $0 $0 $0 $0 $22,800 Transportation Sales Tax Base $0 $363,400 $0 $0 $0 $0 $363,400 Design Transportation Sales Tax Base $0 $66,270 $0 $0 $0 $0 $66,270 Svc Charges-Arts Commission Transportation Sales Tax Base $0 $4,297 $0 $0 $0 $0 $4,297 $0 $456,767 $0 $0 $0 $0 $456,767 Total Northern Parkway Project Number: EN00142 Project Location: Northern Ave, 71st Ave to 115th Ave Live Peoria Goal: Integrated Transportation This project includes the City's contribution toward land acquisition and construction to convert the existing Northern Avenue to an eight-lane, limited access, "regionally significant," arterial roadway that will be designated Northern Parkway. Category Funding Source Cap ENG Chargebacks Other Capital Construction Svc Charges-Arts Commission Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $25,000 $0 $0 $0 $0 $25,000 Other Capital Base $3,000,000 $3,000,000 $0 $0 $0 $0 $6,000,000 Other Capital Base $0 $30,000 $0 $0 $0 $0 $30,000 Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $18,000 $5,000 $0 $0 $23,000 Construction Transportation Sales Tax Base $0 $0 $1,540,270 $116,407 $0 $0 $1,656,677 Svc Charges-Arts Commission Transportation Sales Tax Base $0 $0 $15,403 $1,164 $0 $0 $16,567 $3,000,000 $3,055,000 $1,573,673 $122,571 $0 $0 $7,751,244 Total 360 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Old Carefree Hwy Roadway Improvements; Beardsley Canal to Agua Fria River Project Number: EN00795 Project Location: Old Carefree Hwy between Beardsley Canal to the Agua Fria River Live Peoria Goal: Superior Public Services This project will provide for the design, ROW acquisition, and construction of a two-lane paved roadway along Old Carefree Highway between the Beardsley Canal and the Agua Fria River. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Studies Transportation Sales Tax FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $190,340 $190,340 Base $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $490,340 $490,340 Total Olive Ave, Loop 101 to 99th Ave Safety Improvements Project Number: EN00731 Project Location: Olive Avenue, Loop 101 to 99th Avenue Live Peoria Goal: Integrated Transportation This project included improvements at three locations: 1) installation of a traffic signal at 98th Lane and Olive Avenue, 2) median modifications at 93rd Avenue and Olive Avenue, and 3) striping modifications at 95th Avenue and Olive Avenue. Projects 1 and 2 are complete. Project 3 is partially complete with the exception of the installation of obliteration, micro seal, and new striping on 95th Avenue and Olive Avenue, which will not occur in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Street System Transportation Sales Tax Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total $100,000 $0 $0 $0 $0 $0 $100,000 361 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Pavement Management Program - Preservation Project Number: PW00138 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) with an overall condition rating of 72. In FY18-20, our budgets increased and we treated nearly 190 miles of pavement to increase Peoria's PCI to >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 Pavement Management Program, preservation is the critical component allowing the city to provide safe, efficient, and most importantly cost effective roadways. 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 $227,000 per centerline mile versus the costs of rehabilitation at approximately $736,912 per centerline mile - almost 4 times as much. This strategy will increase citizen satisfaction by addressing the worst of our pavements sooner and thereby providing a better balance of roadway conditions throughout the city. Every three years the technical condition survey will provide a continued measure of our success. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Capital ProjectsOutside Srces Base $249,826 $0 $0 $0 $0 $0 $249,826 Construction Highway User Base $3,500,000 $4,059,406 $4,059,406 $4,059,406 $4,059,406 $20,297,030 $40,034,654 Svc Charges-Arts Commission Highway User Base $0 $40,594 $40,594 $40,594 $40,594 $202,970 $365,346 Construction Transportation Sales Tax Base $700,000 $980,594 $980,594 $980,594 $980,594 $4,902,970 $9,525,346 Svc Charges-Arts Commission Transportation Sales Tax Base $0 $9,806 $9,806 $9,806 $9,806 $49,030 $88,254 Construction Highway User Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Total $4,949,826 $5,090,400 $5,090,400 $5,090,400 362 $5,090,400 $25,452,000 $50,763,426 City of Peoria FY2024 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. The Division proposes to continue its focus on the pavement segments that require rehabilitation - currently 46 miles/7% of our network. Ultimately this will result in the network almost exclusively being 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 $227,000 per mile (vs $736,912 per mile for REHAB). 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 longterm 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. Category Funding Source Base/ Carryover FY2024 Construction GO Bonds 2021 Base Construction GO Bonds 2022 Base Svc Charges-Arts Commission GO Bonds 2022 Construction Svc Charges-Arts Commission Construction FY2025 FY2026 FY2027 FY2028 FY29-33 Total $6,800,000 $0 $0 $0 $0 $0 $6,800,000 $0 $6,800,000 $0 $0 $0 $0 $6,800,000 Base $0 $68,000 $0 $0 $0 $0 $68,000 Future GO Bonds Base $0 $0 $6,800,000 $0 $0 $0 $6,800,000 Future GO Bonds Base $0 $0 $68,000 $0 $0 $0 $68,000 Transportation Sales Tax Base $2,200,000 $0 $0 $0 $0 $0 $2,200,000 $9,000,000 $6,868,000 $6,868,000 $0 $0 $0 $22,736,000 Total Peoria Ave; 69th Ave-79th Ave Shade & Landscape Project Number: EN00690 Project Location: Peoria Ave; 69th Ave to 79th Ave 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. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Design Svc Charges-Arts Commission FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $25,000 $42,000 $67,000 Base $0 $0 $0 $0 $0 $1,400,000 $1,400,000 Transportation Sales Tax Base $0 $0 $0 $0 $125,000 $0 $125,000 Transportation Sales Tax Base $0 $0 $0 $0 $1,250 $14,000 $15,250 $0 $0 $0 $0 $151,250 $1,456,000 $1,607,250 Total 363 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Pinnacle Pk Rd Sidewalk; 77th Av to 83rd Av (South Side) Project Number: EN00794 Project Location: South Side of Pinnacle Peak Road between 77th Avenue and 83rd Avenue Live Peoria Goal: Integrated Transportation This project will provide for the design and construction of a temporary concrete 6' sidewalk along the south side of Pinnacle Peak Road between 77th Avenue and 79th Avenue and 81st Avenue and 83rd Avenue. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Design Svc Charges-Arts Commission FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $37,490 $0 $0 $37,490 Base $0 $0 $0 $618,660 $0 $0 $618,660 Transportation Sales Tax Base $0 $0 $0 $131,100 $0 $0 $131,100 Transportation Sales Tax Base $0 $0 $0 $7,498 $0 $0 $7,498 $0 $0 $0 $794,748 $0 $0 $794,748 Total Public Works ADA Accessibility Project Number: PW00025 Project Location: Citywide Live Peoria Goal: Superior Public Services This program funds the City's ongoing effort to comply with the requirements of the Americans with Disabilities Act (ADA). The funds will be used to address three project areas: 1) identifying accessibility deficiencies within the public right-of-way, including existing curb ramps, sidewalks and driveways and recommending improvements needed to achieve full compliance with ADA requirements and city-approved policies (ADA Transition Plan); 2) responding to individual ADA requests and as ADA deficiencies are identified, design and construct the improvements and 3) updating accessibility issues on sidewalks. Prior to FY24, the ADA Accessibility Project, PW00025 has been managed by two departments. This request is to separate funding into two projects, PW00025 managed by Public Works and EN00025 managed by Engineering. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Highway User Base $1,613,000 $0 $498,000 $0 $498,000 $996,000 $3,605,000 Highway User Base $0 $0 $4,980 $0 $4,980 $9,960 $19,920 Highway User Carryover $72,337 $0 $0 $0 $0 $0 $72,337 Total $1,685,337 $0 $502,980 $0 $502,980 $1,005,960 $3,697,257 Category Funding Source Construction Svc Charges-Arts Commission Street System 364 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Quick Response Street Repairs Project Number: PW00027 Project Location: Citywide Live Peoria Goal: Superior Public Services Quick Response 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). This program may enhance service delivery by mitigating hazards and/or avoiding delay on partially completed projects or by accelerating or enhancing other projects. The specific projects will be identified throughout the year based on staff review, prioritization criteria and justification. Projects are not programmed as part of the ongoing maintenance program. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Highway User Base $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 Highway User Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $200,000 $202,000 $202,000 $202,000 $202,000 $1,010,000 $2,018,000 Category Funding Source Construction Svc Charges-Arts Commission Total 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 Road to Jomax Road; 77th - 81st Avenues from Pinnacle Peak to Peay Drive alignment; 91st - 93rd Avenues from Hatfield Road to Happy Valley Pkwy and between 67th & 71st Avenues from Camino de Oro to Calle Lejos. This project includes annexed and rural areas of residential development where city-standard paving with engineered drainage including curb, gutter and sidewalk was not previously required, but for which the city is now required to address access and/or air quality implications. Category Funding Source Construction Highway User Svc Charges-Arts Commission Highway User Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $460,805 $0 $0 $0 $460,805 $921,610 Base $0 $4,608 $0 $0 $0 $4,608 $9,216 $0 $465,413 $0 $0 $0 $465,413 $930,826 Total 365 City of Peoria FY2024 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. Project is currently being planned and will be executed in FY24. Therefore, funding is requested to be carried over to FY24. Base/ Carryover Category Funding Source FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Cap ENG Chargebacks Highway User Base $0 $12,800 $0 $12,800 $0 $38,400 $64,000 Construction Highway User Svc Charges-Arts Commission Base $0 $200,000 $0 $200,000 $0 $600,000 $1,000,000 Highway User Base Construction Highway User Carryover $0 $2,000 $0 $2,000 $0 $6,000 $10,000 $200,000 $0 $0 $0 $0 $0 $200,000 Street System Highway User Carryover $157,763 $0 $0 $0 $0 $0 $157,763 Total $357,763 $214,800 $0 $214,800 $0 $644,400 $1,431,763 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 (SMR) Emergency Access Road beginning from the north boundary of Aloravita Parcel 15 to 74th Lane. The SMR development is currently served by one roadway in and out, Pyramid Peak Parkway. The proposed emergency access will serve existing and future residents and provide the necessary emergency service access to the area. Project will not be completed in FY23 due to coordination with the Aloravita North off-site improvements. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Transportation Sales Tax Base $849,400 $0 $0 $0 $0 $0 $849,400 Construction Transportation Sales Tax Carryover $380,300 $0 $0 $0 $0 $0 $380,300 Design Transportation Sales Tax Carryover $45,000 $0 $0 $0 $0 $0 $45,000 Total $1,274,700 $0 $0 $0 $0 $0 $1,274,700 366 City of Peoria FY2024 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 2,515 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 $5,300 so the total replacement cost for all would be more than $13,000,000. 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. In time, streetlight poles not installed in a concrete base will rust when exposed to sprinklers, irrigation and water sources. When the base rusts, the pole’s integrity is compromised and it may fall with wind or slight contact, posing a safety risk. This program provides for the replacement of old streetlight poles that have become rusted and compromised due to age and wear. When the poles are replaced, new energy efficient LED fixtures are also installed. Each new pole/fixture replacement costs about $5300. Out of more than 17,000 streetlight poles in the city, approximately 2,515 poles are 30 years old or more. Category Funding Source Street Repairs Highway User Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $1,500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 $10,500,000 $1,500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 $10,500,000 Total 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. Base/ Carryover Category Funding Source FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Professional Services Highway User Base Other Professional Services $0 $0 $300,000 $0 $0 $600,000 $900,000 Highway User Carryover $445,000 $0 $0 $0 $0 $0 $445,000 Total $445,000 $0 $300,000 $0 $0 $600,000 $1,345,000 367 City of Peoria FY2024 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. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Svc Charges-Arts Commission Transportation Sales Tax FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $78,500 $78,500 Base $0 $0 $0 $0 $0 $1,690,000 $1,690,000 Base $0 $0 $0 $0 $0 $16,900 $16,900 $0 $0 $0 $0 $0 $1,785,400 $1,785,400 Total Vistancia Blvd & Happy Valley Rd Intersection Re-Alignment Project Number: EN00797 Project Location: Vistancia Boulevard and Happy Valley Road Live Peoria Goal: Integrated Transportation This project will provide for the preparation of a Design Concept Report (DCR) to evaluate the re-alignment and configuration of the Vistancia Boulevard and Happy Valley Road intersection improvements to accommodate the 2040 traffic volumes, recommend a final solution, prepare 30% plans and prepare an opinion of probable costs. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Studies Transportation Sales Tax Base $500,000 $0 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $500,000 Total Vistancia Intersections - Sight Distance Clearance Project Number: EN00801 Project Location: Vistancia Development Intersections Live Peoria Goal: Superior Public Safety This project will provide for the design and construction to clear sight distance triangles at various intersections within the Vistancia development. The project will include removal of mounding in the medians, removal of vegetation exceeding 30" in height and trees that have branches lower than 84" measured from pavement surface, cutting and capping the irrigation system and restoring the rock mulch/decomposed granite, as needed. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $60,500 $0 $0 $0 $0 $60,500 Transportation Sales Tax Base $0 $1,350,000 $0 $0 $0 $0 $1,350,000 Design Transportation Sales Tax Base $0 $75,000 $0 $0 $0 $0 $75,000 Svc Charges-Arts Commission Transportation Sales Tax Base $0 $14,250 $0 $0 $0 $0 $14,250 $0 $1,499,750 $0 $0 $0 $0 $1,499,750 Total 368 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Streets Whitney Dr; Cotton Crossing to Monroe St Project Number: EN00806 Project Location: Whitney Drive, Cotton Crossing to Monroe Street Live Peoria Goal: Economic Prosperity This project provides for the design, ROW acquisition, and construction of Whitney Drive from Cotton Crossing to Monroe Street. These improvements are being coordinated with the Downtown Streetscape project. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Design Svc Charges-Arts Commission FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $50,000 $0 $0 $0 $0 $50,000 Base $0 $3,200,000 $0 $0 $0 $0 $3,200,000 Transportation Sales Tax Base $350,000 $0 $0 $0 $0 $0 $350,000 Transportation Sales Tax Base $0 $32,000 $0 $0 $0 $0 $32,000 $350,000 $3,282,000 $0 $0 $0 $0 $3,632,000 Total 369 City of Peoria FY2024 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. The project is being administered by Arizona Department of Transportation (ADOT). ADOT has not provided a final schedule for design, land acquisition, and construction. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Capital ProjectsOutside Srces Base $474,731 $0 $0 $0 $0 $0 $474,731 Construction Transportation Sales Tax Base $1,538,829 $0 $0 $0 $0 $0 $1,538,829 Land Acquisition Transportation Sales Tax Base $32,014 $0 $0 $0 $0 $0 $32,014 Land Acquisition Transportation Sales Tax Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total $2,095,574 $0 $0 $0 $0 $0 $2,095,574 83rd Av & Hillcrest Blvd Traffic Signal Project Number: EN00777 Project Location: 83rd Avenue & Hillcrest Boulevard 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. Design is currently in progress and will not be fully completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Transportation Sales Tax Base $1,567,070 $0 $0 $0 $0 $0 $1,567,070 Design Transportation Sales Tax Carryover $90,000 $0 $0 $0 $0 $0 $90,000 Total $1,657,070 $0 $0 $0 $0 $0 $1,657,070 370 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Traffic Control 83rd Av (Westwing Pkwy) & 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. Construction for this project is programmed in FY25. Therefore, funding for design is requested to be carried over to FY24. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Svc Charges-Arts Commission Transportation Sales Tax Design Capital ProjectsOutside Srces Design Streets Dev Zone 2 Post 8-1-2014 Land Acquisition Streets Dev Zone 2 Post 8-1-2014 FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $86,750 $0 $0 $0 $0 $86,750 Base $0 $1,505,000 $0 $0 $0 $0 $1,505,000 Base $0 $15,050 $0 $0 $0 $0 $15,050 Carryover $121,000 $0 $0 $0 $0 $0 $121,000 Carryover $63,000 $0 $0 $0 $0 $0 $63,000 Carryover $25,300 $0 $0 $0 $0 $0 $25,300 Total $209,300 $1,606,800 $0 $0 $0 $0 $1,816,100 Advanced Traffic Management System (ATMS) Software Project Number: EN00811 Project Location: 9875 N 85th Av (DCSB) Live Peoria Goal: Integrated Transportation This project provides funding for replacement of the City’s Advanced Traffic Management System (ATMS) software and associated equipment in the City’s Traffic Management Center (TMC). The ATMS software includes modules for remote monitoring and operation for all of the City’s traffic signals, email/text alerts, equipment performance tracking, centralized adaptive traffic control, center-to-center communications with neighboring cities, and provisions for additional future upgrades such as centralized transit priority, emergency vehicle preemption, maintenance work order tracking integration, and connected vehicle applications. Category Funding Source Construction Highway User Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $602,120 $0 $0 $0 $0 $0 $602,120 $602,120 $0 $0 $0 $0 $0 $602,120 Total 371 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Traffic Control Cactus Rd & 89th Av Traffic Signal Project Number: EN00724 Project Location: Cactus Road and 89th Avenue Live Peoria Goal: Integrated Transportation This project will include intersection improvements and installation of a traffic signal and fiber at the intersection of Cactus Road and 89th Avenue. Design was initiated in the third quarter of FY23 and will not be complete. Funding is requested to be carried over to FY24 to complete design and construction. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Transportation Sales Tax Base $361,000 $0 $0 $0 $0 $0 $361,000 Design Transportation Sales Tax Base $31,000 $0 $0 $0 $0 $0 $31,000 Land Acquisition Transportation Sales Tax Base $32,000 $0 $0 $0 $0 $0 $32,000 Construction Capital ProjectsOutside Srces Carryover $255,000 $0 $0 $0 $0 $0 $255,000 Construction Transportation Sales Tax Carryover $760,000 $0 $0 $0 $0 $0 $760,000 Design Transportation Sales Tax Carryover $90,000 $0 $0 $0 $0 $0 $90,000 Total $1,529,000 $0 $0 $0 $0 $0 $1,529,000 Deer Valley Rd & 105th Av Traffic Signal Project Number: EN00781 Project Location: Deer Valley Road & 105th Avenue Live Peoria Goal: Integrated Transportation The project includes installation of a traffic signal at the intersection of Deer Valley Road and 105th Avenue. Design is in progress and will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $96,875 $0 $0 $0 $0 $96,875 Transportation Sales Tax Base $0 $1,467,740 $0 $0 $0 $0 $1,467,740 Svc Charges-Arts Commission Transportation Sales Tax Base $0 $14,677 $0 $0 $0 $0 $14,677 Design Transportation Sales Tax Carryover $108,766 $0 $0 $0 $0 $0 $108,766 Total $108,766 $1,579,292 $0 $0 $0 $0 $1,688,058 372 City of Peoria FY2024 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 design and construction of new interconnect conduit, vaults, and fiber along the north side of Happy Valley Road between Lake Pleasant Parkway and L303. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Design Svc Charges-Arts Commission FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $104,000 $0 $0 $0 $104,000 Base $0 $0 $1,500,000 $0 $0 $0 $1,500,000 Transportation Sales Tax Base $0 $0 $100,000 $0 $0 $0 $100,000 Transportation Sales Tax Base $0 $0 $16,000 $0 $0 $0 $16,000 $0 $0 $1,720,000 $0 $0 $0 $1,720,000 Total Intelligent Transportation System Advanced Technology Enhancements Project Number: EN00789 Project Location: Citywide Live Peoria Goal: Integrated Transportation This program 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. Design to be complete in FY23 and funding is requested to be carried over to FY24 for construction/implementation. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Svc Charges-Arts Commission Transportation Sales Tax Construction Transportation Sales Tax FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $67,600 $0 $67,600 $0 $202,800 $338,000 Base $0 $1,300,000 $0 $1,300,000 $0 $3,900,000 $6,500,000 Base $0 $13,000 $0 $13,000 $0 $39,000 $65,000 Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Total $1,000,000 $1,380,600 $0 $1,380,600 $0 $4,141,800 $7,903,000 373 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Traffic Control Jomax Rd & Aloravita Blvd Traffic Signal Project Number: EN00809 Project Location: Jomax Road and Aloravita Boulevard Live Peoria Goal: Integrated Transportation This project will provide for the design and construction of a traffic signal and other incidental improvements at the intersection of Jomax Road and Aloravita Boulevard. Category Funding Source Base/ Carryover Design Capital ProjectsOutside Srces Cap ENG Chargebacks Streets Dev Zone 2 Post 8-1-2014 Construction Svc Charges-Arts Commission FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $220,000 $180,000 $0 $400,000 Base $0 $0 $0 $40,020 $87,110 $0 $127,130 Streets Dev Zone 2 Post 8-1-2014 Base $0 $0 $0 $0 $1,955,000 $0 $1,955,000 Streets Dev Zone 2 Post 8-1-2014 Base $0 $0 $0 $2,200 $21,350 $0 $23,550 $0 $0 $0 $262,220 $2,243,460 $0 $2,505,680 Total 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. Due to a change in land ownership, the project has been delayed. Funding is requested to be carried over to FY24 to complete right-of-way (ROW) acquisition, design, and construction. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Street System Capital ProjectsOutside Srces Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Construction Transportation Sales Tax Carryover $710,000 $0 $0 $0 $0 $0 $710,000 Design Transportation Sales Tax Carryover $120,000 $0 $0 $0 $0 $0 $120,000 Total $930,000 $0 $0 $0 $0 $0 $930,000 374 City of Peoria FY2024 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 design, installation of conduit, switches, fiber reassignment and splicing, and a fiber trunk line, which will provide redundancy for the northern portion of Peoria, an area located north of Bell Road. Design, fiber splicing, and installation of switches were completed in FY23. Funding is requested to be carried over to FY24 to complete work within Arizona Department of Transportation (ADOT) and Flood Control District of Maricopa County (FCDMC) jurisdictions. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Transportation Sales Tax Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Design Transportation Sales Tax Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Total $1,020,000 $0 $0 $0 $0 $0 $1,020,000 School Flashing Signals Project Number: EN00807 Project Location: Citywide Live Peoria Goal: Integrated Transportation This project will provide for the design, construction, and operation and maintenance of school flashing lights to be installed at schools located on arterial streets and parkways. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Design Svc Charges-Arts Commission FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $120,850 $120,850 Base $0 $0 $0 $0 $0 $1,873,600 $1,873,600 Transportation Sales Tax Base $0 $0 $0 $0 $0 $364,160 $364,160 Transportation Sales Tax Base $0 $0 $0 $0 $0 $22,378 $22,378 $0 $0 $0 $0 $0 $2,380,988 $2,380,988 Total 375 City of Peoria FY2024 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. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Svc Charges-Arts Commission Transportation Sales Tax FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $30,000 $30,000 Base $500,000 $0 $0 $0 $0 $500,000 $1,000,000 Base $0 $0 $0 $0 $0 $5,000 $5,000 $500,000 $0 $0 $0 $0 $535,000 $1,035,000 Total Traffic Signal Interconnect Project (TSIP) Project Number: PW00133 Project Location: Citywide Live Peoria Goal: Integrated Transportation This program design and installation of fiber optic cable, computer networking equipment, and Intelligent Transportation Systems (ITS) equipment. The fiber optics communication system will aide in maintaining the coordination of the City's traffic signals, as well as obtaining valuable intersection information from a central location. Project will be partially complete in FY23, but due to the delay in delivery of materials, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction Transportation Sales Tax Design FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $5,000 $0 $5,000 $10,000 $20,000 Base $175,000 $0 $175,000 $0 $175,000 $350,000 $875,000 Transportation Sales Tax Base $25,000 $0 $25,000 $0 $25,000 $50,000 $125,000 Svc Charges-Arts Commission Transportation Sales Tax Base $0 $0 $2,000 $0 $2,000 $4,000 $8,000 Street System Transportation Sales Tax Carryover $71,949 $0 $0 $0 $0 $0 $71,949 Total $271,949 $0 $207,000 $0 $207,000 $414,000 $1,099,949 376 City of Peoria FY2024 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 closed-circuit television (CCTV). This program consists of multiple projects and will be partially completed in FY23. However, due to issues related to land acquisition, developer schedules, long lead times for equipment, and construction schedules, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover Cap ENG Chargebacks Transportation Sales Tax Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $44,500 $44,500 $44,500 $44,500 $222,500 $400,500 Transportation Sales Tax Base $800,000 $550,000 $550,000 $550,000 $550,000 $2,750,000 $5,750,000 Svc Charges-Arts Commission Transportation Sales Tax Base $0 $5,500 $5,500 $5,500 $5,500 $27,500 $49,500 Construction Transportation Sales Tax Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total $1,000,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,400,000 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. To maintain existing production and level of service, the Streets Division would be able to replace aged signal components at approximately 3-5 intersections annually at this proposed funding amount. If additional funding is not available, the division's production would decrease to maintaining approximately 1-2 intersections annually, due to material, equipment, and labor inflation, plus new design requirements at $20k per signal renovation. Category Funding Source Other Equipment Highway User Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $450,800 $450,800 $450,800 $450,800 $450,800 $2,254,000 $4,508,000 $450,800 $450,800 $450,800 $450,800 $450,800 $2,254,000 $4,508,000 Total 377 378 City of Peoria FY2024 Annual Program Capital Improvement Program Wastewater Wastewater projects in the 10-year program are funded using revenue bonds, utility service revenues, and development impact fees. Projects within this program include, but are not limited to the Jomax Water Reclamation Facility (WRF) expansion project to increase treatment capacity and enhance the City’s alternative water supply, but also reclaimed water system projects to install new infrastructure and expand the use of recycled water in Peoria. In addition, the Lift Station Reconditioning project to rehabilitate and maintain systems for channeling wastewater to treatment plants and the El Mirage Road sewer project to increase capacity needs for future development. The City strives to guide future growth and development in sustainable ways, while maintaining or enhancing quality of life. Wastewater and reclamation facilities help to decrease demands on freshwater source consumption needs, and thereby, promote future growth opportunities. The City of Peoria Capital Improvement Program (CIP) includes projects to recharge water for future use by maintaining infrastructure needed to accommodate new and existing customers. Wastewater Total - $232,694,843 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY24 FY25 FY26 FY27 FY28 379 FY29 FY30 FY31 FY32 FY33 Capital Improvement Program City of Peoria FY2024 Annual Program Budget Wastewater Summary by Funding Source and Type Fund Number and Name 2050 - Water FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $2,993,359 $908,000 $473,000 $150,500 $338,000 $18,629,500 $23,492,359 2162 - Water Impact Fees - Post 1-12012 $752,475 $0 $0 $0 $0 $0 $752,475 2164 - Water Impact Fees - North of Bell Rd $1,294,713 $0 $0 $0 $0 $0 $1,294,713 2165 - Water Impact Fees - Vistancia $1,980,000 $0 $0 $0 $0 $0 $1,980,000 $447,439 $0 $0 $0 $0 $0 $447,439 2227 - Future Water Revenue Bonds $8,726,500 $7,764,000 $4,980,000 $0 $0 $7,000,000 $28,470,500 2400 - Wastewater $31,427,319 $2,609,300 $6,654,500 $2,267,000 $2,329,500 $35,313,800 $80,601,419 2453 - Prp W/S Rev Bonds 2021 (WW) $8,560,596 $0 $0 $0 $0 $0 $8,560,596 2457 - Future WW Revenue Bonds $11,767,000 $10,000,000 $9,500,000 $0 $0 $44,000,000 $75,267,000 2506 - Wastewater Impact Fees - East of Agua Fria $4,366,804 $3,900,000 $0 $0 $0 $0 $8,266,804 2507 - Wastewater Impact Fees West of Agua Fria 2166 - Wtr IF 2019 N of Bell $2,573,980 $0 $0 $0 $117,558 $0 $2,691,538 2509 - Wastewater Impact Fees - Post 1-1-2012 $770,000 $0 $0 $0 $0 $0 $770,000 7000 - Highway User $100,000 $0 $0 $0 $0 $0 $100,000 $75,760,185 $25,181,300 $21,607,500 $2,417,500 $2,785,058 $104,943,300 $232,694,843 Total - Wastewater 380 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Wastewater Summary by Project Project Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Advanced Treatment Study $500,000 $0 $0 $0 $0 $0 $500,000 Agua Fria Lift Station - Wastewater Campus Land $300,000 $3,900,000 $0 $0 $0 $0 $4,200,000 Beardsley Equipment Upgrade & Replacement Program $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,500,000 Beardsley Road Reclaimed Waterline Rehabilitation $0 $0 $0 $0 $250,000 $2,424,000 $2,674,000 $32,417,044 $0 $0 $0 $0 $0 $32,417,044 $0 $0 $0 $0 $0 $3,988,500 $3,988,500 Butler Equipment Upgrade & Replacement Program $461,174 $450,000 $200,000 $200,000 $200,000 $1,000,000 $2,511,174 Butler IPS Equipment Upgrade & Replacement Program $274,254 $150,000 $150,000 $150,000 $150,000 $750,000 $1,624,254 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 Jomax Equipment Upgrade & Replacement Program $213,750 $150,000 $150,000 $150,000 $150,000 $750,000 $1,563,750 Beardsley WRF Expansion Beardsley WRF Recharge Basins Jomax WRF Expansion $9,980,000 $0 $0 $0 $0 $53,530,000 $63,510,000 Jomax WRF Operations Building $505,000 $0 $0 $0 $0 $0 $505,000 Lake Pleasant Pkwy 18-inch Sewer; L303 to SR74 $960,000 $0 $12,120,000 $0 $0 $0 $13,080,000 Lake Pleasant Pkwy 24-inch Reclaimed Waterline; L303 to SR74 $560,000 $0 $7,070,000 $0 $0 $0 $7,630,000 Lift Station Reconditioning Program $3,994,959 $404,000 $404,000 $404,000 $404,000 $2,020,000 $7,630,959 Local Wastewater Line Improvement Program $1,477,730 $202,000 $202,000 $202,000 $202,000 $1,010,000 $3,295,730 LPH Mystic Wastewater Oversizing $66,685 $0 $0 $0 $117,558 $0 $184,243 Manhole Rehabilitation Program $225,000 $404,000 $404,000 $404,000 $404,000 $2,020,000 $3,861,000 Reclaimed Water System Upgrade Program $3,800,000 $1,010,000 $50,500 $50,500 $50,500 $252,500 $5,214,000 Reclaimed Water Transmission Main - Project 2 $11,286,500 $10,352,000 $0 $0 $0 $0 $21,638,500 Reclaimed Water Transmission Main - Project 3 $1,000,000 $0 $0 $0 $0 $29,608,000 $30,608,000 SROG Line Assessment & Repair $2,078,183 $0 $0 $0 $0 $0 $2,078,183 Trunk Sewer Line Inspection $1,292,500 $0 $0 $0 $0 $750,000 $2,042,500 Trunk Sewer Rehabilitation $0 $2,555,300 $0 $0 $0 $2,555,300 $5,110,600 $722,000 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,085,000 $2,248,528 $0 $0 $0 $0 $0 $2,248,528 $75,760,185 $25,181,300 $21,607,500 $2,417,500 $2,785,058 Wastewater System R&M Expense Program West Agua Fria Wastewater Lines Total - Wastewater 381 $104,943,300 $232,694,843 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Wastewater Advanced Treatment Study Project Number: UT00530 Project Location: Citywide Live Peoria Goal: Superior Public Services This project will prepare a study detailing feasibility, timing and cost of advanced wastewater treatment. Category Funding Source Studies Wastewater Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $500,000 $0 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $500,000 Total 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. Category Funding Source Land Acquisition Wastewater Impact Fees - East of Agua Fria Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $300,000 $3,900,000 $0 $0 $0 $0 $4,200,000 $300,000 $3,900,000 $0 $0 $0 $0 $4,200,000 Total 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. Base/ Carryover Category Funding Source Other Equipment Water Base $37,500 $37,500 $37,500 Other Equipment Wastewater Base $112,500 $112,500 $112,500 $150,000 $150,000 $150,000 $150,000 Total FY2024 FY2025 382 FY2026 FY2027 FY2028 FY29-33 Total $37,500 $37,500 $187,500 $375,000 $112,500 $112,500 $562,500 $1,125,000 $150,000 $750,000 $1,500,000 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Wastewater Beardsley Road Reclaimed Waterline Rehabilitation Project Number: UT00531 Project Location: Beardsley Road - Ventana Lakes 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 reclaimed waterline in Beardsley Road from the Beardsley WRF to 99th Avenue. This project may also include processing of utility company (APS, Cox, Qwest/CenturyLink, SRP, etc.) design and construction agreements, development and intergovernmental agreements. Category Funding Source Construction Water Design Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $1,818,000 $1,818,000 Water Base $0 $0 $0 $0 $187,500 $0 $187,500 Construction Wastewater Base $0 $0 $0 $0 $0 $581,800 $581,800 Design Wastewater Base $0 $0 $0 $0 $62,500 $0 $62,500 Svc Charges-Arts Commission Wastewater Base $0 $0 $0 $0 $0 $24,200 $24,200 $0 $0 $0 $0 $250,000 $2,424,000 $2,674,000 Total 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Wastewater Base $6,792,000 $0 $0 $0 $0 $0 $6,792,000 Construction Future WW Revenue Bonds Base $2,207,000 $0 $0 $0 $0 $0 $2,207,000 Construction Wastewater Impact Fees - East of Agua Fria Base $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Construction Water Carryover $827,847 $0 $0 $0 $0 $0 $827,847 Wastewater System Water Carryover $21,781 $0 $0 $0 $0 $0 $21,781 Water Impact Fees Wastewater System Post 1-1-2012 Carryover $752,475 $0 $0 $0 $0 $0 $752,475 Water Impact Fees Wastewater System North of Bell Rd Carryover $1,294,713 $0 $0 $0 $0 $0 $1,294,713 Wastewater System Wtr IF 2019 N of Bell Carryover $447,439 $0 $0 $0 $0 $0 $447,439 Construction Wastewater Carryover $2,225,125 $0 $0 $0 $0 $0 $2,225,125 Other Equipment Wastewater Carryover $1,863 $0 $0 $0 $0 $0 $1,863 Wastewater System Wastewater Carryover $5,779,997 $0 $0 $0 $0 $0 $5,779,997 Carryover $8,000,000 $0 $0 $0 $0 $0 $8,000,000 Carryover $2,566,804 $0 $0 $0 $0 $0 $2,566,804 Total $32,417,044 $0 $0 $0 $0 $0 $32,417,044 Category Funding Source Construction Construction Prp W/S Rev Bonds 2021 (WW) Wastewater Impact Wastewater System Fees - East of Agua Fria 383 City of Peoria FY2024 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. Category Funding Source Construction Water Studies Svc Charges-Arts Commission Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $933,300 $933,300 Water Base $0 $0 $0 $0 $0 $25,000 $25,000 Water Base $0 $0 $0 $0 $0 $38,900 $38,900 Construction Wastewater Base $0 $0 $0 $0 $0 $2,916,300 $2,916,300 Studies Wastewater Base $0 $0 $0 $0 $0 $75,000 $75,000 $0 $0 $0 $0 $0 $3,988,500 $3,988,500 Total 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $85,500 $85,500 $38,000 $38,000 $38,000 $190,000 $475,000 Other Equipment Wastewater Base $364,500 $364,500 $162,000 $162,000 $162,000 $810,000 $2,025,000 Other Equipment Water Carryover $10,381 $0 $0 $0 $0 $0 $10,381 Other Equipment Wastewater Carryover $793 $0 $0 $0 $0 $0 $793 Total $461,174 $450,000 $200,000 $200,000 $200,000 $1,000,000 $2,511,174 Category Funding Source Other Equipment 384 City of Peoria FY2024 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Wastewater Base $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,500,000 Wastewater Carryover $124,254 $0 $0 $0 $0 $0 $124,254 Total $274,254 $150,000 $150,000 $150,000 $150,000 $750,000 $1,624,254 Category Funding Source Other Equipment Other Equipment 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. Category Funding Source Construction Future WW Revenue Bonds Svc Charges-Arts Commission Future WW Revenue Bonds Design Wastewater Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $4,700,000 $0 $0 $0 $0 $4,700,000 Base $0 $47,000 $0 $0 $0 $0 $47,000 Carryover $470,000 $0 $0 $0 $0 $0 $470,000 Total $470,000 $4,747,000 $0 $0 $0 $0 $5,217,000 385 City of Peoria FY2024 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. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Wastewater Carryover $294,030 $0 $0 $0 $0 $0 $294,030 Prp W/S Rev Bonds Wastewater System 2021 (WW) Carryover $182,878 $0 $0 $0 $0 $0 $182,878 Wastewater Impact Fees - West of Agua Fria Carryover $299,970 $0 $0 $0 $0 $0 $299,970 Total $776,878 $0 $0 $0 $0 $0 $776,878 Construction 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $37,500 $37,500 $37,500 $37,500 $37,500 $187,500 $375,000 Other Equipment Wastewater Base $112,500 $112,500 $112,500 $112,500 $112,500 $562,500 $1,125,000 Other Equipment Water Carryover $31,600 $0 $0 $0 $0 $0 $31,600 Other Equipment Wastewater Carryover $32,150 $0 $0 $0 $0 $0 $32,150 Total $213,750 $150,000 $150,000 $150,000 $150,000 $750,000 $1,563,750 Category Funding Source Other Equipment 386 City of Peoria FY2024 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. Category Funding Source Construction Wastewater Construction Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $9,530,000 $9,530,000 Future WW Revenue Bonds Base $7,000,000 $0 $0 $0 $0 $43,470,000 $50,470,000 Svc Charges-Arts Commission Future WW Revenue Bonds Base $0 $0 $0 $0 $0 $530,000 $530,000 Construction Wastewater Impact Fees - West of Agua Fria Base $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Construction Water Impact Fees Vistancia Carryover $1,980,000 $0 $0 $0 $0 $0 $1,980,000 Total $9,980,000 $0 $0 $0 $0 $53,530,000 $63,510,000 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 Water Reclamation Facility (WRF). The facility mimics the building program at the Beardsley Water Reclamation Facility (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. This project's construction was completed in winter 2023 with supply chain impacting the final delivery of electrical components. A small sum of project close-out funding is planned to address any small post-occupancy issues. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Wastewater System Water Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Wastewater System Wastewater Carryover $375,000 $0 $0 $0 $0 $0 $375,000 Wastewater System Highway User Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total $505,000 $0 $0 $0 $0 $0 $505,000 387 City of Peoria FY2024 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. Category Funding Source Construction Wastewater Design Svc Charges-Arts Commission Construction Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $2,500,000 $0 $0 $0 $2,500,000 Wastewater Base $960,000 $0 $0 $0 $0 $0 $960,000 Wastewater Base $0 $0 $120,000 $0 $0 $0 $120,000 Future WW Revenue Bonds Base $0 $0 $9,500,000 $0 $0 $0 $9,500,000 $0 $12,120,000 $0 $0 $0 $13,080,000 Total $960,000 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. Category Funding Source Construction Water Design Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $322,500 $0 $0 $0 $322,500 Water Base $420,000 $0 $0 $0 $0 $0 $420,000 Construction Future Water Revenue Bonds Base $0 $0 $4,980,000 $0 $0 $0 $4,980,000 Construction Wastewater Base $0 $0 $1,697,500 $0 $0 $0 $1,697,500 Design Wastewater Base $140,000 $0 $0 $0 $0 $0 $140,000 Svc Charges-Arts Commission Wastewater Base $0 $0 $70,000 $0 $0 $0 $70,000 $560,000 $0 $7,070,000 $0 $0 $0 $7,630,000 Total 388 City of Peoria FY2024 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 addresses ongoing needs at all City wastewater lift stations and includes multiple projects. The funds will be used to address pretreatment, odor control, corrosion prevention, eye wash units, equipment upgrades and replacements. Design of the Lift Station Rehabilitation at 112th Avenue and Northern Avenue (L102) was completed in FY23. Due to extremely long lead times, construction of the Lift Station Rehabilitation will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Wastewater Base $2,000,000 $290,300 $400,000 $400,000 $400,000 $2,000,000 $5,490,300 Wastewater Base $0 $4,000 $4,000 $4,000 $4,000 $20,000 $36,000 Construction Future WW Revenue Bonds Base $0 $109,700 $0 $0 $0 $0 $109,700 Construction Wastewater Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Wastewater System Wastewater Carryover $1,588,493 $0 $0 $0 $0 $0 $1,588,493 Prp W/S Rev Bonds Wastewater System 2021 (WW) Carryover $6,466 $0 $0 $0 $0 $0 $6,466 Total $3,994,959 $404,000 $404,000 $404,000 $404,000 $2,020,000 $7,630,959 Category Funding Source Construction Svc Charges-Arts Commission 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. The repair/replacement of the damaged 8-inch collection sewer line along Cactus Road east of 75th Avenue was completed January 2023. The Force Main Risk Prioritization project, as well as additional sewer line repairs, will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Wastewater Base $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 Wastewater Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 Wastewater Carryover $700,000 $0 $0 $0 $0 $0 $700,000 Wastewater System Wastewater Carryover $477,681 $0 $0 $0 $0 $0 $477,681 Prp W/S Rev Bonds Wastewater System 2021 (WW) Carryover $100,049 $0 $0 $0 $0 $0 $100,049 Total $1,477,730 $202,000 $202,000 $202,000 $202,000 $1,010,000 $3,295,730 Category Funding Source Construction Svc Charges-Arts Commission Construction 389 City of Peoria FY2024 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. Category Funding Source Base/ Carryover Construction Wastewater Impact Fees - West of Agua Fria Svc Charges-Arts Commission Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $116,382 $0 $116,382 Wastewater Impact Fees - West of Agua Fria Base $0 $0 $0 $0 $1,176 $0 $1,176 Wastewater Impact Fees - West of Agua Fria Carryover $66,685 $0 $0 $0 $0 $0 $66,685 Total $66,685 $0 $0 $0 $117,558 $0 $184,243 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. This program is on-going. Funds are utilized for emergency repairs, planned rehabilitations and routine maintenance, and associated complex traffic control, as needed. Therefore, funding is requested to be carried over to FY24. Category Funding Source Construction Wastewater Svc Charges-Arts Commission Construction Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $400,000 $400,000 $400,000 $400,000 $2,000,000 $3,600,000 Wastewater Base $0 $4,000 $4,000 $4,000 $4,000 $20,000 $36,000 Wastewater Carryover $55,000 $0 $0 $0 $0 $0 $55,000 Wastewater System Wastewater Carryover $170,000 $0 $0 $0 $0 $0 $170,000 Total $225,000 $404,000 $404,000 $404,000 $404,000 $2,020,000 $3,861,000 390 City of Peoria FY2024 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $747,500 $747,500 $37,500 $37,500 $37,500 $187,500 $1,795,000 Construction Wastewater Base $252,500 $252,500 $12,500 $12,500 $12,500 $62,500 $605,000 Svc Charges-Arts Commission Wastewater Base $0 $10,000 $500 $500 $500 $2,500 $14,000 Construction Wastewater Carryover $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Wastewater System Wastewater Carryover $800,000 $0 $0 $0 $0 $0 $800,000 Total $3,800,000 $1,010,000 $50,500 $50,500 $50,500 $252,500 $5,214,000 Category Funding Source Construction 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 miles of new 24-inch reclaimed water transmission main that will connect the Jomax Water Reclamation Facility (WRF) to the Beardsley Water Reclamation Facility (BWRF). 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. Project will be completed in FY23, but due to design schedule, inter-agency coordination, and land Acquisition the project has been delayed. Therefore, funding is requested to be carried over to FY24. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Future Water Revenue Bonds Base $7,764,000 $7,764,000 $0 $0 $0 $0 $15,528,000 Cap ENG Chargebacks Future WW Revenue Bonds Base $0 $50,000 $0 $0 $0 $0 $50,000 Construction Future WW Revenue Bonds Base $2,435,000 $2,435,000 $0 $0 $0 $0 $4,870,000 Svc Charges-Arts Commission Future WW Revenue Bonds Base $0 $103,000 $0 $0 $0 $0 $103,000 Design Future Water Revenue Bonds Carryover $962,500 $0 $0 $0 $0 $0 $962,500 Design Future WW Revenue Bonds Carryover $125,000 $0 $0 $0 $0 $0 $125,000 Total $11,286,500 $10,352,000 $0 $0 $0 $0 $21,638,500 Category Funding Source Construction 391 City of Peoria FY2024 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. Category Funding Source Cap ENG Chargebacks Water Construction Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $45,000 $45,000 Water Base $0 $0 $0 $0 $0 $14,266,800 $14,266,800 Design Water Base $0 $0 $0 $0 $0 $750,000 $750,000 Construction Future Water Revenue Bonds Base $0 $0 $0 $0 $0 $7,000,000 $7,000,000 Construction Wastewater Base $0 $0 $0 $0 $0 $5,000,500 $5,000,500 Design Wastewater Base $0 $0 $0 $0 $0 $2,250,000 $2,250,000 Svc Charges-Arts Commission Wastewater Base $0 $0 $0 $0 $0 $295,700 $295,700 Studies Water Carryover $743,750 $0 $0 $0 $0 $0 $743,750 Studies Wastewater Carryover $256,250 $0 $0 $0 $0 $0 $256,250 Total $1,000,000 $0 $0 $0 $0 $29,608,000 $30,608,000 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). Relocation of the GL02 flow meter vault due to the Northern Parkway project is required in FY24. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Wastewater Base $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Wastewater Carryover $496,472 $0 $0 $0 $0 $0 $496,472 Wastewater System Wastewater Carryover $81,711 $0 $0 $0 $0 $0 $81,711 Total $2,078,183 $0 $0 $0 $0 $0 $2,078,183 Category Funding Source Construction Construction 392 City of Peoria FY2024 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 environments, 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 be partially complete in FY23. Contract negotiations for these inspections and assessments are pending, which will not allow for project completion in FY23. Therefore, funding is requested to be carried over to FY24. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Wastewater Base $742,500 $0 $0 $0 $0 $742,500 $1,485,000 Wastewater Base $0 $0 $0 $0 $0 $7,500 $7,500 Wastewater Carryover $550,000 $0 $0 $0 $0 $0 $550,000 Total $1,292,500 $0 $0 $0 $0 $750,000 $2,042,500 Category Funding Source Other Professional Services Svc Charges-Arts Commission Other Professional Services 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. Base/ Carryover Category Funding Source FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Wastewater Base $0 $0 $0 $0 $0 $2,530,000 $2,530,000 Svc Charges-Arts Commission Wastewater Base $0 $0 $0 $0 $0 $25,300 $25,300 Construction Future WW Revenue Bonds Base $0 $2,530,000 $0 $0 $0 $0 $2,530,000 Svc Charges-Arts Commission Future WW Revenue Bonds Base $0 $25,300 $0 $0 $0 $0 $25,300 $0 $2,555,300 $0 $0 $0 $2,555,300 $5,110,600 Total 393 City of Peoria FY2024 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Wastewater Base $700,000 $700,000 $700,000 $700,000 $700,000 $3,500,000 $7,000,000 Wastewater Base $0 $7,000 $7,000 $7,000 $7,000 $35,000 $63,000 Wastewater Carryover $22,000 $0 $0 $0 $0 $0 $22,000 Total $722,000 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,085,000 Category Funding Source Construction Svc Charges-Arts Commission Water System 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Prp W/S Rev Bonds Wastewater System 2021 (WW) Carryover $271,203 $0 $0 $0 $0 $0 $271,203 Wastewater Impact Fees - West of Agua Fria Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Wastewater Impact Fees - West of Agua Wastewater System Fria Carryover $707,325 $0 $0 $0 $0 $0 $707,325 Wastewater Impact Wastewater System Fees - Post 1-1-2012 Carryover $770,000 $0 $0 $0 $0 $0 $770,000 Total $2,248,528 $0 $0 $0 $0 $0 $2,248,528 Category Construction Funding Source 394 City of Peoria FY2024 Annual Program Capital Improvement Program Water Water projects in the 10-year program are funded using general obligation bonds, revenue bonds, utility service revenues, American Rescue Plan Act grant funds, and development impact fees. Projects within this program include, but are not limited to the Zone 6E Reservoir & Booster Pump Station serving commercial and residential growth near the Lake Pleasant Parkway corridor, and providing water treatment to various nearby wells. In addition, the CAP Lake Pleasant Parkway Intersection Wellfield project will install five new potable water wells to provide redundancy and enhance water reliability. Potable Water supply in Peoria is comprised of surface water from the Central Arizona Project (CAP) canal, Salt River Project (SRP) canal and recovered ground water from various wells. Treatment efforts help to remove contaminants and hazardous substances from the water supply. The City of Peoria Capital Improvement Program (CIP) includes projects to create and maintain reliable water sources and effective treatment infrastructure. By implementing new and maintaining existing water supplies, the City is able to sustain consumption needs of new and existing customers. Water Total - $309,095,056 $100,000,000 $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY24 FY25 FY26 FY27 FY28 395 FY29 FY30 FY31 FY32 FY33 Capital Improvement Program City of Peoria FY2024 Annual Program Budget Water Summary by Funding Source and Type Fund Number and Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $37,366,659 $18,640,503 $6,430,500 $11,367,170 $8,330,500 $64,829,000 $146,964,332 $8,200 $0 $0 $0 $0 $0 $8,200 2162 - Water Impact Fees - Post 1-12012 $302,375 $0 $0 $0 $0 $0 $302,375 2163 - Water Impact Fees - South of Bell Rd $2,243,947 $5,000 $5,235,000 $0 $35,000 $28,398 $7,547,345 2164 - Water Impact Fees - North of Bell Rd $1,021,889 $1,400,000 $1,400,000 $488,000 $488,000 $0 $4,797,889 2165 - Water Impact Fees - Vistancia $1,144,015 $58,000 $1,950,000 $7,345,000 $4,202,000 $2,021,500 $16,720,515 2166 - Wtr IF 2019 N of Bell $1,869,724 $0 $2,709,500 $4,871,300 $3,055,000 $10,570,402 $23,075,926 2050 - Water 2161 - Water Expansion 2167 - Water Resource Fees - Post 81-2014 $0 $2,061,704 $638,901 $608,032 $577,163 $546,295 $4,432,095 2222 - Prp W/S Rev Bonds 2021 (Wtr) $4,947,506 $0 $0 $0 $0 $0 $4,947,506 2227 - Future Water Revenue Bonds $7,000,000 $8,509,500 $15,020,000 $7,000,000 $0 $0 $37,529,500 2271 - WIFA Loan 2017 (Pyramid Peak) $3,849,201 $0 $0 $0 $0 $0 $3,849,201 2273 - WIFA 2021 Loan (Reclaimed Water) $7,255,450 $0 $0 $0 $0 $0 $7,255,450 2274 - WIFA 2023 LPP Wellfield $18,190,503 $16,704,497 $0 $0 $0 $0 $34,895,000 2400 - Wastewater $827,247 $132,000 $150,000 $1,723,330 $2,338,000 $886,597 $6,057,174 2506 - Wastewater Impact Fees - East of Agua Fria $128,071 $5,000 $0 $0 $124,500 $154,103 $411,674 2507 - Wastewater Impact Fees West of Agua Fria $20,000 $5,000 $0 $0 $75,500 $20,500 $121,000 2590 - Commercial Solid Waste $40,022 $13,000 $25,000 $0 $227,000 $50,000 $355,022 2600 - Residential Solid Waste $89,971 $27,000 $50,000 $0 $473,000 $100,000 $739,971 2700 - Storm Water Drainage System $5,000 $5,000 $0 $0 $70,000 $0 $80,000 4254 - GO Bonds 2021 $240,000 $0 $0 $0 $0 $0 $240,000 4255 - GO Bonds 2022 $6,000,000 $0 $0 $0 $0 $0 $6,000,000 $500,000 $0 $0 $0 $0 $0 $500,000 $2,264,881 $0 $0 $0 $0 $0 $2,264,881 $95,314,661 $47,566,204 $33,608,901 $33,402,832 $19,995,663 $79,206,795 $309,095,056 4810 - Capital Projects-Outside Srces 7125 - ARPA Grant Total - Water 396 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total 67th Ave 16-in Waterline - Pinnacle Pk to Hatfield $3,076,003 $0 $0 $0 $0 $0 $3,076,003 83rd & Northern Well Relocation $2,215,000 $3,890,000 $0 $0 $0 $0 $6,105,000 Agua Fria Booster Station - Phase II $0 $0 $459,500 $3,881,300 $0 $0 $4,340,800 Agua Fria West Wellfield $0 $0 $0 $0 $0 $39,457,500 $39,457,500 Arizona Department of Transportation (ADOT) Well Connection $400,000 $0 $2,530,000 $0 $0 $0 $2,930,000 Asset Management Program $200,000 $0 $0 $0 $0 $0 $200,000 Bartlett Dam Modification Feasibility Study Cost-Share Agreement $200,000 $100,000 $0 $0 $0 $0 $300,000 CAP Pump Station Rehabilitation - Quintero $3,150,794 $0 $0 $0 $0 $0 $3,150,794 CAP/LPP Intersection Wellfield $20,455,384 $18,382,000 $0 $0 $0 $0 $38,837,384 Desert Harbor Well Rehabilitation $0 $0 $2,020,000 $0 $0 $0 $2,020,000 El Mirage Road Waterline Upsizing $0 $0 $1,700,000 $0 $0 $0 $1,700,000 Facility Reconditioning & Water Quality Program $2,660,574 $1,616,000 $1,616,000 $1,616,000 $1,616,000 $8,080,000 $17,204,574 Fire Hydrant & Valve Replacement Program $870,000 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,233,000 Greenway Equipment Upgrade & Replacement Program $1,530,000 $150,000 $150,000 $150,000 $150,000 $750,000 $2,880,000 Integrated Water Utility Master Plan (IWUMP) $292,502 $0 $0 $0 $0 $810,000 $1,102,502 Jomax Booster Station Upgrades $500,000 $0 $0 $0 $0 $0 $500,000 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 $560,000 $0 $7,070,000 $0 $0 $0 $7,630,000 Local Waterline Improvement Program $480,000 $252,500 $252,500 $252,500 $252,500 $1,262,500 $2,752,500 LPH Mystic Water Oversizing $383,325 $0 $0 $0 $0 $0 $383,325 MOC Reservoir (R101) Site Improvements $334,351 $0 $0 $0 $0 $0 $334,351 New River Utility Co. Acquisition & Improvements $385,000 $0 $0 $0 $0 $0 $385,000 Patterson Reservoir - Existing Well Connection $265,000 $0 $420,000 $4,060,000 $0 $0 $4,745,000 Pyramid Peak Water Treatment Plant - Upgrades $155,361 $0 $0 $0 $0 $0 $155,361 Pyramid Peak Water Treatment Plant Expansion $5,421,700 $0 $0 $0 $0 $0 $5,421,700 $460,962 $50,000 $50,000 $50,000 $50,000 $250,000 $910,962 Quintero Equipment Upgrade & Replacement Program Reclaimed Water Master Plan Implementation $13,495,450 $0 $0 $0 $0 $0 $13,495,450 Risk & Resiliency Improvements $225,000 $151,500 $0 $0 $0 $0 $376,500 SCADA Equipment Replacement Program $550,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,900,000 SRP/CAP Interconnect Facility (SCIF) Participation $691,000 $7,200,000 $0 $0 $0 $0 $7,891,000 Sweetwater Well Site Rehabilitation $500,000 $0 $3,535,000 $0 $0 $0 $4,035,000 Technology and Security Master Plan $220,875 $0 $0 $0 $0 $0 $220,875 Utility Billing System $150,000 $150,000 $0 $0 $2,660,000 $0 $2,960,000 $0 $0 $250,000 $2,070,000 $0 $0 $2,320,000 Vistancia Zone 5W Waterline Water & Wastewater Rate Study $159,732 $0 $175,000 $0 $0 $350,000 $684,732 Water Line Assessment and Replacement $2,783,619 $1,515,000 $1,515,000 $1,515,000 $1,515,000 $7,575,000 $16,418,619 Water Loss Audit System Improvements $175,000 $0 $0 $0 $0 $0 $175,000 Water Meter Replacement Program $30,599 $0 $0 $4,870,000 $5,010,000 $0 $9,910,599 Water System R&M Expense Program $9,366,472 $600,000 $600,000 $600,000 $600,000 $3,000,000 $14,766,472 $371,021 $50,000 $50,000 $50,000 $50,000 $250,000 $821,021 Water/Wastewater Hydraulic Model Update Program 397 City of Peoria FY2024 Annual Program Budget Water/Wastewater/Expansion Fee Update Capital Improvement Program $76,900 $0 $0 $0 $100,000 $100,000 $276,900 Weedville Well Site Rehabilitation $2,382,967 $0 $0 $0 $0 $0 $2,382,967 Wellhead Water Quality Mitigation $1,266,000 $0 $0 $0 $0 $0 $1,266,000 Wells - New Construction $643,033 $0 $2,250,000 $2,925,000 $3,030,000 $10,489,000 $19,337,033 West Agua Fria Water Lines $2,431,037 $1,400,000 $1,400,000 $488,000 $488,000 $0 $6,207,037 $150,000 $0 $0 $0 $0 $0 $150,000 Westland Reservoir/Booster Station - Phase II $0 $0 $0 $3,340,000 $3,040,000 $0 $6,380,000 White Mountain Apache Tribe Water Rights Purchase $0 $2,061,704 $638,901 $608,032 $577,163 $546,295 $4,432,095 Westbrook 1/3C Well & Reservoir Rehabilitation Zone 1/2 PRV Upgrades (91st and Cactus) $50,000 $0 $0 $0 $0 $0 $50,000 Zone 2/3 Booster Station $500,000 $1,010,000 $6,070,000 $6,070,000 $0 $0 $13,650,000 $15,100,000 $8,130,500 $0 $0 $0 $0 $23,230,500 $95,314,661 $47,566,204 $33,608,901 $33,402,832 $19,995,663 Zone 6E Reservoir & Booster Pump Station Total - Water 398 $79,206,795 $309,095,056 City of Peoria FY2024 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 includes funding for design and installation of approximately 5,800 linear feet of new 16-inch ductile iron waterline on Pinnacle Peak Road between 67th and 70th Avenues and on 67th Avenue between Pinnacle Peak Road and Hatfield Road. The waterline will increase water system redundancy, reliability and availability in the area. To address the 67th Avenue corridor improvements, the City’s Capital Improvement Program (CIP) includes separate projects to address roadway (EN00100), regional storm drainage (EN00119 and EN00651), and waterline improvements (UT00440), which will be designed and constructed together. Design, right-of-way acquisition and associated utility relocation tasks are in progress and will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $3,000,000 $0 $0 $0 $0 $0 $3,000,000 Water Carryover $76,003 $0 $0 $0 $0 $0 $76,003 Total $3,076,003 $0 $0 $0 $0 $0 $3,076,003 Category Funding Source Construction Water System 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. A pre-design feasibility study is in progress and will not be complete in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Cap ENG Chargebacks Water Construction Design Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $5,000 $0 $0 $0 $0 $5,000 Water Base $2,000,000 $3,500,000 $0 $0 $0 $0 $5,500,000 Water Base $200,000 $350,000 $0 $0 $0 $0 $550,000 Svc Charges-Arts Commission Water Base $0 $35,000 $0 $0 $0 $0 $35,000 Land Acquisition Water Carryover $15,000 $0 $0 $0 $0 $0 $15,000 Total $2,215,000 $3,890,000 $0 $0 $0 $0 $6,105,000 399 City of Peoria FY2024 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. Category Funding Source Base/ Carryover Cap ENG Chargebacks Water Impact Fees Vistancia Construction FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $2,493 $0 $0 $2,493 Water Impact Fees Vistancia Base $0 $0 $0 $1,913,413 $0 $0 $1,913,413 Svc Charges-Arts Commission Water Impact Fees Vistancia Base $0 $0 $0 $19,094 $0 $0 $19,094 Cap ENG Chargebacks Wtr IF 2019 N of Bell Base $0 $0 $5,000 $2,507 $0 $0 $7,507 Construction Wtr IF 2019 N of Bell Base $0 $0 $450,000 $1,924,587 $0 $0 $2,374,587 Svc Charges-Arts Commission Wtr IF 2019 N of Bell Base $0 $0 $4,500 $19,206 $0 $0 $23,706 $0 $0 $459,500 $3,881,300 $0 $0 $4,340,800 Total Agua Fria West Wellfield Project Number: UT00524 Project Location: Agua Fria River and Jomax Road 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 four new potable water wells and approximately 10,200 linear feet of new 16-inch waterline in the vicinity of Jomax Road and the Agua Fria River. 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. Category Funding Source Construction Water Design Svc Charges-Arts Commission Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $35,750,000 $35,750,000 Water Base $0 $0 $0 $0 $0 $3,350,000 $3,350,000 Water Base $0 $0 $0 $0 $0 $357,500 $357,500 $0 $0 $0 $0 $0 $39,457,500 $39,457,500 Total 400 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Water Arizona Department of Transportation (ADOT) Well Connection Project Number: UT00327 Project Location: Peoria Sports Complex Live Peoria Goal: Superior Public Services This project will evaluate the feasibility of a new 12-inch waterline primarily along 83rd Avenue between the Peoria Sports Complex Reservoir Site and the Arizona Department of Transportation (ADOT) well (W115), located just west of 83rd Avenue at Bell Road. The ADOT well (W115) 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 ADOT site. Development and Engineering is currently coordinating with Water Services to develop a Scope of Work (SOW) and get a consultant under contract to perform a study on the feasibility of a new pipeline and treatment of the water at the ADOT well (W115). Therefore, funding is requested to be carried over to FY24. Category Funding Source Construction Water Svc Charges-Arts Commission Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $804,700 $0 $0 $0 $804,700 Water Base $0 $0 $25,300 $0 $0 $0 $25,300 Design Water Impact Fees South of Bell Rd Base $300,000 $0 $1,700,000 $0 $0 $0 $2,000,000 Studies Water Impact Fees South of Bell Rd Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total $400,000 $0 $2,530,000 $0 $0 $0 $2,930,000 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. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Professional Services Wastewater Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total $200,000 $0 $0 $0 $0 $0 $200,000 401 City of Peoria FY2024 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $100,000 $100,000 $0 $0 $0 $0 $200,000 Water Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total $200,000 $100,000 $0 $0 $0 $0 $300,000 Category Funding Source Studies Studies 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. Water Services has not yet determined how the funding for this project will be utilized. Previous Scope of Work for this project is no longer valid due to recent cost increase and current situation on the Colorado River. Staff is discussing an alternative that may even include negotiations with the Quintero Development. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water System Water Carryover $148,180 $0 $0 $0 $0 $0 $148,180 Water System Prp W/S Rev Bonds 2021 (Wtr) Carryover $3,002,614 $0 $0 $0 $0 $0 $3,002,614 Total $3,150,794 $0 $0 $0 $0 $0 $3,150,794 402 City of Peoria FY2024 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 Central Arizona Project (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. Category Funding Source Construction Water Construction WIFA 2023 LPP Wellfield Design WIFA 2023 LPP Wellfield Svc Charges-Arts Commission Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $1,677,503 $0 $0 $0 $0 $1,677,503 Base $10,500,000 $16,522,497 $0 $0 $0 $0 $27,022,497 Base $2,720,000 $0 $0 $0 $0 $0 $2,720,000 WIFA 2023 LPP Wellfield Base $0 $182,000 $0 $0 $0 $0 $182,000 Construction WIFA 2023 LPP Wellfield Carryover $3,625,000 $0 $0 $0 $0 $0 $3,625,000 Land Acquisition WIFA 2023 LPP Wellfield Carryover $900,000 $0 $0 $0 $0 $0 $900,000 Other Professional Services WIFA 2023 LPP Wellfield Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Studies WIFA 2023 LPP Wellfield Carryover $345,503 $0 $0 $0 $0 $0 $345,503 Construction ARPA Grant Carryover $2,264,881 $0 $0 $0 $0 $0 $2,264,881 Total $20,455,384 $18,382,000 $0 $0 $0 $0 $38,837,384 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 nonpotable 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. Category Funding Source Construction Future Water Revenue Bonds Svc Charges-Arts Commission Future Water Revenue Bonds Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $2,000,000 $0 $0 $0 $2,000,000 Base $0 $0 $20,000 $0 $0 $0 $20,000 $0 $0 $2,020,000 $0 $0 $0 $2,020,000 Total 403 City of Peoria FY2024 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. Category Funding Source Base/ Carryover Construction Water Impact Fees Vistancia Svc Charges-Arts Commission Water Impact Fees Vistancia FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $1,683,000 $0 $0 $0 $1,683,000 Base $0 $0 $17,000 $0 $0 $0 $17,000 $0 $0 $1,700,000 $0 $0 $0 $1,700,000 Total 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. Funding is requested to be carried over to FY24 and combined with new FY24 funding to complete the next scheduled tank rehabilitation. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $1,600,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $8,000,000 $16,000,000 Svc Charges-Arts Commission Water Base $0 $16,000 $16,000 $16,000 $16,000 $80,000 $144,000 Construction Water Carryover $340,000 $0 $0 $0 $0 $0 $340,000 Water System Water Carryover $720,574 $0 $0 $0 $0 $0 $720,574 Total $2,660,574 $1,616,000 $1,616,000 $1,616,000 $1,616,000 Category Funding Source Construction 404 $8,080,000 $17,204,574 City of Peoria FY2024 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. Program funds are primarily utilized by Water Services, with individual projects assigned to Engineering, as needed. Current projects, such as the County Fire Hydrant In-Fill Project, will be completed by the end of FY23. Operations will utilize Program Funding for emergency repairs, routine maintenance, and to retain special services. Therefore, funding is requested to be carried over to FY24. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $700,000 $700,000 $700,000 $700,000 $700,000 $3,500,000 $7,000,000 Water Base $0 $7,000 $7,000 $7,000 $7,000 $35,000 $63,000 Water Carryover $170,000 $0 $0 $0 $0 $0 $170,000 Total $870,000 $707,000 $707,000 $707,000 $707,000 $3,535,000 $7,233,000 Category Funding Source Construction Svc Charges-Arts Commission Construction 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $1,130,000 $150,000 $150,000 $150,000 $150,000 $750,000 $2,480,000 Water Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Total $1,530,000 $150,000 $150,000 $150,000 $150,000 $750,000 $2,880,000 Category Funding Source Other Equipment Other Equipment 405 City of Peoria FY2024 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 sevenyear cycle, to keep up with development and regulatory changes. Category Funding Source Other Professional Services Water Other Professional Services Water Impact Fees South of Bell Rd Other Professional Services Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $319,000 $319,000 Base $0 $0 $0 $0 $0 $23,398 $23,398 Wtr IF 2019 N of Bell Base $0 $0 $0 $0 $0 $56,402 $56,402 Other Professional Services Wastewater Base $0 $0 $0 $0 $0 $286,597 $286,597 Other Professional Services Wastewater Impact Fees - East of Agua Fria Base $0 $0 $0 $0 $0 $124,603 $124,603 Other Professional Services Water Carryover $192,431 $0 $0 $0 $0 $0 $192,431 Other Professional Services Wastewater Impact Fees - East of Agua Fria Carryover $100,071 $0 $0 $0 $0 $0 $100,071 Total $292,502 $0 $0 $0 $0 $810,000 $1,102,502 Jomax Booster Station Upgrades Project Number: UT00285 Project Location: 7075 W Jomax Rd Live Peoria Goal: Superior Public Services This project provides funding for the upgrade to the existing Jomax Booster Pump Station, located at Jomax Road and Terramar Boulevard. The city is 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. 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. Project is substantially complete with the exception of minor outstanding work items. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water System Capital ProjectsOutside Srces Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Total $500,000 $0 $0 $0 $0 $0 $500,000 406 City of Peoria FY2024 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. Category Funding Source Base/ Carryover Cap ENG Chargebacks Water Impact Fees Vistancia Construction Water Impact Fees Vistancia Svc Charges-Arts Commission Water Impact Fees Vistancia FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $0 $32,000 $32,000 Base $0 $0 $0 $0 $0 $1,950,000 $1,950,000 Base $0 $0 $0 $0 $0 $19,500 $19,500 $0 $0 $0 $0 $0 $2,001,500 $2,001,500 Total 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $560,000 $0 $0 $0 $0 $0 $560,000 Svc Charges-Arts Commission Water Base $0 $0 $70,000 $0 $0 $0 $70,000 Construction Future Water Revenue Bonds Base $0 $0 $7,000,000 $0 $0 $0 $7,000,000 $560,000 $0 $7,070,000 $0 $0 $0 $7,630,000 Category Funding Source Design Total 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 $2,500,000 Water Base $0 $2,500 $2,500 $2,500 $2,500 $12,500 $22,500 Construction Water Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Water System Water Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Total $480,000 $252,500 $252,500 $252,500 $252,500 $1,262,500 $2,752,500 Category Funding Source Construction Svc Charges-Arts Commission 407 City of Peoria FY2024 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. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water System Water Impact Fees North of Bell Rd Carryover $261,097 $0 $0 $0 $0 $0 $261,097 Construction Water Impact Fees Vistancia Carryover $94,528 $0 $0 $0 $0 $0 $94,528 Water System Wtr IF 2019 N of Bell Carryover $27,700 $0 $0 $0 $0 $0 $27,700 Total $383,325 $0 $0 $0 $0 $0 $383,325 MOC Reservoir (R101) Site Improvements Project Number: UT00434 Project Location: 79th Avenue & Olive Avenue Live Peoria Goal: Superior Public Services This project will provide for site improvements at the Municipal Operations Center (MOC) Reservoir Site to bring the site to current City standards. Upon evaluation, staff has requested additional work, which will not be completed in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water System Water Carryover $334,351 $0 $0 $0 $0 $0 $334,351 Total $334,351 $0 $0 $0 $0 $0 $334,351 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. Project will be partially completed in FY23, but due to supply chain issues, the construction schedule has been extended. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Acquisitions Water Carryover $202,000 $0 $0 $0 $0 $0 $202,000 Water System Water Carryover $183,000 $0 $0 $0 $0 $0 $183,000 Total $385,000 $0 $0 $0 $0 $0 $385,000 408 City of Peoria FY2024 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, right-of-way 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 Avenue and Deer Valley Road and 105th Avenue and Rose Garden Lane. 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 Avenue between Deer Valley Road and Williams Road. Design services are in progress and will not be complete in FY23. Therefore, funding is requested to be carried over to FY24. Category Funding Source Cap ENG Chargebacks Water Construction Design Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $20,000 $20,000 $0 $0 $40,000 Water Base $0 $0 $0 $3,000,000 $0 $0 $3,000,000 Water Base $0 $0 $400,000 $0 $0 $0 $400,000 Svc Charges-Arts Commission Water Base $0 $0 $0 $40,000 $0 $0 $40,000 Construction Future Water Revenue Bonds Base $0 $0 $0 $1,000,000 $0 $0 $1,000,000 Water System Water Carryover $265,000 $0 $0 $0 $0 $0 $265,000 Total $265,000 $0 $420,000 $4,060,000 $0 $0 $4,745,000 Pyramid Peak Water Treatment Plant - Upgrades Project Number: UT00037 Project Location: Pyramid Peak Parkway & Blue Sky Drive Live Peoria Goal: Smart Growth This project is for capital costs associated with the Pyramid Peak Water Treatment Plant, including anticipated design and construction costs for projects identified as necessary as a result of recent condition assessments and subsequent design efforts. Peoria currently owns 11 MGD of capacity at the plant, representing 23 percent of the plant's capacity and is responsible for 23 percent of the cost for plant improvements. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water System Prp W/S Rev Bonds 2021 (Wtr) Carryover $155,361 $0 $0 $0 $0 $0 $155,361 Total $155,361 $0 $0 $0 $0 $0 $155,361 409 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Water Pyramid Peak Water Treatment Plant Expansion Project Number: UT00334 Project Location: Pyramid Peak Parkway & Blue Sky Drive Live Peoria Goal: Smart Growth The project will provide for the design, permitting, construction, construction administration, and project management of an expansion of the City of Glendale Pyramid Peak Water Treatment Plant. The project includes addition of a new treatment train, chemical feed systems, solids disposal facilities, pumping equipment, distribution or transmission piping, supervisory control and data acquisition (SCADA), instrumentation, electrical, mechanical, and other ancillary equipment, structures, and appurtenances. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water System Water Carryover $355,516 $0 $0 $0 $0 $0 $355,516 Water System Wtr IF 2019 N of Bell Carryover $1,216,983 $0 $0 $0 $0 $0 $1,216,983 Other Acquisitions WIFA Loan 2017 (Pyramid Peak) Carryover $2,170,310 $0 $0 $0 $0 $0 $2,170,310 Water System WIFA Loan 2017 (Pyramid Peak) Carryover $1,678,891 $0 $0 $0 $0 $0 $1,678,891 Total $5,421,700 $0 $0 $0 $0 $0 $5,421,700 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $100,000 $50,000 $50,000 $50,000 $50,000 $250,000 $550,000 Other Equipment Water Carryover $148,649 $0 $0 $0 $0 $0 $148,649 Water System Water Carryover $13,270 $0 $0 $0 $0 $0 $13,270 Water System R & M Water Carryover $199,043 $0 $0 $0 $0 $0 $199,043 Total $460,962 $50,000 $50,000 $50,000 $50,000 $250,000 $910,962 Category Funding Source Other Equipment 410 City of Peoria FY2024 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 funding for the expansion of the reclaimed water system in north Peoria. Project 1 includes an 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. Project will be partially completed in FY23, but due to supply chain issues and material delivery delays, the construction schedule has been extended. Therefore, funding is being requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction WIFA 2021 Loan (Reclaimed Water) Carryover $2,000,000 $0 $0 $0 $0 $0 $2,000,000 WIFA 2021 Loan Wastewater System (Reclaimed Water) Carryover $1,255,450 $0 $0 $0 $0 $0 $1,255,450 Water System WIFA 2021 Loan (Reclaimed Water) Carryover $4,000,000 $0 $0 $0 $0 $0 $4,000,000 Water System GO Bonds 2021 Carryover $240,000 $0 $0 $0 $0 $0 $240,000 Construction GO Bonds 2022 Carryover $6,000,000 $0 $0 $0 $0 $0 $6,000,000 Total $13,495,450 $0 $0 $0 $0 $0 $13,495,450 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $150,000 $150,000 $0 $0 $0 $0 $300,000 Svc Charges-Arts Commission Water Base $0 $1,500 $0 $0 $0 $0 $1,500 Construction Water Carryover $75,000 $0 $0 $0 $0 $0 $75,000 Total $225,000 $151,500 $0 $0 $0 $0 $376,500 Category Funding Source Construction 411 City of Peoria FY2024 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $275,000 $75,000 $75,000 $75,000 $75,000 $375,000 $950,000 Wastewater Base $275,000 $75,000 $75,000 $75,000 $75,000 $375,000 $950,000 $550,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,900,000 Category Funding Source Other Equipment Other Equipment Total SRP/CAP Interconnect Facility (SCIF) Participation Project Number: UT00532 Project Location: Outside City Live Peoria Goal: Smart Growth This project allows for the City's participation in the Salt River Project/Central Arizona Project Interconnect Facility (SCIF) project design and construction. This proposed new facility will allow for moving water from the SRP system directly into the CAP system. There are multiple partners proposed for the project. Having the capability to utilize the SCIF allows the City some flexibility in how we allocate our water sources. Category Funding Source Construction Water Design Water Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $7,200,000 $0 $0 $0 $0 $7,200,000 Base $691,000 $0 $0 $0 $0 $0 $691,000 $691,000 $7,200,000 $0 $0 $0 $0 $7,891,000 Total 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, right-of-way (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 (Arizona Public Service, Cox, Qwest/CenturyLink, Salt River Project, 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. Category Funding Source Base/ Carryover Construction Water Impact Fees South of Bell Rd Design Water Impact Fees South of Bell Rd Svc Charges-Arts Commission Water Impact Fees South of Bell Rd FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $3,500,000 $0 $0 $0 $3,500,000 Base $500,000 $0 $0 $0 $0 $0 $500,000 Base $0 $0 $35,000 $0 $0 $0 $35,000 $500,000 $0 $3,535,000 $0 $0 $0 $4,035,000 Total 412 City of Peoria FY2024 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. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Other Professional Services Water Impact Fees Post 1-1-2012 Carryover $36,375 $0 $0 $0 $0 $0 $36,375 Other Professional Services Water Impact Fees South of Bell Rd Carryover $13,500 $0 $0 $0 $0 $0 $13,500 Other Professional Services Water Impact Fees North of Bell Rd Carryover $171,000 $0 $0 $0 $0 $0 $171,000 Total $220,875 $0 $0 $0 $0 $0 $220,875 413 City of Peoria FY2024 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 egovernment software. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $5,000 $0 $0 $30,000 $0 $35,000 Water Impact Fees Computer Software Vistancia Base $0 $58,000 $0 $0 $1,142,000 $0 $1,200,000 Computer Software Wastewater Base $0 $32,000 $0 $0 $568,000 $0 $600,000 Wastewater Impact Computer Software Fees - East of Agua Fria Base $0 $5,000 $0 $0 $95,000 $0 $100,000 Wastewater Impact Fees - West of Agua Computer Software Fria Base $0 $5,000 $0 $0 $55,000 $0 $60,000 Commercial Solid Computer Software Waste Base $0 $13,000 $0 $0 $227,000 $0 $240,000 Computer Software Residential Solid Waste Base $0 $27,000 $0 $0 $473,000 $0 $500,000 Storm Water Drainage Computer Software System Base $0 $5,000 $0 $0 $70,000 $0 $75,000 Water Impact Fees Computer Software South of Bell Rd Carryover $5,000 $0 $0 $0 $0 $0 $5,000 Water Impact Fees Computer Software Vistancia Carryover $58,000 $0 $0 $0 $0 $0 $58,000 Computer Software Wastewater Carryover $32,000 $0 $0 $0 $0 $0 $32,000 Wastewater Impact Computer Software Fees - East of Agua Fria Carryover $5,000 $0 $0 $0 $0 $0 $5,000 Wastewater Impact Fees - West of Agua Computer Software Fria Carryover $5,000 $0 $0 $0 $0 $0 $5,000 Commercial Solid Computer Software Waste Carryover $13,000 $0 $0 $0 $0 $0 $13,000 Computer Software Residential Solid Waste Carryover $27,000 $0 $0 $0 $0 $0 $27,000 Storm Water Drainage Computer Software System Carryover $5,000 $0 $0 $0 $0 $0 $5,000 Total $150,000 $150,000 $0 $0 $2,660,000 $0 $2,960,000 Water Impact Fees Computer Software South of Bell Rd 414 City of Peoria FY2024 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. Category Funding Source Base/ Carryover Cap ENG Chargebacks Water Impact Fees Vistancia Construction Water Impact Fees Vistancia Design Water Impact Fees Vistancia Svc Charges-Arts Commission Water Impact Fees Vistancia FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $50,000 $50,000 $0 $0 $100,000 Base $0 $0 $0 $2,000,000 $0 $0 $2,000,000 Base $0 $0 $200,000 $0 $0 $0 $200,000 Base $0 $0 $0 $20,000 $0 $0 $20,000 $0 $0 $250,000 $2,070,000 $0 $0 $2,320,000 Total 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. Category Funding Source Other Professional Services Water Other Professional Services Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $50,000 $0 $0 $100,000 $150,000 Wastewater Base $0 $0 $50,000 $0 $0 $100,000 $150,000 Other Professional Services Commercial Solid Waste Base $0 $0 $25,000 $0 $0 $50,000 $75,000 Other Professional Services Residential Solid Waste Base $0 $0 $50,000 $0 $0 $100,000 $150,000 Other Professional Services Water Carryover $53,648 $0 $0 $0 $0 $0 $53,648 Other Professional Services Wastewater Carryover $16,091 $0 $0 $0 $0 $0 $16,091 Other Professional Services Commercial Solid Waste Carryover $27,022 $0 $0 $0 $0 $0 $27,022 Other Professional Services Residential Solid Waste Carryover $62,971 $0 $0 $0 $0 $0 $62,971 Total $159,732 $0 $175,000 $0 $0 $350,000 $684,732 415 City of Peoria FY2024 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $7,500,000 $15,000,000 Svc Charges-Arts Commission Water Base $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 Construction Water Carryover $1,171,689 $0 $0 $0 $0 $0 $1,171,689 Other Professional Services Water Carryover $62,125 $0 $0 $0 $0 $0 $62,125 Water System Water Carryover $49,805 $0 $0 $0 $0 $0 $49,805 Total $2,783,619 $1,515,000 $1,515,000 $1,515,000 $1,515,000 Category Funding Source Construction $7,575,000 $16,418,619 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $100,000 $0 $0 $0 $0 $0 $100,000 Water Carryover $75,000 $0 $0 $0 $0 $0 $75,000 Total $175,000 $0 $0 $0 $0 $0 $175,000 Category Funding Source Construction Construction 416 City of Peoria FY2024 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. Category Funding Source Other Equipment Water Other Equipment Wastewater Studies Water Construction Wastewater Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $3,246,670 $3,340,000 $0 $6,586,670 Base $0 $0 $0 $1,623,330 $1,670,000 $0 $3,293,330 Carryover $5,788 $0 $0 $0 $0 $0 $5,788 Carryover $24,811 $0 $0 $0 $0 $0 $24,811 Total $30,599 $0 $0 $4,870,000 $5,010,000 $0 $9,910,599 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, and rehabilitation of our water infrastructure to ensure uninterrupted service to our customers. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $600,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,000,000 Other Equipment Water Base $6,000,000 $0 $0 $0 $0 $0 $6,000,000 Other Equipment Future Water Revenue Bonds Base $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Construction Water Carryover $1,532,121 $0 $0 $0 $0 $0 $1,532,121 Water System R & M Water Carryover $234,351 $0 $0 $0 $0 $0 $234,351 Total $9,366,472 $600,000 $600,000 $600,000 $600,000 Category Funding Source Construction 417 $3,000,000 $14,766,472 City of Peoria FY2024 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. Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water Base $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 Other Professional Services Wastewater Base $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 Other Professional Services Water Carryover $66,676 $0 $0 $0 $0 $0 $66,676 Other Professional Services Wastewater Carryover $254,345 $0 $0 $0 $0 $0 $254,345 Total $371,021 $50,000 $50,000 $50,000 $50,000 $250,000 $821,021 Category Funding Source Other Professional Services Water/Wastewater/Expansion Fee Update Project Number: UT00070 Project Location: Citywide Live Peoria Goal: Smart Growth This study will update the City's utility (water, wastewater, and water resources) expansion fees. Per State Statute, municipalities are to update their Land Use Assumptions (LUA) and Infrastructure Improvement Plans (IIP) every five years. These documents are used to establish the impact fees. The project will be coordinated with Capital Improvement Project (CIP) Project CD00007, which will update the City's non-utility (parks, streets, fire and law) impact fees. Project is underway and will not be completed in FY23. Goal is to be completed by summer 2024. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover Other Professional Services Water Impact Fees South of Bell Rd Other Professional Services FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $0 $5,000 $5,000 $10,000 Water Impact Fees Vistancia Base $0 $0 $0 $0 $20,000 $20,000 $40,000 Other Professional Services Wtr IF 2019 N of Bell Base $0 $0 $0 $0 $25,000 $25,000 $50,000 Other Professional Services Wastewater Impact Fees - East of Agua Fria Base $0 $0 $0 $0 $29,500 $29,500 $59,000 Other Professional Services Wastewater Impact Fees - West of Agua Fria Base $0 $0 $0 $0 $20,500 $20,500 $41,000 Other Professional Services Water Impact Fees South of Bell Rd Carryover $3,400 $0 $0 $0 $0 $0 $3,400 Other Professional Services Water Impact Fees Vistancia Carryover $15,500 $0 $0 $0 $0 $0 $15,500 Other Professional Services Wtr IF 2019 N of Bell Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Other Professional Services Wastewater Impact Fees - East of Agua Fria Carryover $23,000 $0 $0 $0 $0 $0 $23,000 Other Professional Services Wastewater Impact Fees - West of Agua Fria Carryover $15,000 $0 $0 $0 $0 $0 $15,000 Total $76,900 $0 $0 $0 $100,000 $100,000 $276,900 418 City of Peoria FY2024 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 funding for the rehabilitation of the existing Weedville Well and Reservoir sites. The project will be a joint project with Salt River Project (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. Project will not start in FY23 due to required coordination with SRP. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water System Water Carryover $271,389 $0 $0 $0 $0 $0 $271,389 Water System Water Impact Fees South of Bell Rd Carryover $1,322,047 $0 $0 $0 $0 $0 $1,322,047 Water System Prp W/S Rev Bonds 2021 (Wtr) Carryover $789,531 $0 $0 $0 $0 $0 $789,531 Total $2,382,967 $0 $0 $0 $0 $0 $2,382,967 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. Project will be partially completed in FY23, but due to supply chain issues and material delivery delays, the construction schedule has been extended. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water System Water Impact Fees Post 1-1-2012 Carryover $266,000 $0 $0 $0 $0 $0 $266,000 Water System Prp W/S Rev Bonds 2021 (Wtr) Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Total $1,266,000 $0 $0 $0 $0 $0 $1,266,000 419 City of Peoria FY2024 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. Category Funding Source Construction Wtr IF 2019 N of Bell Design Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $2,250,000 $2,500,000 $3,000,000 $8,900,000 $16,650,000 Wtr IF 2019 N of Bell Base $250,000 $0 $0 $300,000 $0 $1,300,000 $1,850,000 Land Acquisition Wtr IF 2019 N of Bell Base $0 $0 $0 $100,000 $0 $200,000 $300,000 Svc Charges-Arts Commission Wtr IF 2019 N of Bell $0 $0 $0 $25,000 $30,000 $89,000 $144,000 Water System Water Expansion Carryover $8,200 $0 $0 $0 $0 $0 $8,200 Land Acquisition Water Impact Fees North of Bell Rd Carryover $9,270 $0 $0 $0 $0 $0 $9,270 Water System Water Impact Fees North of Bell Rd Carryover $20,522 $0 $0 $0 $0 $0 $20,522 Design Wtr IF 2019 N of Bell Carryover $355,041 $0 $0 $0 $0 $0 $355,041 Total $643,033 $0 $2,250,000 $2,925,000 Base $3,030,000 $10,489,000 $19,337,033 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. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Construction Water Impact Fees North of Bell Rd Base $560,000 $1,400,000 $1,400,000 $488,000 $488,000 $0 $4,336,000 Water System Water Carryover $895,050 $0 $0 $0 $0 $0 $895,050 Water System Water Impact Fees Vistancia Carryover $975,987 $0 $0 $0 $0 $0 $975,987 Total $2,431,037 $1,400,000 $1,400,000 $488,000 $488,000 $0 $6,207,037 420 City of Peoria FY2024 Annual Program Budget Capital Improvement Program Water Westbrook 1/3C Well & Reservoir Rehabilitation Project Number: UT00519 Project Location: 91st Avenue and Beardsley Road Live Peoria Goal: Superior Public Services This project provides for the project coordination, public involvement, pre-design studies, design, construction, materials testing, construction administration, utility coordination, and all related sitework for rehabilitation of the existing Westbrook 1 Booster Pump Station and Reservoir and the existing Westbrook 3C Well Site. These wells are currently disconnected from the system due to water quality concerns. A design concept report (DCR) will be prepared to identify options for mixing or blending the water from these wells to improve water quality. Design of the rehabilitation and construction of the improvements will follow in subsequent fiscal years. Rehabilitation of these sites will improve water quality and add two reliable groundwater sources in Pressure Zone 3 for additional system redundancy. Category Funding Source Studies Water Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 Total 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. Category Funding Source Base/ Carryover Cap ENG Chargebacks Water Impact Fees Vistancia Construction Water Impact Fees Vistancia Design Water Impact Fees Vistancia Svc Charges-Arts Commission Water Impact Fees Vistancia FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $0 $0 $10,000 $10,000 $0 $20,000 Base $0 $0 $0 $3,000,000 $3,000,000 $0 $6,000,000 Base $0 $0 $0 $300,000 $0 $0 $300,000 Base $0 $0 $0 $30,000 $30,000 $0 $60,000 $0 $0 $0 $3,340,000 $3,040,000 $0 $6,380,000 Total 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. Category Funding Source Wholesale Water Purchases Water Resource Fees Post 8-1-2014 Base/ Carryover Base Total FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total $0 $2,061,704 $638,901 $608,032 $577,163 $546,295 $4,432,095 $0 $2,061,704 $638,901 $608,032 $577,163 $546,295 $4,432,095 421 City of Peoria FY2024 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 PRVs. Project is substantially complete with the exception of minor outstanding work items. Therefore, funding is requested to be carried over to FY24. Category Funding Source Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Water System Water Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total $50,000 $0 $0 $0 $0 $0 $50,000 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. Base/ Carryover Category Funding Source Cap ENG Chargebacks Water Base Design Water Base Svc Charges-Arts Commission Water Base Construction Future Water Revenue Bonds Base Total FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 $0 $10,000 $10,000 $10,000 $0 $0 $30,000 $500,000 $490,500 $0 $0 $0 $0 $990,500 $0 $0 $60,000 $60,000 $0 $0 $120,000 $0 $509,500 $6,000,000 $6,000,000 $0 $0 $12,509,500 $500,000 $1,010,000 $6,070,000 $6,070,000 $0 $0 $13,650,000 422 Total City of Peoria FY2024 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 State Route 74. 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 2.5million-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. Preliminary design and construction services are expected to extend into FY24. Therefore, funding is requested to be carried over to FY24. Category Funding Source Cap ENG Chargebacks Water Construction Base/ Carryover FY2024 FY2025 FY2026 FY2027 FY2028 FY29-33 Total Base $0 $50,500 $0 $0 $0 $0 $50,500 Water Base $7,000,000 $0 $0 $0 $0 $0 $7,000,000 Design Water Base $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Svc Charges-Arts Commission Water Base $0 $80,000 $0 $0 $0 $0 $80,000 Construction Future Water Revenue Bonds Base $0 $7,490,500 $0 $0 $0 $0 $7,490,500 Design Future Water Revenue Bonds Base $0 $509,500 $0 $0 $0 $0 $509,500 Other Equipment Future Water Revenue Bonds Base $6,000,000 $0 $0 $0 $0 $0 $6,000,000 Studies Water Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total $15,100,000 $8,130,500 $0 $0 $0 $0 $23,230,500 423 424 Schedules 426 City of Peoria FY 2024 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 “supplemental.” • 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. 427 Schedule 1 - All Funds Summary ESTIMATED BALANCE 7/1/2023 FUND NAME PROJECTED REVENUES TRANSFERS IN TOTAL SOURCES $ 335,795,086 89,230,847 $ 120,345,393 $ 195,974,774 $ 2 Half Cent Sales Tax Fund $ 58,171,056 $ 31,059,791 $ 3 Other Reserve Funds $ 8,526,481 $ 50,000 $ 3,200,000 $ 11,776,481 $ 187,042,930 $ 227,084,565 $ 22,674,919 $ 436,802,414 4 Streets $ 16,049,805 $ 18,563,967 $ 2,112,609 $ 36,726,381 5 Streetlight Improvement Districts $ 15,273 $ 1,114,609 $ - $ 1,129,882 6 Maintenance Improvement Districts $ (75) $ 100,022 $ - $ 99,947 7 Transportation Sales Tax Fund $ 27,485,933 $ 19,822,816 $ - $ 47,308,749 8 Development Fee Funds $ 40,599,839 $ 7,299,340 $ - $ 47,899,179 9 Public Housing $ - $ - $ - $ - 10 Home and Housing Grants $ - $ 886,639 $ - $ 886,639 $ 8,027,833 Total General & Other 11 Transit $ 12 Attorney Grants $ 13 Public Safety Grants $ 14 Other Grants 15 Community Service Grants - $ 755,000 $ $ 18,284 $ - $ 18,284 3,527,667 $ 2,565,786 $ - $ 6,093,453 $ 10,273,583 $ 5,633,855 $ - $ 15,907,438 $ 101,880 $ 1,102,033 $ - $ 1,203,913 $ 103,045,738 $ 57,862,351 $ $ 165,301,698 16 Water $ 42,677,495 $ 59,655,574 $ - $ 102,333,069 17 Water Replacement & Reserves $ 13,180,829 $ 1,957,293 $ 50,000 $ 15,188,122 18 Water Expansion $ 16,085,875 $ 3,889,920 $ - $ 19,975,795 19 Water Bonds $ 9,584,968 $ 41,551,520 $ - $ 51,136,488 20 Water Improvement Districts $ $ - $ 21 Wastewater $ 26,602,154 $ 27,298,632 $ - $ 53,900,786 22 Wastewater Replacement & Reserves $ 10,348,071 $ 218,753 $ - $ 10,566,824 23 Wastewater Expansion $ 6,436,109 $ 2,157,491 $ - $ 8,593,600 24 Wastewater Bonds $ 8,449,790 $ 12,134,670 $ - $ 20,584,460 25 Wastewater Improvement Districts $ $ - $ 26 Residential Solid Waste $ 4,447,577 $ 16,531,082 $ - $ 20,978,659 27 Commercial Solid Waste $ 2,366,786 $ 2,788,899 $ - $ 5,155,685 28 Solid Waste Reserves $ 4,633,341 $ 1,917,625 $ 50,000 $ 6,600,966 29 Solid Waste Bonds $ $ 18,280,751 $ - $ 18,280,751 Total Special Revenue Funds 4,991,833 19,474,919 $ 1 General Fund - - - - $ $ - - 30 Sports Complex Operations/Maintenance $ 194,683 $ 2,588,048 $ 31 Sports Complex Equipment Reserves $ 1,129,612 $ 328,162 $ $ 146,137,290 $ 191,298,420 $ Total Enterprise Funds 2,281,000 4,393,609 2,955,970 3,055,970 - $ 5,738,701 $ 1,457,774 $ 340,491,680 32 Fleet Maintenance $ 459,913 $ 7,498,373 $ 33 Fleet Reserve $ 15,304,022 $ 4,047,861 $ 34 Insurance Reserve $ 32,694,423 $ 27,083,966 $ 35 Facilities Maintenance $ 1,676,585 $ 7,824,956 $ 36 Information Technology $ 7,403,830 $ 12,481,713 $ 1,383,412 37 Information Technology Reserve $ 1,744,237 $ 793,866 $ 2,700,454 38 Information Technology Projects $ 240,511 $ - $ Total Internal Service Funds $ 59,523,521 $ 59,730,735 $ 39 Fireman's Pension $ 8,572 $ 100 $ 40 Agency Funds $ - $ - $ $ 8,572 $ 100 $ 41 General Obligation Bonds $ 36,116,736 $ 29,452,784 $ 42 MDA Bonds $ - $ - $ 43 HURF Bonds $ - $ - $ - $ 44 Capital Projects - Streets/Economic Development $ $ - $ 45 Improvement Districts $ - $ - $ - $ 46 Facility Projects $ - $ - $ - $ 47 Outside Source Fund $ 386,561 $ 25,236,674 $ - $ 25,623,235 $ 56,507,125 $ 60,356,925 $ - $ 116,864,050 48 General Obligation Bonds $ 19,519,163 $ 23,439,265 $ - $ 42,958,428 49 Other Bonds $ 1,853,386 $ 10,000 $ $ 9,302,349 50 Improvement Districts $ $ - $ Total Trust & Agency Funds Total Capital Projects Funds 20,003,828 - $ 5,667,467 - - $ 7,958,286 $ 22,501,400 - $ 59,778,389 - $ 9,501,541 $ 21,268,955 $ 5,238,557 3,149,517 - $ 240,511 $ 126,487,639 - $ 8,672 - $ - - $ 8,672 - $ 65,569,520 - $ 7,233,383 7,438,963 - $ 25,671,295 - - Total Debt Service Funds $ 21,372,549 $ 23,449,265 $ 7,438,963 $ 52,260,777 All Funds Total $ 573,637,725 $ 619,782,361 $ 44,796,844 $ 1,238,216,930 428 Schedule 1 - All Funds Summary CAPITAL PROJECTS OPERATIONS LONG-TERM DEBT TOTAL EXPENDITURE CONTINGENCY TRANSFER OUT ESTIMATED BALANCE 6/30/2024 TOTAL USES $ 215,944,146 $ 17,000,047 $ - $ 33,199,198 $ 266,143,391 $ 6,324,066 $ 272,467,457 $ 63,327,629 1 $ 2,593,671 $ 33,213,089 $ - $ 15,000,000 $ 50,806,760 $ 24,346,231 $ 75,152,991 $ 14,077,856 2 3 $ - $ 11,476,421 $ - $ $ 11,476,421 $ $ 218,537,817 $ 61,689,557 $ - $ 48,199,198 - $ 328,426,572 $ $ 13,087,497 $ 15,410,269 3,000,000 $ 31,497,766 $ 11,476,421 $ 300,060 30,670,297 - $ 359,096,869 $ 77,705,545 $ - $ $ 123,171 $ 31,620,937 $ 5,105,444 $ - $ - $ - $ - $ - $ 1,112,609 $ 1,112,609 $ 17,273 4 5 $ - $ - $ - $ - $ - $ 99,947 $ 99,947 $ - 6 $ 139,157 $ 28,253,428 $ - $ 5,000,000 $ 33,392,585 $ 7,292,872 $ 40,685,457 $ 6,623,292 7 $ 5,000,000 $ 12,051,053 $ - $ 5,000,000 $ 22,051,053 $ - $ 22,051,053 $ 25,848,126 8 $ - $ - $ - $ - $ - $ - $ - $ - 9 $ 886,639 $ - $ - $ - $ 886,639 $ - $ 886,639 $ - 10 $ 4,711,080 $ - $ - $ - $ 4,711,080 $ - $ 4,711,080 $ $ 18,284 $ - $ - $ - $ 18,284 $ - $ 18,284 $ $ 2,326,411 $ - $ - $ - $ 2,326,411 $ 1,238,000 $ 3,564,411 $ 2,529,042 13 $ 8,561,346 $ $ - $ $ 14,371,876 $ 226,055 $ 14,597,931 $ 1,309,507 14 $ 1,207,361 $ $ - $ $ 1,207,361 $ - $ 1,207,361 $ $ 35,937,775 $ 58,525,280 $ - $ 16,000,000 $ 110,463,055 $ 10,092,654 $ 120,555,709 $ $ 36,278,225 $ 42,515,013 $ $ 5,000,000 $ 95,020,547 $ 304,624 $ 95,325,171 $ 7,007,898 $ 2,209,961 $ 5,000 $ - $ - $ 2,214,961 $ 196,000 $ 2,410,961 $ 12,777,161 17 $ 265,270 $ 11,181,107 $ - $ - $ 11,446,377 $ 619,049 $ 12,065,426 $ 7,910,369 18 $ - $ 50,859,777 $ - $ - $ 50,859,777 $ - $ 50,859,777 $ 276,711 19 $ - $ $ - $ - $ $ - $ $ - 20 $ - $ 53,099,999 $ 325,220 $ 53,425,219 $ 475,567 21 22 2,810,530 - - - 12 (3,448) 15 44,745,989 16 $ $ 167,000 $ $ - $ - $ 167,000 $ - $ 167,000 $ 10,399,824 $ - $ 7,932,964 $ - $ - $ 7,932,964 $ - $ 7,932,964 $ 660,636 23 $ - $ 20,580,872 $ - $ - $ 20,580,872 $ - $ 20,580,872 $ 3,588 24 $ - $ $ 16,770,350 $ 89,971 $ 1,256,323 $ $ 2,732,843 $ 40,022 $ 218,844 $ $ 5,125,000 $ - $ - $ $ - $ $ - 5,294,207 - 11 14,770,484 - $ - - $ $ 33,035,308 11,227,309 3,000,000 3,316,753 - $ 18,280,751 - $ - $ - $ $ 19,116,644 $ - $ 19,116,644 $ - $ 2,991,709 $ 50,000 $ 3,041,709 - $ 5,125,000 $ - $ 5,125,000 - $ 18,280,751 $ - $ 18,280,751 $ - (738,841) 30 1,000,000 $ - - $ - 26 $ 2,113,976 27 $ 1,475,966 $ 6,477,542 $ - $ - $ - $ 6,477,542 $ - $ 6,477,542 $ $ 546,000 $ 151,500 $ - $ - $ 697,500 $ - $ 697,500 $ 760,274 $ 85,342,675 $ 184,672,285 $ $ 294,011,643 $ 1,494,893 $ 295,506,536 $ 44,985,144 17,996,683 $ 6,000,000 25 1,862,015 28 29 31 $ 7,900,649 $ - $ - $ - $ 7,900,649 $ 39,000 $ 7,939,649 $ 18,637 32 $ 13,718,003 $ - $ - $ - $ 13,718,003 $ - $ 13,718,003 $ 8,783,397 33 $ 29,362,990 $ - $ - $ $ 33,362,990 $ - $ 33,362,990 $ 26,415,399 34 $ 7,864,479 $ - $ - $ - $ 7,864,479 $ - $ 7,864,479 $ 1,637,062 35 $ 16,889,121 $ - $ - $ - $ 16,889,121 $ $ 770,787 $ $ - $ - $ 4,291,818 $ $ 30,000 $ $ - $ - $ 30,000 $ $ 76,536,029 $ $ - $ $ 84,057,060 $ $ 5,100 $ - $ - $ - $ 5,100 $ $ - $ - $ - $ - $ - $ $ 5,100 $ - $ - $ - $ 5,100 $ - $ $ - $ - $ 59,358,881 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 24,964,579 $ - $ - $ $ - $ 102,187,548 $ - $ - $ - $ - $ 23,442,022 $ $ - $ - $ 7,407,000 $ $ - $ - $ $ - $ - $ 30,849,022 $ 48,845,705 $ $ 416,359,396 $ 3,521,031 3,521,031 59,358,881 17,864,088 410,595,701 - 4,000,000 $ 19,389,121 $ 1,879,834 36 - $ 4,291,818 $ 946,739 37 - $ 30,000 $ 210,511 38 $ 86,596,060 $ 39,891,579 - $ 5,100 $ 3,572 39 - $ - $ - 40 $ - $ 5,100 $ 3,572 $ - $ 59,358,881 $ 6,210,639 $ - $ - $ - 42 $ - $ - $ - 43 $ - $ $ - $ - $ - $ - $ - $ - 46 24,964,579 $ - $ 24,964,579 $ 658,656 47 $ 102,187,548 $ - $ 102,187,548 $ 14,676,502 - $ 23,442,022 $ - $ 23,442,022 $ 19,516,406 48 - $ 7,407,000 $ - $ 7,407,000 $ 1,895,349 49 $ - $ $ - $ $ - $ 30,849,022 $ - $ 30,849,022 $ 21,411,755 $ 950,000,000 $ $ 994,796,844 $ 243,420,086 4,000,000 74,199,198 429 17,864,088 - 2,500,000 2,539,000 44,796,844 17,864,088 - $ $ 7,807,207 - 41 44 45 50 430 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget Cablevision Franchise $1,573,928 $1,437,170 $1,700,000 $1,300,000 $0 $5,970 $0 $0 $4,810,892 $5,149,068 $5,483,655 $5,841,675 $145,790 $516,532 $150,000 $300,000 General Fund Taxes Govt Prop Lease Excise Tax Rev Property Tax Sales Tax Recoveries Sales Tax-Advertising $29,592 $22,996 $30,000 $30,000 Sales Tax-Amusements $717,468 $1,206,820 $700,000 $1,212,613 Sales Tax-Apts/Rm House/Resid $2,504,922 $2,833,853 $2,707,849 $2,930,865 Sales Tax-Commercial Rental $2,010,908 $2,203,592 $2,155,794 $2,267,267 Sales Tax-Constr Contracting $5,928,942 $6,269,139 $6,225,390 $6,200,000 Sales Tax-Hotels/Motels $1,004,224 $1,438,652 $1,076,578 $1,483,250 Sales Tax-Job Printing $23,283 $24,770 $23,000 $23,000 Sales Tax-Penalties/Interest $12,413 $19,135 $20,000 $20,000 Sales Tax-Publishing $25,654 $31,301 $30,000 $30,000 Sales Tax-Rent/Tangible Prop $1,194,481 $1,181,624 $1,219,565 $1,203,416 Sales Tax-Restaurants/Bars $9,642,892 $11,369,583 $10,424,075 $11,781,394 Sales Tax-Retail $35,239,593 $38,727,562 $38,094,396 $40,121,076 $274,451 $248,035 $250,000 $235,587 Sales Tax-Telecommunication Sales Tax-Trailer Courts $0 $0 $0 $0 Sales Tax-Transp for Hire $13,471 $2,727 $0 $0 $2,740,023 $2,776,841 $2,521,000 $2,790,956 $0 $0 $0 $0 Sales Tax-Utilities Sales Tax-Vehicle Rental Small Cell Annual Fees ($19,647) $2,632 $0 $0 SRP In-lieu Tax $52,880 $58,544 $30,000 $30,000 Use Tax $1,972,827 $1,693,229 $1,812,831 $1,744,110 Utility Franchise $3,411,670 $3,521,820 $3,566,276 $3,200,000 $73,310,659 $80,741,595 $78,220,409 $82,745,209 Auto Lieu Tax $8,349,703 $8,237,369 $7,835,000 $8,140,000 Grant Revenue $52,371 $71,692 $0 $75,000 Grant Revenue - Federal $4,605 $15,691 $0 $0 Grant Revenue-Comm Svc $528,215 $8,710 $0 $0 Intergovtl Participation $25,185 $20,082 $0 $500,000 $0 $0 $0 $0 Subtotal - Taxes Intergovernmental Revenue Intergovtl Partic-PD Peoria Distr Share-Pool $199,079 $336,268 $288,606 $200,000 State Shared Sales Tax $20,186,716 $26,815,644 $24,045,228 $27,763,359 Urban Revenue Sharing Subtotal - Intergovernmental Revenue $25,147,285 $24,816,247 $29,000,000 $33,000,000 $54,493,159 $60,321,703 $61,168,834 $69,678,359 $32,850 $38,725 $30,711 $29,542 $0 $0 $0 $50,000 $63,588 $67,872 $60,000 $60,000 Charges for Service Addressing Fee Adv Sales - Pylon Signs Advanced Life Support Fees 431 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget Allocated Interdept Svc Chrgs $16,231,480 $16,622,348 $17,792,557 $17,737,937 ALS Ambulance Transport $4,161,757 $5,323,499 $4,800,000 $5,329,000 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 CIP Engineering Charges $2,500,000 $2,700,000 $2,841,748 $2,764,053 CIP Finance Charges $60,000 $120,000 $120,000 $170,000 Concrete Inspection $259,994 $309,965 $280,130 $236,459 Dry Utility Review $144,000 $185,050 $187,862 $141,166 EMS Contract Misc Fees $207,886 $164,437 $120,000 $120,000 Eng Plan Check-Grd/Drng $220,680 $306,600 $208,048 $233,892 Eng Plan Chk-Street Light $36,720 $53,200 $34,300 $40,584 Engineering Applications $72,149 $64,166 $68,229 $48,949 Expedited Engineering Review $0 $1,000 $35 $763 Expedited Plan Check Fee $480 $480 $1,858 $0 Fees for Gen Svcs-Fire $7,950 $7,785 $0 $0 Fees for General Services $8,443 $5,970 $5,000 $5,000 Fees for General Svcs-Police $57,477 $100,807 $45,000 $50,000 Filing-Election Argument Fee $400 $0 $0 $0 Filming Application and Fees $50 $100 $0 $0 Fire- Commercial Inspections $481,830 $406,685 $375,000 $450,000 $0 $0 $0 $0 Fire Svc to County Islands $212,730 $215,346 $180,000 $180,000 Fire-New Bldg Inspection Fee $27,511 $32,343 $30,000 $30,000 Fire-Plans Review Fee $84,195 $89,562 $75,000 $75,000 Fire-Resale Revenue $4,265 $6,809 $7,000 $5,000 $305,456 $347,339 $315,567 $264,970 $0 $0 $0 $0 Fire EMT Services Grading/Drainage Insp Fees In Kind Revenues KRASH Revenue $0 $1,569 $0 $0 Landscape Fees-Eng $93,600 $106,720 $87,955 $81,412 Library Copy/Print Fees - Branch $2,341 $4,125 $6,500 $4,000 Library Copy/Print Fees - Main $5,150 $5,767 $11,000 $5,000 Lien Filing Fees $3,537 $253 $0 $0 MID Appl/Process Fee $10,605 $23,445 $10,019 $17,885 New Const Inspect-After hours Passport Application fee Pawn Shop Transaction Fees $200 $200 $500 $500 $5,250 $19,950 $18,618 $37,500 $37,769 $45,645 $45,000 $45,000 $1,137,877 $1,364,460 $1,204,319 $1,291,791 Planning Appl/Review Fee $453,755 $445,086 $325,000 $325,000 Plans/Spec Doc Fees $17,350 $17,500 $16,412 $13,350 Plan Check Fees Rec Revenue-Adapt Rec Prog $1,195 $21,352 $61,249 $20,000 Rec Revenue-AM/PM Program $1,238,031 $1,686,822 $2,693,515 $1,725,000 Rec Revenue-Enrichment- Adult $4,745 $15,579 $19,460 $29,000 Rec Revenue-Enrichment- Youth $51,159 $113,545 $111,717 $130,000 432 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals Rec Revenue-Outdoor Rec Revenue-Senior Program FY2022 Actuals FY2023 Budget FY2024 Budget $700 $725 $9,681 $1,000 $1,757 $37,211 $68,215 $40,000 Rec Revenue-Special Events $6,694 $93,617 $465,000 $235,000 Rec Revenue-Sports Programs - Adult $67,800 $116,970 $420,282 $130,000 Rec Revenue-Sports Programs - Youth $151,980 $279,431 $477,924 $300,000 Rec Revenue-Summer Camp $329,029 $526,698 $1,100,340 $500,000 Rec Revenue-Summer Rec Prg ($90) $0 $195,977 $0 Rec Revenue-Teen Program $40 $3,549 $73,188 $5,000 Rec Revenue-Tot Time Prog $223,444 $327,230 $558,064 $325,000 Recycling Program Revenue $10,559 $21,763 $5,000 $5,000 Reimb for O/S Inspec O/T $7,175 $10,188 $7,519 $7,772 Retaining Wall Inspection $68,068 $37,818 $65,422 $28,850 Retaining Wall Review Fee $1,200 $9,000 $1,228 $6,866 Rio Vista Program Revenues $5,937 $34,717 $123,044 $35,000 $156,087 $362,638 $1,033,569 $400,000 Rio Vista Rec Center Memberships Rio Vista Retail Sales $0 $0 $0 $0 Sewer Inspection Fees $138,320 $274,025 $143,746 $209,041 Sewer Review Fee-Eng $69,030 $119,780 $65,032 $91,375 SLID Appl/Process Fee $9,435 $24,375 $8,934 $18,595 Storm Drainage Report-Eng $32,056 $43,342 $30,212 $33,063 Storm Water Mgmt Rpt-Eng $33,480 $52,300 $31,486 $39,897 Street Inspection Fees $356,508 $291,878 $364,106 $222,661 Street Review Fee-Eng $130,740 $185,400 $122,053 $141,433 Subdiv Final Plat Fee/Appl $49,567 $70,258 $46,540 $53,597 Swim Pool Admin Fees-Txb $731 $897 $0 $0 Swimming Pool Fees $206,190 $291,742 $435,760 $300,000 Ticket Sales-Other $0 $730 $0 $9,800 Traffic Impact Report-Eng $11,400 $20,405 $10,651 $15,566 Traffic Plan Check Fee $90,970 $132,530 $96,514 $101,101 Water Inspection Fees $206,252 $317,447 $206,598 $242,166 Water Review Fee-Eng $75,570 $123,260 $71,017 $94,030 $30,685,083 $34,852,027 $38,426,411 $35,339,566 Code Enforcement Fines $38,389 $129,379 $1,500 $10,000 Court Enhancement Fee $7,477 $0 $0 $0 Court Fines and Forfeitures $718,231 $707,265 $555,000 $500,000 Court Fines-Police-Safety Equipment $11,422 $11,535 $15,000 $10,000 Court Fines-Public Safety-Attorney $17,807 $18,106 $0 $20,000 Court Fines-Public Safety-PD $70,040 $77,950 $60,000 $60,000 Deferred Prosecution Fees $70,537 $48,600 $60,000 $60,000 Enhanced School Zone Fines $303 $1,672 $500 $500 Subtotal - Charges for Service Fines & Forfeitures False Alarm Fines-Fire $0 $0 $0 $0 False Alarm Fines-Police $111,075 $138,273 $100,000 $100,000 Incarceration Fees $97,047 $134,477 $118,000 $101,000 ($7) $0 $0 $0 JCEF Revenue 433 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget Library Fines and Forfeitures - Branch $11,753 $23,353 $47,000 $23,500 Library Fines and Forfeitures - Main $13,457 $13,746 $42,000 $15,000 PD Impound Admin Fee $94,476 $119,830 $120,000 $120,000 $70 $12 $0 $0 Red Light Process Svc Fee Traffic School Receipts Subtotal - Fines & Forfeitures $174,893 $194,889 $20,000 $150,000 $1,436,969 $1,619,089 $1,139,000 $1,170,000 $87,755 $82,288 $70,000 $75,000 Licenses & Permits Alarm Permits Bingo License Fees $0 $0 $0 $0 Bldg Permit & Insp-Commercial $344,410 $510,241 $387,364 $483,067 Bldg Permit & Insp-Residential $3,143,826 $2,771,471 $2,577,710 $2,623,868 Field Permits-Sports Prg $29,104 $43,869 $66,669 $40,000 Fire Code Revenues $60,905 $40,210 $50,000 $50,000 Liquor Licenses and Permits $78,778 $81,133 $90,000 $80,000 Occupational Business License $205,098 $182,786 $200,000 $200,000 $200 $200 $500 $0 Off-Track Betting License Park Permits-Sports Prg Sales Tax Licenses $20,575 $40,938 $74,076 $40,000 $1,166,488 $1,189,467 $900,000 $1,010,500 Telecommunications License $12,000 $4,000 $0 $4,000 Utility Revocable Permits $138,359 $154,296 $152,052 $117,705 $5,287,497 $5,100,898 $4,568,371 $4,724,140 Auction Proceeds $3,694 $27,237 $42,000 $25,000 Cash Over/Short ($476) $520 $0 $0 Cash Over/Short-Comm Svcs $0 $1 $0 $0 Gain on Disposal of F/A $0 $0 $0 $0 Interest Income $966,833 $518,415 $910,000 $920,000 Misc A/R Penalties $1,679 $2,352 $5,000 $2,500 Misc Police Revenues $158,982 $166,264 $150,000 $150,000 Other Revenue $547,849 $667,907 $20,000 $20,000 Reimb Revenue-General Subtotal - Licenses & Permits Miscellaneous Income $54,380 $421,309 $60,000 $30,000 Reimb-Comm Svcs $0 ($100) $500 $0 Reimbursement for O/T $0 $0 $0 $0 Sale of Land $0 $11,607 $0 $0 Southwest Gas Capital Funds $0 $0 $0 $0 $233,923 $16,448 $100,000 $50,000 $1,966,865 $1,831,958 $1,287,500 $1,197,500 General Rent Revenue $42,487 $43,824 $40,000 $40,000 Paloma Park Concession Rent $6,585 $10,080 $20,000 $10,000 Paloma Park Field Permit/Rental $22,355 $87,979 $135,000 $100,000 Paloma Park Ramada Rentals $30,707 $59,858 $30,000 $50,000 Pioneer Park Concessions Rent $10,696 $21,165 $25,000 $20,000 State Fire Reimbursement Subtotal - Miscellaneous Income Rents 434 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget Pioneer Park Field Permits/Rental $224,086 $229,587 $190,000 $225,000 Pioneer Park Ramada Rentals $26,903 $57,712 $44,000 $50,000 Rent Rev-Comm Center Rent Revenue - Alter Group $3,836 $22,398 $25,000 $25,000 $186,061 $190,345 $175,000 $175,000 $4,129 $3,389 $0 $0 $0 $0 $0 $0 Rent Revenue - Arts Ctr Ticket Surchrg Rent Revenue - Salty Senoritas Rent Rev-Library $0 $1,300 $0 $0 Rent Rev-Swim Pool $10,537 $17,794 $16,002 $15,000 Rent-AZ Broadway Theater(KLOS) $53,876 $44,127 $50,000 $50,000 Rio Vista Concessions Rent $10,290 $20,243 $25,000 $20,000 Rio Vista Field Permits/Rental $150,146 $145,102 $130,000 $140,000 Rio Vista Ramada Rentals $23,655 $43,441 $65,000 $40,000 Rio Vista Rec Center Rentals $28,577 $148,642 $303,508 $150,000 Trails Permits/Rental $8,983 $12,351 $5,000 $10,000 Subtotal - Rents $843,911 $1,159,337 $1,278,510 $1,120,000 Total - General Fund $168,024,142 $185,626,607 $186,089,035 $195,974,774 $71,868 $241,657 $75,000 $150,000 Half-Cent Sales Tax Fund Taxes Sales Tax Recoveries Sales Tax-Advertising $14,799 $11,500 $15,000 $15,000 Sales Tax-Amusements $179,392 $301,747 $175,000 $303,153 Sales Tax-Apts/Rm House/Resid $1,252,687 $1,416,888 $1,353,924 $1,465,432 Sales Tax-Commercial Rental $1,005,634 $1,101,992 $1,077,897 $1,133,633 Sales Tax-Constr Contracting $2,965,005 $3,135,134 $3,112,694 $1,550,000 Sales Tax-Hotels/Motels $111,594 $159,870 $118,423 $163,157 Sales Tax-Job Printing $11,643 $12,387 $11,500 $11,500 Sales Tax-Penalties/Interest $6,206 $8,750 $10,000 $10,000 Sales Tax-Publishing $12,829 $15,653 $15,000 $15,000 Sales Tax-Rent/Tangible Prop $597,348 $590,919 $609,782 $601,707 Sales Tax-Restaurants/Bars $2,411,060 $2,842,794 $2,606,018 $2,945,348 Sales Tax-Retail $17,595,992 $19,338,879 $19,047,198 $20,060,537 $137,250 $124,040 $125,000 $117,793 $0 $0 $0 $0 Sales Tax-Telecommunication Sales Tax-Trailer Courts Sales Tax-Transp for Hire Sales Tax-Utilities $6,737 $1,364 $0 $0 $1,370,012 $1,388,420 $1,260,500 $1,395,477 Sales Tax-Vehicle Rental Use Tax Subtotal - Taxes $0 $0 $0 $0 $986,591 $846,767 $906,415 $872,054 $28,736,647 $31,538,761 $30,519,351 $30,809,791 $316,438 $196,936 $142,500 $250,000 Miscellaneous Income Interest Income 435 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals Other Revenue FY2022 Actuals FY2023 Budget FY2024 Budget $0 $0 $0 $0 $441,635 $10,000 $0 $0 Subtotal - Miscellaneous Income $758,074 $206,936 $142,500 $250,000 Total - Half-Cent Sales Tax Fund $29,494,721 $31,745,697 $30,661,851 $31,059,791 Sales Tax Recoveries $43,218 $145,171 $45,000 $90,000 Sales Tax-Advertising $8,880 $6,901 $9,000 $9,000 Sales Tax-Amusements $107,575 $180,947 $105,000 $181,892 Sales Tax-Apts/Rm House/Resid $751,702 $850,235 $812,354 $879,259 Reimb Revenue-General Transportation Sales Tax Fund Taxes Sales Tax-Commercial Rental $603,452 $661,274 $646,738 $680,180 Sales Tax-Constr Contracting $1,779,216 $1,881,306 $1,867,617 $1,860,000 Sales Tax-Hotels/Motels $133,838 $191,737 $143,543 $197,767 Sales Tax-Job Printing $6,987 $7,433 $6,900 $6,900 $0 $0 $6,000 $6,000 $7,698 $9,393 $9,000 $9,000 Sales Tax-Penalties/Interest Sales Tax-Publishing Sales Tax-Rent/Tangible Prop $358,452 $354,594 $365,869 $361,025 Sales Tax-Restaurants/Bars $1,445,826 $1,704,721 $1,563,611 $1,767,209 Sales Tax-Retail $10,776,909 $11,834,172 $11,428,318 $12,036,323 $82,360 $74,433 $75,000 $70,676 $0 $0 $0 $0 Sales Tax-Telecommunication Sales Tax-Trailer Courts Sales Tax-Transp for Hire Sales Tax-Utilities $4,043 $818 $0 $0 $822,007 $833,052 $756,300 $837,287 Sales Tax-Vehicle Rental Use Tax Subtotal - Taxes $0 $0 $0 $0 $592,026 $508,121 $543,849 $523,233 $17,524,190 $19,244,308 $18,384,099 $19,515,751 $206,738 $112,715 $291,792 $307,065 Miscellaneous Income Interest Income Reimb Revenue-General $39,760 $119,200 $0 $0 Subtotal - Miscellaneous Income $246,498 $231,916 $291,792 $307,065 Total - Transportation Sales Tax Fund $17,770,688 $19,476,224 $18,675,891 $19,822,816 $9,943,319 $10,954,243 $12,923,246 $12,451,713 $0 $13,274 $0 $0 $40,746 $20,845 $30,000 $30,000 Information Technology Fund Charges for Service Interdepartmental Svc Chg Miscellaneous Income Auction Proceeds Interest Income 436 Schedule 2 - All Funds Revenue Fund Category Account Description Reimb Revenue-General FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget ($9,831) $2,061 $0 $0 Subtotal - Miscellaneous Income $30,914 $36,180 $30,000 $30,000 Total - Information Technology Fund $9,974,234 $10,990,423 $12,953,246 $12,481,713 $751,399 $757,435 $750,006 $773,866 $28,699 $802 $0 $0 Information Technology Reserve Fund Charges for Service Interdepartmental Svc Chg Miscellaneous Income Auction Proceeds Interest Income $20,848 $16,055 $20,000 $20,000 Subtotal - Miscellaneous Income $49,547 $16,857 $20,000 $20,000 Total - Information Technology Reserve Fund $800,946 $774,293 $770,006 $793,866 $6,857,384 $6,797,532 $7,172,788 $7,814,956 Facilities Fund Charges for Service Interdepartmental Svc Chg Recycling Program Revenue $2,403 $0 $0 $0 $6,859,787 $6,797,532 $7,172,788 $7,814,956 Auction Proceeds $16,100 $0 $0 $0 Interest Income $9,661 $8,034 $10,000 $10,000 $128 $0 $0 $0 Subtotal - Miscellaneous Income $25,889 $8,034 $10,000 $10,000 Total - Facilities Fund $6,885,676 $6,805,565 $7,182,788 $7,824,956 Interdepartmental Svc Chg $5,724,858 $7,061,819 $6,419,355 $7,488,373 Recycling Program Revenue $0 $0 $0 $0 $5,724,858 $7,061,819 $6,419,355 $7,488,373 $0 $3,075 $0 $0 $4,847 $4,375 $5,500 $10,000 Subtotal - Charges for Service Miscellaneous Income Reimb Revenue-General Fleet Maintenance Fund Charges for Service Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Interest Income 437 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals Reimb Revenue-General FY2022 Actuals FY2023 Budget FY2024 Budget $22,023 $428 $0 $0 Subtotal - Miscellaneous Income $26,870 $7,879 $5,500 $10,000 Total - Fleet Maintenance Fund $5,751,728 $7,069,698 $6,424,855 $7,498,373 $2,657,952 $2,940,566 $3,030,764 $3,922,861 $117,668 $122,578 $35,000 $35,000 Fleet Reserve Fund Charges for Service Interdepartmental Svc Chg Miscellaneous Income Auction Proceeds Interest Income $127,853 $71,211 $90,000 $90,000 Subtotal - Miscellaneous Income $245,522 $193,789 $125,000 $125,000 Total - Fleet Reserve Fund $2,903,474 $3,134,355 $3,155,764 $4,047,861 Bond Premium (Discount) $0 $2,773,230 $0 $0 Loan Proceeds $0 $0 $0 $0 Proceeds of Refunding Bonds $0 $21,495,000 $0 $0 $0 $24,268,230 $0 $0 Property Tax $19,078,970 $20,438,046 $21,745,530 $23,165,265 SRP In-lieu Tax $209,698 $232,157 $244,000 $244,000 $19,288,668 $20,670,203 $21,989,530 $23,409,265 $164,559 $77,860 $56,550 $40,000 Debt Service Fund Bond Proceeds Subtotal - Bond Proceeds Taxes Subtotal - Taxes Miscellaneous Income Interest Income Reimb Revenue-General $132,805 $127,515 $0 $0 Subtotal - Miscellaneous Income $297,364 $205,375 $56,550 $40,000 Total - Debt Service Fund $19,586,032 $45,143,807 $22,046,080 $23,449,265 Bond Premium (Discount) $0 $5,313,345 $0 $0 Bond Proceeds $0 $55,880,000 $51,127,442 $75,471,970 Bond Fund Bond Proceeds 438 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals Loan Proceeds Subtotal - Bond Proceeds FY2022 Actuals FY2023 Budget FY2024 Budget $1,180,827 $0 $17,789,029 $50,797 $1,180,827 $61,193,345 $68,916,471 $75,522,767 $117,524 $134,465 $10,970 $210,000 Miscellaneous Income Interest Income Reimb Revenue-General $0 $301,404 $2,107,302 $25,686,958 Subtotal - Miscellaneous Income $117,524 $435,869 $2,118,272 $25,896,958 Total - Bond Fund $1,298,351 $61,629,214 $71,034,743 $101,419,725 Commercial Recycling Fees $102,034 $109,114 $116,429 $118,541 Commercial Sanitation Fees Commercial Sanitation Fund Charges for Service $1,152,923 $1,227,578 $1,296,770 $1,865,521 Commercial Special Hauls $2,730 $4,780 $0 $0 Field Trip Svc Fee-Utilities $24,238 $24,508 $22,000 $20,000 Recycling Program Revenue $110 $7,719 $0 $0 Roll-Off Sanitation Fees $691,974 $692,696 $656,907 $752,539 San Fees-Comm Multi-Fam Clc $469,125 $489,594 $500,000 $0 Utility Late Fee Charges Subtotal - Charges for Service $126 $1,778 $1,600 $0 $2,443,258 $2,557,767 $2,593,706 $2,756,601 $53,625 $0 $0 $0 Miscellaneous Income Auction Proceeds Interest Income $19,513 $10,336 $12,000 $32,298 Subtotal - Miscellaneous Income $73,138 $10,336 $12,000 $32,298 Total - Commercial Sanitation Fund $2,516,396 $2,568,103 $2,605,706 $2,788,899 $0 $2,000 $0 $0 Residential Sanitation Fund Intergovernmental Revenue Grant Revenue Grant Revenue - Federal $0 $35,800 $0 $0 $0 $37,800 $0 $0 Allocated Interdept Svc Chrgs $128,351 $127,778 $128,870 $134,284 Multi-Family Resid Recycling $73,338 $75,828 $0 $0 Subtotal - Intergovernmental Revenue Charges for Service Recycling Program Revenue $855 $148,318 $33,000 $0 Residential Recycling Fees $3,455,853 $3,489,878 $0 $0 San Fees-Automated Clc $8,543,283 $9,368,032 $14,043,395 $16,238,764 San Fees-Res Multi-Fam Clc $194,755 $205,207 $0 $0 439 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget Special Haul Fees $17,840 $21,010 $33,000 $21,010 Utility Late Fee Charges $2,768 $32,915 $27,000 $32,915 $12,417,044 $13,468,967 $14,265,265 $16,426,973 Auction Proceeds $53,690 $52,101 $0 $0 Interest Income $70,032 $30,237 $114,351 $66,309 Subtotal - Charges for Service Miscellaneous Income Reimb Revenue-General $0 $113 $0 $37,800 Subtotal - Miscellaneous Income $123,722 $82,451 $114,351 $104,109 Total - Residential Sanitation Fund $12,540,765 $13,589,218 $14,379,616 $16,531,082 $1,684,345 $1,826,386 $1,802,077 $1,890,625 $0 $0 $10,000 $10,000 Sanitation Equipment Reserve Fund Charges for Service Interdepartmental Svc Chg Miscellaneous Income Auction Proceeds Interest Income $28,554 $13,438 $17,000 $17,000 Subtotal - Miscellaneous Income $28,554 $13,438 $27,000 $27,000 Total - Sanitation Equipment Reserve Fund $1,712,899 $1,839,824 $1,829,077 $1,917,625 Adv Sales - Pylon Signs $26,000 $33,000 $50,000 $0 Adv Sales-BB Std/Sp Trng $31,244 $132,845 $220,000 $235,000 $0 $10,000 $5,000 $5,000 Sports Complex Fund Charges for Service Adv Sales-BB Std-Non Sp Trn In Kind Revenues Interdepartmental Svc Chg $0 $0 $0 $0 $105,791 $114,571 $121,956 $141,162 Program Sales $0 $0 $0 $0 ($59) $18,084 $15,000 $15,000 Ticket Sales- Facility Surchg $38,721 $62,696 $136,000 $141,000 Ticket Sales- Non Gen Admiss Surchg $12,729 $26,439 $40,000 $40,000 Ticket Sales-Spring Trg $164,643 $299,112 $596,000 $626,000 Ticket.com Annual Fee $2,000 $6,000 $10,000 $10,000 Sports Complex Program Revenue Ticket.com Convenience Fee $9,053 $12,855 $28,000 $28,000 $390,122 $715,602 $1,221,956 $1,241,162 Auction Proceeds $5,212 $39,641 $0 $0 Interest Income $18,855 $9,017 $12,000 $11,000 Other Revenue $0 $850 $0 $0 $24,067 $49,508 $12,000 $11,000 Subtotal - Charges for Service Miscellaneous Income Subtotal - Miscellaneous Income 440 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget Rents General Rent Revenue $90,899 $83,123 $50,000 $80,000 Genl Rent Rev-Sp Cmplx $16,227 $25,244 $30,000 $15,000 Rent Rev/Stad Conc/Non Sp Tr $10,648 $43,440 $50,000 $50,000 Rent Rev/Stad Concssn/Sp Tr $183,992 $45,117 $644,000 $659,000 Rent Revenue - Chili Davis $54,946 $54,841 $40,000 $54,596 Rent Rev-Fields $239,162 $326,307 $300,000 $300,000 Rent Rev-Fld/Clh/Mariners $101,124 $146,526 $130,000 $123,726 Rent Rev-Fld/Clh/Padres $101,124 $106,517 $95,000 $108,726 Rent Rev-Novelties/Sp Tr $102,084 $157,635 $208,000 $223,000 Rent Rev-Parking/Sp Tr ($8,848) $0 $0 $0 Rent Rev-Stadium $15,975 $86,220 $50,000 $50,000 Subtotal - Rents $907,333 $1,074,969 $1,597,000 $1,664,048 Total - Sports Complex Fund $1,321,523 $1,840,078 $2,830,956 $2,916,210 Streets Fund Taxes Sales Tax Recoveries $0 $6,448 $0 $0 $4,110,782 $4,166,024 $3,781,500 $4,186,434 $4,110,782 $4,172,472 $3,781,500 $4,186,434 $12,199,356 $13,158,294 $13,112,265 $14,092,533 $100,000 $100,000 $100,000 $100,000 $0 $0 $0 $0 $135,767 $65,099 $25,000 $25,000 $0 $0 $0 $0 Street Cut Surcharge $10,560 $10,870 $10,000 $10,000 Street Sign Revenue $0 $0 $0 $0 $246,327 $175,969 $135,000 $135,000 $0 $113,363 $0 $0 $129,733 $72,153 $80,000 $150,000 Sales Tax-Utilities 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 Interest Income Reimb Revenue-General $0 $6,387 $0 $0 Subtotal - Miscellaneous Income $129,733 $191,903 $80,000 $150,000 Total - Streets Fund $16,686,198 $17,698,638 $17,108,765 $18,563,967 Transit Fund 441 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget Intergovernmental Revenue Grant Revenue $447,025 $482,573 $425,000 $425,000 Grant Revenue - Federal $660,088 $405,861 $0 $0 Intergovtl Participation $260,000 $0 $0 $0 $1,367,113 $888,434 $425,000 $425,000 Advertising-Bus Shelters $26,845 $51,096 $65,000 $65,000 Transit Collections $22,030 $22,387 $25,000 $25,000 $48,876 $73,483 $90,000 $90,000 $7,875 $32,650 $0 $0 Subtotal - Intergovernmental Revenue Charges for Service Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Interest Income $45,896 $26,477 $15,000 $15,000 Reimb Revenue-General $267,949 $561,608 $225,000 $225,000 Subtotal - Miscellaneous Income $321,720 $620,735 $240,000 $240,000 Total - Transit Fund $1,737,709 $1,582,652 $755,000 $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 $696,868 $576,869 $500,837 $504,385 $1,004,763 $1,049,938 $1,054,308 $1,065,905 Interdepartmental Svc Chg $158,607 $145,051 $148,290 $163,753 Recycling Program Revenue $0 $1,987 $0 $0 EPA Mandate Fee Utility Late Fee Charges Wastewater Fees Subtotal - Charges for Service $3,829 $53,510 $45,000 $53,510 $23,035,710 $24,819,548 $24,913,287 $25,374,832 $24,899,777 $26,646,903 $26,661,722 $27,162,385 Miscellaneous Income Auction Proceeds $25,225 $4,075 $0 $0 Interest Income $303,694 $160,642 $93,000 $355,000 Reimb Revenue-General $2,392 $6,754 $20,000 $0 Subtotal - Miscellaneous Income $331,312 $171,471 $113,000 $355,000 Total - Wastewater Fund $25,231,089 $26,818,374 $26,774,722 $27,517,385 Water Fund 442 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget Bond Proceeds Bond Premium (Discount) $0 Proceeds of Refunding Bonds Subtotal - Bond Proceeds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Intergovernmental Revenue Intergovtl Participation Charges for Service ADWR Water Resource Fee $0 ($294) $0 $0 Allocated Interdept Svc Chrgs $47,705 $42,457 $50,110 $53,469 CAP In Lieu Water Purchase $0 $0 $0 $0 Damaged Property Fees $16,409 $11,683 $5,624 $11,683 Disconnect/Reconnect Fees $58,081 $208,160 $203,810 $208,160 Fees for General Services $9,582 $23,070 $25,000 $42,457 Field Trip Svc Fee-Utilities $4,110 $10,980 $16,068 $10,980 Interdepartmental Svc Chg $150,280 $155,260 $162,794 $186,241 $240 $2,256 $1,500 $23,070 New Service Fee-Water $514,760 $505,430 $572,584 $505,430 Non-Potable Water Fees $260,945 $250,234 $252,307 $281,818 Quintero WTP Fees $256,800 $256,800 $256,800 $256,800 Reclaimed Water Fees $776,033 $870,180 $798,725 $892,145 Recycling Program Revenue $12,513 $11,943 $0 $0 Utilities Tampering Fees $1,390 $4,675 $5,479 $4,675 Utility Delinquent Letter Fee $5,943 $35,250 $48,131 $35,250 Utility Late Fee Charges $5,694 $72,000 $62,162 $72,000 $48,772,281 $47,498,282 $48,888,129 $54,606,171 $468,709 $351,466 $663,390 $351,466 $51,361,474 $50,309,832 $52,012,613 $57,541,815 Lien Filing Fees Water Fees Water Meter Charges Subtotal - Charges for Service Miscellaneous Income Auction Proceeds $1,650 $25,150 $10,000 $10,000 Interest Income $444,094 $398,720 $141,279 $706,000 Other Revenue $0 $522,552 $0 $0 $2,969,848 $1,948,512 $1,800,000 $1,800,000 Subtotal - Miscellaneous Income $3,415,592 $2,894,934 $1,951,279 $2,516,000 Total - Water Fund $54,777,066 $53,204,766 $53,963,892 $60,057,815 Reimb Revenue-General Impact Fees Fund Charges for Service Citywide Park/Rec Fac Dev Fee Fire & Emergency Dev Fees $0 $0 $0 $0 $1,507,670 $1,762,438 $2,435,029 $893,440 General Government Dev Fee Law Enforcement Dev Fees $0 $0 $0 $0 $1,033,804 $1,144,225 $1,607,731 $612,710 $0 $0 $0 $0 Library Dev Fees 443 Schedule 2 - All Funds Revenue Fund Category Account Description Neighborhood Park Dev Fees FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget $1,747,857 $1,231,919 $2,539,097 $909,721 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 $6,820,811 $5,035,606 $8,469,187 $4,720,919 Wastewater Expansion Fees $2,930,371 $2,202,247 $3,835,641 $2,133,226 Water Expansion Fees $5,353,496 $4,000,408 $5,840,580 $3,270,203 $879,581 $729,480 $905,200 $504,430 $20,273,588 $16,106,324 $25,632,465 $13,044,649 $699,489 $380,407 $346,282 $302,102 $85 $0 $0 $0 Subtotal - Miscellaneous Income $699,574 $380,407 $346,282 $302,102 Total - Impact Fees Fund $20,973,162 $16,486,731 $25,978,747 $13,346,751 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 $15,358 $15,676 $15,000 $15,000 COBRA Health Ins Contrib $266,509 $285,410 $250,000 $250,000 Employee Dental Ins Contrib $398,236 $384,406 $390,000 $390,000 Employee Health Ins Contrib $2,978,070 $3,057,805 $3,465,000 $3,527,286 Employer Dental Ins Contrib $846,201 $807,037 $885,000 $885,000 Employer Health Ins Contrib $15,841,559 $15,883,569 $17,525,000 $18,182,983 Employer Workers Comp Contrib $2,681,594 $2,763,632 $2,992,854 $1,055,992 Interdepartmental Svc Chg $2,483,804 $2,498,886 $2,500,000 $2,497,705 $25,511,330 $25,696,420 $28,022,854 $26,803,966 Subtotal - Charges for Service Miscellaneous Income Interest Income $384,326 $200,426 $210,000 $255,000 $1,000,000 $0 $20,000 $0 Reimb-Damage to City Prop. $305,334 $325,428 $0 $0 Reimbursement-Claims $985,275 $144,962 $5,000 $25,000 Subtotal - Miscellaneous Income $2,674,935 $670,816 $235,000 $280,000 Total - Insurance Reserve Fund $28,186,265 $26,367,236 $28,257,854 $27,083,966 Reimb Revenue-General Grant Fund Intergovernmental Revenue Grant Revenue Grant Revenue - Federal $430,956 $341,825 $817,052 $852,939 $6,592,799 $8,701,129 $3,520,671 $4,136,247 $0 $0 $3,000,000 $3,000,000 $27,055 $69,110 $0 $0 Intergovtl Participation Program Income Federal Grants 444 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals Seizure Revenue FY2022 Actuals FY2023 Budget FY2024 Budget $279,266 $164,928 $273,284 $173,284 $0 $0 $980,000 $1,000,000 $7,330,076 $9,276,992 $8,591,007 $9,162,470 Fees for General Svcs-Police $112,803 $148,260 $0 $0 Recreational Retl Sales-Txb $0 $0 $0 $0 $112,803 $148,260 $0 $0 $9,916 $39,813 $33,500 $3,500 Smart and Safe AZ Revenue Subtotal - Intergovernmental Revenue Charges for Service Subtotal - Charges for Service Miscellaneous Income Interest Income Reimb Revenue-General $212,000 $212,000 $0 $0 Subtotal - Miscellaneous Income $221,916 $251,813 $33,500 $3,500 Total - Grant Fund $7,664,795 $9,677,064 $8,624,507 $9,165,970 $92,534 $90,160 $96,588 $99,947 Other Fund Taxes Maintenance ID Tax Street Light ID Tax Subtotal - Taxes $1,057,876 $1,045,085 $1,099,179 $1,112,609 $1,150,410 $1,135,245 $1,195,767 $1,212,556 $0 $0 $2,500 $350,094 $57,634 $142,247 $0 $0 $0 $0 $2,500,000 $0 $10,399 $8,036 $5,000 $5,000 $0 $0 $0 $0 $68,033 $150,283 $2,507,500 $355,094 Intergovernmental Revenue Grant Revenue Grant Revenue - Federal Intergovtl Partic Muni Court Allocation (FTG) State Ins Dept Rebate Subtotal - Intergovernmental Revenue Charges for Service In Kind Revenues $0 $620 $0 $0 $543,278 $558,500 $450,000 $450,000 $1,400,120 $1,536,928 $1,458,090 $1,542,052 $74 $1,328 $1,100 $0 $1,943,472 $2,097,377 $1,909,190 $1,992,052 Court Enhancement Fee $85,182 $98,764 $144,798 $197,178 JCEF Revenue $12,988 $13,483 $15,000 $14,000 $98,171 $112,247 $159,798 $211,178 Contributions - General $32,556 $3,850 $7,528 $7,855 Contributions-Comm. Svcs. $16,351 $73,408 $0 $0 Interdepartmental Svc Chg Storm Water Fee Utility Late Fee Charges Subtotal - Charges for Service Fines & Forfeitures Subtotal - Fines & Forfeitures Miscellaneous Income 445 Schedule 2 - All Funds Revenue Fund Category Account Description FY2021 Actuals FY2022 Actuals FY2023 Budget FY2024 Budget Interest Income $236,935 $156,771 $196,220 $159,775 Other Revenue $0 $24,580 $0 $0 Reimb Revenue-General $5,675,984 $12,994,280 $32,633,295 $30,826,041 Subtotal - Miscellaneous Income $5,961,826 $13,252,889 $32,837,043 $30,993,671 Total - Other Fund $9,221,912 $16,748,041 $38,609,298 $34,764,551 Total Revenue All Funds $445,059,770 $560,816,608 $580,712,399 $619,782,361 446 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted General & Other General Arts, Culture and Library Services ACLS Administration Arts Commission Main Library $0 $167,391 $347,497 $341,691 $100,347 $111,859 $70,557 $0 $3,187,010 $2,370,245 $2,567,830 $2,606,712 Peoria Center for Performing Arts $544,047 $548,020 $435,834 $521,565 Special Events Program $511,607 $1,321,691 $1,448,575 $1,885,817 Sunrise Mountain Library Department Sub-total: $1,629,383 $1,831,322 $1,523,462 $2,130,123 $5,155,628 $6,548,113 $6,432,637 $8,066,206 $2,277,735 $2,433,752 $3,241,259 $3,263,938 $998,242 $992,437 $1,183,264 $1,291,570 City Attorney Civil Criminal Victims' Assistance Prg Department Sub-total: $262,635 $266,463 $291,674 $316,714 $3,538,613 $3,692,653 $4,716,197 $4,872,222 $1,081,558 $993,704 $1,395,812 $1,102,553 $1,081,558 $993,704 $1,395,812 $1,102,553 City Clerk City Clerk Department Sub-total: Development and Engineering Architectural Services $638,766 $724,314 $813,568 $877,698 Building Development $2,847,493 $2,998,172 $3,435,039 $3,620,201 Eng Inspection Svc $1,079,100 $1,232,674 $1,275,064 $1,380,040 Engineering Admin $768,143 $834,584 $944,883 $1,188,336 Engineering Services $1,382,251 $1,462,693 $1,865,881 $1,990,198 Site Development $927,378 $1,126,815 $1,310,572 $1,293,252 $7,643,132 $8,379,252 $9,645,007 $10,349,725 Department Sub-total: Economic Development Services Economic Development Services $1,455,588 $1,316,521 $1,768,328 $2,152,043 Economic Development Services Administration $119 $94,399 $0 $0 Department Sub-total: $1,455,707 $1,410,919 $1,768,328 $2,152,043 447 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Finance and Budget Finance Admin $432,855 $398,619 $456,226 $473,000 Financial Services $1,588,843 $1,719,470 $1,998,903 $2,026,584 Inventory Control $678,957 $749,628 $628,112 $731,497 Management and Budget $1,246,824 $874,255 $986,614 $1,057,162 Materials Management $692,413 $882,695 $972,518 $1,058,888 Tax Audit & Collections $1,044,773 $683,580 $1,033,875 $1,118,625 $5,684,665 $5,308,248 $6,076,248 $6,465,756 Customer Service $2,232,801 $2,118,108 $2,646,221 $2,525,337 Meter Services $1,588,213 $1,717,357 $1,959,722 $1,927,774 $657,645 $727,737 $912,171 $865,908 Department Sub-total: Finance Utilities Revenue Administration Utility Billing $807,208 $930,430 $1,034,580 $1,077,619 $5,285,867 $5,493,633 $6,552,694 $6,396,638 Ambulance Operations $5,390,143 $6,338,431 $6,872,645 $7,914,028 Emergency Management $237,837 $269,611 $287,381 $295,834 Emergency Medical Services $1,188,723 $1,033,198 $1,548,037 $1,720,640 Fire Admin $1,353,384 $1,586,275 $1,251,066 $1,621,653 Fire Operations $27,799,530 $30,876,174 $31,578,249 $35,100,119 Fire Prevention $1,196,170 $1,071,581 $1,190,603 $1,488,624 Fire Support Services $1,235,518 $1,299,777 $1,376,746 $1,214,249 Department Sub-total: Fire-Medical Fire Training $484,640 $572,126 $592,820 $818,646 Department Sub-total: $38,885,946 $43,047,173 $44,697,547 $50,173,793 $3,339,046 $3,608,490 $4,618,609 $5,135,786 Department Sub-total: $3,339,046 $3,608,490 $4,618,609 $5,135,786 City Manager's Office $2,855,000 $3,131,211 $3,732,147 $3,750,600 Governmental Affairs $477,207 $518,551 $566,242 $894,681 Office of Innovation $0 $0 $256,620 $608,166 Human Resources Human Resources Leadership and Management Office of Real Estate Development Department Sub-total: $542,474 $441,078 $216,611 $0 $3,874,681 $4,090,840 $4,771,620 $5,253,447 $730,373 $814,998 $915,951 $912,682 $730,373 $814,998 $915,951 $912,682 Mayor and Council Mayor & City Council Department Sub-total: 448 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Municipal Court Municipal Court Department Sub-total: $2,193,520 $2,414,169 $2,784,478 $3,067,062 $2,193,520 $2,414,169 $2,784,478 $3,067,062 $130,651 $169,274 $244,278 $242,138 Neighborhood & Human Services Active Adult Program Adaptive Recreation Program $126,331 $178,430 $209,632 $335,086 Am/Pm Program $1,275,809 $682,957 $2,311,171 $2,489,347 Business Services $1,488,192 $1,532,235 $1,413,470 $1,415,607 Code Compliance $1,027,815 $1,172,291 $1,458,329 $1,501,933 Community Assistance $951,922 $946,639 $1,414,250 $1,394,247 Community Center $1,071,966 $1,021,947 $1,051,583 $1,164,974 Community Engagement $211,571 $343,527 $679,223 $623,131 Little Learners Program $307,107 $246,249 $449,954 $509,643 NHS Administration $623,053 $645,751 $686,899 $809,354 Summer Camp Program $355,986 $502,471 $976,791 $1,102,219 Summer Recreation Program $43,995 $67,383 $442,550 $300,223 Teen Program Department Sub-total: $64,782 $85,124 $253,672 $260,923 $7,679,181 $7,594,277 $11,591,802 $12,148,825 $1,298,200 $3,949,467 $12,715,630 $17,000,047 Non-Departmental Gen Fund Capital Projects Non-Departmental Department Sub-total: $4,290,761 $25,826,076 $1,151,370 $981,299 $5,588,960 $29,775,543 $13,867,000 $17,981,346 Office of Communications Digital Media Public Information Office Department Sub-total: $496,214 $448,975 $515,465 $514,917 $1,169,696 $1,302,070 $1,426,533 $1,384,056 $1,665,910 $1,751,045 $1,941,998 $1,898,973 449 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Parks and Recreation Contracted Landscape Maintenance $2,005,829 $1,998,469 $2,369,761 Enrichment - Adult $6,883 $15,868 $16,695 $75,400 Enrichment - Youth $43,115 $114,862 $155,346 $192,043 Facility Maintenance and Operations $2,435,276 $0 $245 $583,053 $1,133,283 $3,898 $5,588 $44,724 $22,008 Paloma Community Park $789,114 $1,058,837 $1,559,168 $1,653,471 Park Rangers $565,085 $677,765 $869,948 $948,209 Outdoor Recreation Program Parks Administration $0 $0 $0 $492,942 Parks North $2,103,994 $2,114,713 $2,094,227 $2,070,538 Parks South $1,802,575 $1,897,497 $1,797,882 $1,839,911 Pioneer Community Park $1,064,703 $1,144,265 $1,296,180 $1,313,757 Rio Vista Community Park $877,633 $945,052 $1,373,359 $1,180,034 Rio Vista Rec Center $1,226,258 $1,364,261 $1,924,503 $1,678,068 Sports Programs - Adult $79,858 $204,343 $512,409 $480,109 Sports Programs - Youth Swimming Pools Trails Maintenance Department Sub-total: $481,285 $615,485 $714,405 $807,199 $1,010,957 $1,246,175 $1,352,204 $1,460,200 $368,235 $448,220 $977,123 $1,028,571 $12,429,421 $13,851,647 $17,640,987 $18,811,019 Planning and Community Development Community Dev Administration $379,335 $409,188 $513,550 $541,412 $1,047,967 $1,222,419 $1,446,972 $2,035,061 $1,427,301 $1,631,606 $1,960,522 $2,576,473 Criminal Investigation $5,389,900 $6,807,333 $7,836,769 $8,910,515 Operations Support $5,836,988 $7,730,361 $7,108,193 $8,753,722 Patrol Services - North $8,032,867 $10,179,024 $11,309,075 $13,170,498 Patrol Services - South $12,815,592 $16,323,733 $18,341,933 $22,548,252 Pd Communications $3,298,484 $3,344,555 $3,998,837 $4,461,865 Pd Technical Support $4,916,417 $5,310,426 $6,192,377 $6,522,312 Police Administration $2,552,029 $3,278,409 $3,355,777 $7,466,110 Staff Services $1,466,422 $1,386,468 $1,631,493 $2,188,914 $538,715 $618,569 $690,303 $742,683 $44,847,413 $54,978,878 $60,464,757 $74,764,871 Planning Department Sub-total: Police Strategic Planning Department Sub-total: Public Works Public Works Administration $752,492 $652,637 $745,480 $814,773 Department Sub-total: $752,492 $652,637 $745,480 $814,773 General Fund Total $153,259,413 $196,037,824 $202,587,674 $232,944,193 450 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Half-Cent Sales Tax Non-Departmental Half Cent Sales Tax $2,940,985 $12,641,583 $11,869,683 $35,806,760 Department Sub-total: $2,940,985 $12,641,583 $11,869,683 $35,806,760 Half-Cent Sales Tax Fund Total $2,940,985 $12,641,583 $11,869,683 $35,806,760 $967,058 $443,487 $3,671,631 $2,370,425 Other Reserve Non-Departmental Economic Development Muni Off Complex Reserve $1,740,973 $1,434,318 $5,640,901 $9,105,996 Department Sub-total: $2,708,031 $1,877,806 $9,312,532 $11,476,421 Other Reserve Fund Total $2,708,031 $1,877,806 $9,312,532 $11,476,421 Special Revenue Funds Grant Arts, Culture and Library Services Library Svc & Technology Grant Department Sub-total: $16,225 $43,443 $12,000 $0 $16,225 $43,443 $12,000 $0 City Attorney St Anti-Racketeering-Cao Department Sub-total: $1,606 $8,394 $18,284 $18,284 $1,606 $8,394 $18,284 $18,284 Fire-Medical Community Paramedicine IGA $24,693 $20,757 $61,426 $0 Homeland Security Grant $89,931 $108,831 $102,688 $57,950 $0 $0 $54,086 $0 Smart & Safe AZ - Fire Tohono O'Odham Grant Department Sub-total: $15,096 $10,125 $131,346 $0 $129,721 $139,712 $349,546 $57,950 Neighborhood & Human Services Adult Day Prg Grant $434,733 $534,341 $388,230 $857,267 $0 $1,247,761 $5,082,239 $677,362 AM/PM Program (Federal Grant) Comm Dev Block Grant $1,241,032 $1,893,965 $2,310,252 $1,870,557 Home Grant $0 $173,907 $941,845 $886,639 Lil' Learners (Federal Grant) $0 $191,542 $158,459 $105,108 Summer Camp Department Sub-total: $0 $234,824 $585,177 $180,167 $1,675,765 $4,276,339 $9,466,202 $4,577,100 451 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Non-Departmental ARPA Grant $0 $3,519,775 $3,208,753 $847,963 ARPA Grant General $0 $84,000 $66,000 $0 $2,231,805 $0 $0 $0 ARPA-Fire ARPA-Health&Social Services $0 $822,592 $3,208,753 $2,233,045 ARPA-Healthy Work Environment $0 $1,086,017 $1,052,034 $393,303 $0 $0 $7,363,026 $4,522,650 $2,088,620 $0 $0 $0 ARPA-Infrastructure ARPA-Police ARPA-Small Business Assistance Department Sub-total: $0 $0 $1,160,000 $250,000 $4,320,425 $5,512,384 $16,058,566 $8,246,961 $125,048 $0 $0 $0 Parks and Recreation AZ S&T Authority Grant Prop 302 Grant Program Department Sub-total: $1,370 $23,916 $280,106 $85,000 $126,418 $23,916 $280,106 $85,000 Police Arizona Criminal Justice System Grant $27,451 $796 $15,000 $15,000 Bulletproof Vest Partnership $7,835 $13,989 $28,069 $44,822 CARES Act - Police $4,368,447 $0 $0 $0 FBI MOU $9,049 $5,779 $19,200 $19,841 Federal DEA IGA $20,558 $24,200 $40,910 $21,069 Federal Forfeiture $42,016 $98,490 $22,500 $19,183 GITEM Grant $103,045 $0 $102,052 $0 Governor of Highway Safety Grants (GOHS) $265,863 $382,530 $508,291 $344,187 Homeland Security CFDA# $96,208 $90,073 $207,128 $186,179 Justice Assistance Grant $84,171 $30,684 $69,435 $45,556 Miscellaneous PD Grants $35,942 $4,500 $55,000 $25,000 Postal Inspection System Grant School Resource Officer IGA $945 $17,445 $8,058 $6,004 $324,803 $360,260 $402,000 $0 Smart & Safe AZ - Police $0 $0 $85,000 $76,984 St Anti-Racketeering-Pd $221,051 $163,473 $213,271 $258,604 Victims Of Crime Act Grant $91,047 $180,478 $531,213 $228,395 Department Sub-total: $5,698,430 $1,372,696 $2,307,127 $1,290,824 Department Sub-total: $0 $0 $0 $0 Grant Fund Total $11,968,589 $11,376,885 $28,491,831 $14,276,119 Water Services 452 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Impact Fees Non-Departmental Fire & Emerg Svc Dev $24,208 $3,736 $0 $0 Fire & Emergency Svc Dev Post 1-1-2012 $0 Fire & Emergency Svc Dev Post 8-1-2014 $1,938,508 $0 $0 $1,499,999 $0 $9,000 Intersection Zone 3 Dev Fee $6,200 $3,982,566 $8,487,798 $6,460,432 $6,021,137 Law Enforcement Dev - Post 8-1-2014 $0 $78,437 $9,000 $6,200 Park IF 2019 Bell to HVR $0 $0 $9,000 $112,235 Park IF 2019 NofHVR & EofAF $23,247 $4,910 $9,000 $42,100 Parks Zone 2 - Post 8-1-2014 $125,672 $55,679 $1,544,841 $0 Parks Zone 3 - Post 8-1-2014 $0 $0 $7,200 $68,665 $668,147 $993,769 $7,469,979 $9,294,517 Department Sub-total: $6,762,347 $9,624,329 $15,518,452 $17,051,053 Impact Fees Fund Total $6,762,347 $9,624,329 $15,518,452 $17,051,053 Streets Zone 3 Dev Fee Other Arts, Culture and Library Services Percent For The Arts $347,248 $835,536 $784,301 $977,142 Department Sub-total: $347,248 $835,536 $784,301 $977,142 Department Sub-total: $0 $0 $0 $0 $2,216 $750 $13,592 $8,000 $2,216 $750 $13,592 $8,000 Ftg Trust Fund (Court) $22,376 $37,301 $0 $0 Municipal Court Enhancement Fd $98,985 $68,300 $173,886 $184,216 $121,361 $105,601 $173,886 $184,216 $0 $0 $0 $350,094 $0 $0 $0 $350,094 Citizen Donations-Pd $30,099 $9,409 $15,100 $5,000 Police Explorer Trust Fd ($504) $1,595 $10,000 $10,000 Department Sub-total: $29,595 $11,004 $25,100 $15,000 Other Fund Total $500,420 $952,892 $996,879 $1,534,452 Fire-Medical Human Resources Employee Event Fund Department Sub-total: Municipal Court Department Sub-total: Neighborhood & Human Services Opioid Settlement Department Sub-total: Police 453 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Streets Development and Engineering Traffic Engineering $1,354,770 $1,469,013 $1,683,001 $1,793,938 $1,354,770 $1,469,013 $1,683,001 $1,793,938 Signs And Striping $1,213,269 $1,140,368 $1,315,985 $1,402,374 Street Maintenance $3,139,447 $3,209,028 $3,922,765 $4,174,439 Streets Admin $1,007,667 $1,076,157 $1,206,668 $1,131,920 Streets Oper Capital Projects $6,899,720 $6,910,065 $9,368,422 $15,410,269 $1,047,093 Department Sub-total: Public Works Sweeper Operations $970,914 $941,663 $1,003,648 $2,965,352 $3,101,030 $3,242,888 $3,537,733 Department Sub-total: $16,196,369 $16,378,310 $20,060,376 $26,703,828 Streets Fund Total $17,551,139 $17,847,324 $21,743,377 $28,497,766 $2,442,057 $2,463,169 $5,167,070 $4,711,080 Department Sub-total: $2,442,057 $2,463,169 $5,167,070 $4,711,080 Transit Fund Total $2,442,057 $2,463,169 $5,167,070 $4,711,080 $11,541,856 $7,352,913 $26,980,438 $28,392,585 Department Sub-total: $11,541,856 $7,352,913 $26,980,438 $28,392,585 Transportation Sales Tax Fund Total $11,541,856 $7,352,913 $26,980,438 $28,392,585 Traffic Signal Maintenance Transit Public Works Transit Division Transportation Sales Tax Non-Departmental Transportation Sales Tax 454 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Enterprise Funds Bond Public Works Future SW Revenue Bonds Department Sub-total: $0 $0 $0 $18,280,751 $0 $0 $0 $18,280,751 $0 $0 $0 $15,813,765 Water Services Future Water Revenue Bonds Future WW Revenue Bonds $0 $0 $0 $11,934,670 Prp W/S Rev Bonds 2021 (Wtr) $3,180,691 $3,784,834 $7,719,672 $4,996,982 Prp W/S Rev Bonds 2021 (WW) $1,919,390 $3,602,867 $9,616,182 $8,646,202 WIFA 2019 Loan (Pinnacle Pk) $311,133 $777,220 $841,170 $496,082 $18,358,953 WIFA 2023 LPP Wellfield $0 $0 $0 WIFA Bonds New River Purchase $89,529 $0 $0 $0 WIFA Loan 2017 (Pyramid Peak) $19,918,317 $11,694,495 $3,874,201 $3,865,990 WIFA Loan 2021 $0 $3,177,609 $13,819,245 $7,328,005 Department Sub-total: $25,419,061 $23,037,025 $35,870,470 $71,440,649 Bond Fund Total $25,419,061 $23,037,025 $35,870,470 $89,721,400 Commercial Front Load $1,761,544 $1,936,714 $2,069,357 $2,314,946 Commercial Roll-Off $603,187 $560,283 $646,518 $676,763 Department Sub-total: $2,364,731 $2,496,997 $2,715,875 $2,991,709 Commercial Sanitation Fund Total $2,364,731 $2,496,997 $2,715,875 $2,991,709 Commercial Sanitation Public Works 455 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Impact Fees Public Works Solid Waste Expansion $105,077 $31,979 $0 $0 $105,077 $31,979 $0 $0 Wastewater Impact Fees - East of Agua Fria $79,137 $2,572,924 $3,951,869 $4,535,544 Wastewater Impact Fees - Post 1-1-2012 $18,700 $435,587 $777,700 $777,700 Department Sub-total: Water Services Wastewater Impact Fees - West of Agua Fria $1,087,796 $2,544,046 $2,636,248 $2,619,720 Water Impact Fees - North of Bell $187,253 $1,515,966 $2,606,822 $2,340,135 Water Impact Fees - North of Bell Rd $1,021,567 $2,047,899 $1,930,364 $2,332,366 Water Impact Fees - Post 1-1-2012 $106,587 $51,727 $1,161,500 $1,065,035 Water Impact Fees - South of Bell Rd $30,622 $14,801 $1,478,767 $2,275,168 Water Impact Fees - Vistancia $276,486 $1,843,460 $5,665,031 $3,160,121 Water Resource Fees - Post 8-1-2014 $161,330 $217,998 $265,270 $265,270 Wtr Expansion $289,570 $430,828 $149,486 $8,282 Department Sub-total: $3,259,047 $11,675,236 $20,623,057 $19,379,341 Impact Fees Fund Total $3,364,124 $11,707,215 $20,623,057 $19,379,341 Other Public Works Drainage Systems Operations $1,267,089 $1,305,839 $1,506,633 $1,476,461 Department Sub-total: $1,267,089 $1,305,839 $1,506,633 $1,476,461 Other Fund Total $1,267,089 $1,305,839 $1,506,633 $1,476,461 Residential Collection $8,074,894 $9,255,843 $10,202,797 $11,978,384 Residential Recycling $3,443,461 $3,810,114 $4,088,531 $4,355,466 Solid Waste Admin $761,077 $717,286 $825,342 $920,692 Solid Waste Environmental $591,628 $633,205 $814,593 $862,102 Department Sub-total: $12,871,059 $14,416,449 $15,931,263 $18,116,644 Residential Sanitation Fund Total $12,871,059 $14,416,449 $15,931,263 $18,116,644 $2,442,296 $98,949 $3,572,521 $5,125,000 Department Sub-total: $2,442,296 $98,949 $3,572,521 $5,125,000 Sanitation Equipment Reserve Fund Total $2,442,296 $98,949 $3,572,521 $5,125,000 Residential Sanitation Public Works Sanitation Equipment Reserve Public Works Solid Waste Eqt Reserve 456 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Sports Complex Parks and Recreation Complex Eqt Reserve Complex Operations/Maint Sports Complex GA Surcharge $199,791 $95,879 $218,121 $196,000 $4,439,311 $4,936,646 $5,372,201 $5,746,800 $139,638 $0 $151,500 $151,500 $0 $0 $100,000 $350,000 Sports Complex Improvement Reserve Spring Training $52,559 $37,536 $0 $730,742 Department Sub-total: $4,831,298 $5,070,062 $5,841,822 $7,175,042 Sports Complex Fund Total $4,831,298 $5,070,062 $5,841,822 $7,175,042 Beardsley Water Reclamation Facility $1,858,124 $1,870,659 $1,861,915 $2,411,204 Butler Water Reclamation Facility $5,574,227 $6,027,674 $6,251,844 $6,404,290 Jomax Water Reclamation Facility $1,393,969 $1,372,557 $1,654,911 $1,900,794 $967,745 $1,091,411 $1,363,877 $1,471,868 Wastewater Collection/Prevention $2,062,029 $2,180,959 $2,491,612 $2,582,328 Ww Debt Service $1,055,924 $498,546 $4,525,299 $5,294,207 Wastewater Water Services Program Enforcement Ww Eqt Reserve $371,825 $0 $203,420 $167,000 $3,965,356 $4,962,107 $31,443,021 $33,035,308 Department Sub-total: $17,249,200 $18,003,914 $49,795,899 $53,266,999 Wastewater Fund Total $17,249,200 $18,003,914 $49,795,899 $53,266,999 Ww Oper Capital Projects 457 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Water Water Services Blue Staking $469,016 $481,829 $506,134 $519,547 $2,963,503 $3,334,310 $3,489,762 $3,633,430 $464,400 $473,048 $457,596 $492,020 $3,225,337 $3,183,196 $3,344,549 $3,755,781 Operational Technology $0 $1,497,879 $1,821,265 $1,881,576 Planning and Engineering $2,452,434 $1,470,848 $1,294,840 $1,351,850 Production Svcs Distribution Services Environmental Resources Greenway Potbl Wtr Trt Plant $4,831,918 $4,818,968 $4,826,003 $5,046,728 Quintero Treatment Plant $360,090 $367,555 $452,005 $465,178 Regulatory Compliance $1,168,179 $1,148,896 $1,467,466 $1,536,864 $513,979 $641,726 $949,377 $976,040 Sustainability & Conservation Utilities Engineering $182 $0 $0 $0 Water Debt Service $789,817 $1,365,530 $8,317,279 $11,227,309 Water Services-Operations Admin $1,267 $0 $0 $0 Water Services-Water/Ww Admin $2,138,334 $1,742,160 $2,366,093 $2,639,735 Water Supply $8,521,945 $10,479,677 $14,823,093 $13,979,476 Wtr Eqt Reserve $304,592 $155,947 $631,103 $738,500 $8,883,519 $12,413,186 $30,338,447 $42,515,013 Department Sub-total: $37,088,512 $43,574,755 $75,085,012 $90,759,047 Water Fund Total $37,088,512 $43,574,755 $75,085,012 $90,759,047 Wtr Oper Capital Projects Internal Service Funds Facilities Public Works Daytime Facility Services $1,813,536 $2,041,357 $2,429,833 $2,731,524 Facilities Admin $306,364 $305,211 $377,268 $408,862 Facilities Operating Projects $530,332 $498,121 $804,079 $912,412 Nighttime Facilities Services $830,152 $839,429 $1,100,104 $1,124,841 Technical Operations $1,871,389 $1,837,576 $1,699,605 $1,760,859 Utility Management $878,489 $951,375 $925,991 $925,981 Department Sub-total: $6,230,262 $6,473,070 $7,336,880 $7,864,479 Facilities Fund Total $6,230,262 $6,473,070 $7,336,880 $7,864,479 $5,334,541 $6,673,555 $7,718,204 $7,900,649 Department Sub-total: $5,334,541 $6,673,555 $7,718,204 $7,900,649 Fleet Maintenance Fund Total $5,334,541 $6,673,555 $7,718,204 $7,900,649 Fleet Maintenance Public Works Fleet Maintenance 458 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Fleet Reserve Public Works Fleet Reserve $2,565,171 Streets/Transit Equipment Reserve $999,068 $4,753,701 $12,778,753 $991,656 $61,875 $454,079 $939,250 Department Sub-total: $3,556,826 $1,060,943 $5,207,780 $13,718,003 Fleet Reserve Fund Total $3,556,826 $1,060,943 $5,207,780 $13,718,003 $9,255,383 $9,976,492 $13,298,378 $15,699,490 $880,258 $745,654 $1,000,483 $1,189,631 Department Sub-total: $10,135,641 $10,722,146 $14,298,861 $16,889,121 Information Technology Fund Total $10,135,641 $10,722,146 $14,298,861 $16,889,121 Res For Personal Comp Eqt $921,783 $466,594 $809,120 $610,787 Res For System Comp Eqt $1,143,350 $618,789 $2,726,261 $3,681,031 Department Sub-total: $2,065,133 $1,085,383 $3,535,381 $4,291,818 Information Technology Reserve Fund Total $2,065,133 $1,085,383 $3,535,381 $4,291,818 $2,338,893 $1,714,239 $3,082,814 $3,291,670 Information Technology Information Technology IT Operations Radio System Operations Information Technology Reserve Information Technology Insurance Reserve City Attorney Claims & Insurance Claims Admin Department Sub-total: $224,788 $236,626 $164,223 $278,051 $2,563,681 $1,950,865 $3,247,037 $3,569,721 Human Resources Employee Benefits - Dental/Vision $1,084,485 $1,103,660 $1,290,000 $1,290,000 Employee Benefits - Health $19,663,439 $18,970,446 $21,378,825 $22,080,269 Workers Compensation Self-Insurance $2,900,009 $1,696,631 $3,018,000 $2,423,000 Department Sub-total: $23,647,933 $21,770,737 $25,686,825 $25,793,269 Insurance Reserve Fund Total $26,211,614 $23,721,602 $28,933,862 $29,362,990 Other Information Technology IT Projects $236,162 $57,589 $38,566 $30,000 Department Sub-total: $236,162 $57,589 $38,566 $30,000 Other Fund Total $236,162 $57,589 $38,566 $30,000 459 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Trust & Agency Funds Other Fire-Medical Vol Firefighter Pension Trust Department Sub-total: $15,300 $13,175 $10,200 $5,100 $15,300 $13,175 $10,200 $5,100 $12,719 $45,274 $0 $0 Non-City Entity PLAY Peoria NFP Trust Westside Fire Training Agency $2,278 $2,884 $0 $0 Department Sub-total: $14,997 $48,158 $0 $0 Other Fund Total $30,297 $61,333 $10,200 $5,100 Future GO Bonds $0 $0 $0 $28,072,654 GO Bonds 2019 $4,687,146 $0 $0 $0 GO Bonds 2021 $7,092,173 $16,037,352 $40,925,210 $17,146,227 Capital Projects Funds Bond Non-Departmental GO Bonds 2022 $0 $0 $13,520,651 $14,140,000 Department Sub-total: $11,779,319 $16,037,352 $54,445,861 $59,358,881 Bond Fund Total $11,779,319 $16,037,352 $54,445,861 $59,358,881 Capital Prj-Outside Sources $1,036,130 $1,324,631 $21,357,294 $24,964,579 Capital Reimbursements from ALCP $6,604,957 $443,140 $3,209,328 $3,976,588 Other Non-Departmental Streets Capital Prj $146,945 $102,099 $499,430 $0 $7,788,032 $1,869,870 $25,066,052 $28,941,167 $0 $0 $7,572,500 $13,887,500 Department Sub-total: $0 $0 $7,572,500 $13,887,500 Other Fund Total $7,788,032 $1,869,870 $32,638,552 $42,828,667 Department Sub-total: Parks and Recreation AZSTA-Sports Complex Improvements 460 Schedule 3 - All Funds Expenditures Fund/Department FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Adopted Go Bonds Debt Service $17,322,280 $18,884,735 $26,551,243 Mda Debt Service $3,175,769 $3,356,511 $0 $0 Non-GO Bond Debt $3,974,782 $3,975,181 $7,136,175 $7,016,482 Debt Service Funds Debt Service Non-Departmental Solar Lease 2017 $23,442,022 $417,494 $416,948 $453,725 $390,518 Department Sub-total: $24,890,325 $26,633,375 $34,141,143 $30,849,022 Debt Service Fund Total $24,890,325 $26,633,375 $34,141,143 $30,849,022 Department Sub-total: $0 $0 $0 $0 Improvement District Fund Total $0 $0 $0 $0 City Total $414,830,360 $474,282,145 $721,915,778 $875,800,802 Improvement District Non-Departmental 461 462 463 Vistas Fairways @ WBV SLID 37 Scottland Hills @ WBV Wildflower Point I Crystal Bay @ Desert Harbor Diamond Cove @ Desert Harbor SLID 51 SLID 54 SLID 55 SLID 56 Parkridge I & II Arrowhead Cove SLID 36 SLID 50 Villas @ Desert Harbor SLID 34 The Boardwalk Crystal Cove SLID 33 SLID 49 83rd Ave & Thunderbird SLID 32 Paseo Verde Estates Westfield Gardens III SLID 31 Olive Park Vistas @ Desert Harbor Unit II SLID 30 SLID 48 Sweetwater Place SLID 29 SLID 47 The Landings @ V.L. includes South Bay SLID 28 Eagle Ridge @ WBV Torrey Pines I & II SLID 27 Calle Lejos Estates Calbrisa SLID 26 SLID 46 Vista Point, Village Terrace II & III @ WBV SLID 25 SLID 45 Country Meadows Unit 11 SLID 24 Paradise Shores Brookside Village I & II SLID 23 SLID 44 The Gardens @ V.L. SLID 22 Steeple Hill Country Meadows Estates SLID 21 SLID 43 Cactus Point Crossing SLID 20 Sweetwater Place II Westfield Gardens 2 SLID 19 Fairway Views @ WBV Arrowhead Shores II SLID 18 SLID 42 Arrowhead Shores I SLID 17 SLID 41 Lakeside Unit 2 @ Ventana Lakes SLID 16 Bridlewood Windwood SLID 15 The Shores @ V.L. The Coves/Ventana Lakes SLID 14 SLID 39 Village Terrace SLID 13 SLID 40 Vistas @ Desert Harbor Phase I Foxwood Unit Four SLID 8 SLID 12 Bell Park & Parcels 2B-8 SLID 7 North Shores @ Ventana Lakes Bell Park Central SLID 6 SLID 11 Shavano SLID 5 Vista Crossing Cypress Point Estates II @ WBV SLID 4 Vista Pinnacle Vistas Avenida II SLID 3 SLID 10 Autumn Point SLID 2 SLID 9 Westfield Gardens Description SLID 1 1,916 $ 3,606 758 3,536 $ $ 2,698 $ $ 22,000 4,819 $ $ 5,099 2,025 $ $ 2,120 4,541 $ 2,573 4,363 $ $ $ 1,237 3,308 $ $ 1,361 10,891 $ $ 3,455 4,250 $ 1,211 $ $ 3,994 7,458 2,455 2,974 $ $ $ $ 3,799 5,510 $ $ 5,601 $ 3,567 4,671 $ $ 370 3,151 16,177 $ $ $ 3,425 3,161 $ $ 1,392 4,931 5,326 4,065 1,714 6,609 2,795 2,644 1,514 $ $ $ $ $ $ $ $ $ 4,022 3,093 $ $ 12,525 4,607 $ $ 3,084 3,125 $ $ 1,967 2,381 2,394 FY2024 $ $ $ SLID 138 SLID 137 SLID 136 SLID 135 SLID 131 SLID 129 SLID 128 SLID 127 SLID 126 SLID 125 SLID 123 SLID 122 SLID 121 SLID 119 SLID 117 SLID 116 SLID 114 SLID 112 SLID 110 SLID 108 SLID 107 SLID 104 SLID 102 SLID 101 SLID 99 SLID 98 SLID 97 SLID 96 SLID 95 SLID 94 SLID 93 SLID 84 SLID 83 SLID 82 SLID 80 SLID 79 SLID 78 SLID 77 SLID 76 SLID 73 SLID 72 SLID 71 SLID 70 SLID 66 SLID 64 SLID 63 SLID 62 SLID 61 SLID 60 SLID 59 SLID 58 SLID 57 Description $ Ironwood Phase 2A Ironwood Phase 1B Ironwood Phase 1A Sun Cliff IV Bay Pointe @ V.L. Fletcher Heights Phase 2B Peoria Mountain Vistas Terramar Parcel 14 Terramar Parcel 13 Terramar Parcel 12 Terramar Parcel 2B Clearview Estates Dove Valley Ranch Parcels 3D & 3E Dove Valley Ranch Parcel 3A $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Tierra Norte V Summersett Village $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,815 2,359 3,406 6,726 8,526 16,395 6,354 2,876 4,330 6,511 6,167 6,493 8,465 3,267 14,661 4,510 16,582 840 2,972 6,374 13,487 4,299 1,211 2,120 3,572 6,219 2,876 3,065 4,969 883 8,568 5,362 8,673 3,405 2,876 3,917 3,579 2,422 10,984 26,342 1,816 $ $ 3,559 337 5,783 6,607 5,753 3,269 1,211 3,141 4,175 11,207 15,962 FY2024 $ $ $ $ $ $ $ $ $ $ $ Fletcher Heights Phase 2A Rose Garden Acres South Bay @ Ventana Lakes Fletcher Heights Phase 1C Fletcher Heights Phase 1B Dove Valley Ranch Parcel 2A3 Terramar Parcel 10A Terramar Parcel 9A Terramar Parcel 7B Terramar Parcel 6 Terramar Parcel 5 Terramar Parcel 4A Terramar Parcel 3 Terramar Parcel 2A Terramar Parcel 1 Fairmont Unit 2 Fairmont Unit 1 Pivotal Peoria Center Tracts C & D Deer Village Unit 4 Deer Village Unit 2 Deer Village Unit 1 Deer Village Unit 3 Silverton Fletcher Heights Phase 1A Country Club Estates @ WBV Teresita Sweetwater Ridge Unit 3 New River Shores Willow Ridge @ WBV Granite Run Legacy Place Cactus Place Arrowhead Horizons Hunter Ridge Sweetwater Ridge Alta Vista Estates Schedule 4 - Improvement Districts Revenues Description SLID 215 SLID 214 SLID 213 SLID 212 SLID 211 SLID 210 SLID 209 SLID 208 SLID 207 SLID 206 SLID 205 SLID 202 SLID 201 SLID 199 SLID 198 SLID 197 SLID 195 SLID 191 SLID 190 SLID 189 SLID 188 SLID 187 SLID 185 SLID 184 SLID 183 SLID 179 SLID 177 SLID 174 SLID 172 SLID 171 SLID 167 SLID 160 SLID 159 SLID 157 SLID 156 SLID 155 SLID 154 SLID 153 SLID 152 SLID 151 SLID 150 SLID 149 SLID 148 SLID 147 SLID 146 SLID 145 SLID 144 SLID 143 SLID 142 SLID 141 SLID 140 SLID 139 Vistancia Village A Par A13 Vistancia Village A Par A14 Vistancia Village Par A 32 Vistancia Village A Par A33 Vistancia Village A Par A36 Vistancia Village A Par A37 Sonoran Mountain Ranch Parcel 2 Sonoran Mountain Ranch Parcel 1 Sunset Ranch West Valley Ranch Tuscany Shores - Desert Harbor Parcel 12 Starlight Canyon Central Park Subdivision Fletcher Heights 3B Fletcher Heights 3A Sun Cliff V South Bay Unit 2 @ Ventana Lakes Westwing Mountain Parcel 12 Westwing Mountain Parcel 11 Westwing Mountain Parcel 10 Westwing Mountain Parcel 9 Westwing Mountain Parcel 8 Westwing Mountain Parcel 6 Westwing Mountain Parcel 5 Westwing Mountain Parcel 4 Westwing Mountain Parcel 1A Desert Star Subdivision Hunter Field Estates Erin Groves 2 Greystone II Heritage @ V.L. Springer Ranch 2 Terramar Parcel 11 Terramar Parcel 7A Dove Valley Ranch Parcel 2F Dove Valley Ranch Parcel 2E Dove Valley Ranch Parcel 2D Dove Valley Ranch Parcel 2B & 2C Dove Valley Ranch Parcel 3F Dove Valley Ranch Parcel 3C Dove Valley Ranch Parcel 3B Dove Valley Ranch Parcel 6 Silverton 2 Sun Aire Estates, UNIT 6 Harbor Shores @ Desert Harbor Ryland @ Silvercreek Sun Cliff III Crosswinds Ironwood Phase 4B Ironwood Phase 4A Ironwood Phase 3B Ironwood Phase 3A Ironwood Phase 2B $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,211 1,514 1,816 2,120 2,270 1,665 4,818 4,692 2,293 2,283 2,422 1,452 5,584 5,315 17,831 5,873 3,631 2,303 2,427 1,949 2,541 2,121 726 364 544 2,904 10,592 1,449 2,533 4,087 2,436 2,725 3,028 3,029 3,786 6,209 2,113 2,485 5,570 6,040 9,984 9,077 2,261 1,335 5,720 1,271 3,510 1,089 908 861 908 1,452 FY2024 464 $ $ $ $ $ $ $ $ $ Vistancia Village A Parcel G10 Vistancia Phase 2 Parcel A-8 Vistancia Phase 2 Parcel A-15 Vistancia North Parcel G-11 Riverstone Estates Vistancia Village A Parcel G3 Vistancia Parcel A-7 Varney Village Vistancia North Parcel G-4 SLID 1005 SLID 1006 SLID 1007 SLID 1008 SLID 1009 SLID 1010 SLID 1011 SLID 1012 Sonoran Mountain Ranch Parcel 14 Vistancia Parcel G2 Vistancia North G-1 Plaza Del Rio Phase I Plaza Del Rio Phase 2 Tierra del Rio Parcel 6 Tierra Del Rio North - Parcel 28 Plaza Del Rio Phase 3 Rio Estates Grand Manor Tierra Del Rio Parcel 10A Tierra del Rio Parcel 9 Tierra Del Rio Parcel 13A Camino a Lago South, Unit 8 Camino a Lago South, Unit 7 Tierra Del Rio Parcel 4a SLID 1016 SLID 1017 SLID 1019 SLID 1020 SLID 1021 SLID 1022 SLID 1023 SLID 1024 SLID 1025 SLID 1029 SLID 1030 SLID 1031 SLID 1032 SLID 1033 SLID 1034 SLID 1035 Vistancia A28 $ Fletcher Farms SLID 1002 SLID 1004 Vistancia A29 $ Vistancia Village A Parcel A9 SLID 1001 SLID 1013 $ Sonoran Mountain Ranch Parcel 10 SLID 1000 SLID 1014 $ Westwing Ph 2 Par 22 SLID 240 $ $ $ $ $ $ 3,038 2,573 3,455 2,696 3,784 2,573 1,246 2,321 $ 3,012 2,573 8,932 1,816 758 2,725 2,270 3,448 2,065 3,330 1,211 425 908 2,547 3,178 908 1,941 1,361 1,185 3,784 2,093 7,064 2,170 $ $ $ $ $ $ $ $ $ $ $ $ 1,627 16,394 $ Casa Del Rey 1,967 3,449 4,720 1,452 3,127 2,120 3,151 5,010 4,808 3,028 3,166 4,210 5,999 3,482 4,337 4,390 908 758 1,788 1,967 FY2024 $ Westwing Ph 2 Par 21 Sonoran Mtn Ranch 9b SLID 237 $ SLID 238 Westwing Ph 2 Par 15 SLID 236 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ SLID 239 Westwing Ph 2 Par 29 Sonoran Mountain Ranch Parcel 6 SLID 229 SLID 235 Sonoran Mountain Ranch Parcel 5 SLID 228 Westwing Ph 2 Par 19 Sonoran Mountain Ranch Parcel 4.2 SLID 227 Westwing Ph 2 Par 18 Sonoran Mountain Ranch Parcel 4.1 SLID 226 SLID 234 Cibola Vista 5 SLID 225 SLID 233 Cibola Vista 4 SLID 224 Sonoran Mountain Ranch Parcel 9A Ph 2 Cibola Vista 3 SLID 223 SLID 232 Cibola Vista 2 SLID 222 Sonoran Mountain Ranch Parcel 7 Cibola Vista 1B SLID 221 Sonoran Mountain Ranch Parcel 9A Ph 1 Cibola Vista 1A SLID 220 SLID 230 Vistancia Village A Par A10B SLID 218 SLID 231 Vistancia Village Par A12 Description SLID 216 SLID 1106 SLID 1105 SLID 1104 SLID 1103 SLID 1102 SLID 1101 SLID 1100 SLID 1099 SLID 1097 SLID 1096 SLID 1091 SLID 1090 SLID 1089 SLID 1088 SLID 1087 SLID 1086 SLID 1085 SLID 1084 SLID 1083 SLID 1082 SLID 1081 SLID 1080 SLID 1078 SLID 1077 SLID 1076 SLID 1075 SLID 1074 SLID 1073 SLID 1072 SLID 1071 SLID 1070 SLID 1069 SLID 1068 SLID 1067 SLID 1065 SLID 1063 SLID 1062 SLID 1061 SLID 1060 SLID 1059 SLID 1058 SLID 1057 SLID 1056 SLID 1055 SLID 1054 SLID 1053 SLID 1050 SLID 1049 SLID 1048 SLID 1046 SLID 1045 SLID 1039 SLID 1038 Description Aloravita Phase 1 Parcel 3 Aloravita Phase 1 Parcel 2 Aloravita Phase 1 Parcel 1 Tierra Del Rio Parcel 20B Tierra Del Rio Parcel 3A Tierra Del Rio Parcel 2 VISTANCIA PARCEL H20 VISTANCIA PARCEL H19 PHASE 1 Terramar Cove Sierra Ridge Estates Sunrise Vista Tierra Del Rio Parcel 21B Tierra Del Rio Parcel 20A & 21A Lizard Trails Vistancia Parcel A21/A22 Vistancia Parcel A18 Peoria Village Tierra Del Rio Parcel 22 Tierra Buena II Sunset Ranch IIH Sunset Ranch IIG Tierra Del Rio Parcel 23 The Meadows Parcel 4B Terramar Parcel 10B Tierra Del Rio Parcel 27 Tierra Del Rio Parcel 10B Sunset Ranch IIF Tierra Del Rio Parcel 13B Tierra Del Rio Parcel 1 Umbria Estates Sunset Ranch IIE Sunset Ranch IID Sunset Ranch IIC The Meadows Parcel 4A Vistancia Parcel F1 Phase 1 Vistancia Parcel F5 Vistancia Parcel F4 PH 3 Vistancia Parcel F4 Ph2 Vistancia Parcel F4 Phase 1 Vistancia Parcel F3 - Phase 2 Vistancia Parcel F3 - Phase 1 The Meadows ParcelL 9 The Meadows Parcel 12B Sunset Ranch IIB The Meadows Parcel 12A The Meadows Parcel 11 Sunset Ranch IIA Tierra Del Rio Parcel 11 Tierra Del Rio Parcel 12 Terramar 9B Tierra Del Rio Parcel 4B Camino a Lago South, Unit 6 Camino a Lago South, Unit 5 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,211 3,457 3,705 3,330 3,007 3,983 549 459 908 2,343 606 1,514 5,603 758 1,514 1,059 2,921 4,541 599 606 606 9,472 6,207 1,514 9,937 1,346 579 1,059 2,120 453 1,059 303 568 7,543 1,211 1,361 606 152 1,211 426 1,059 7,989 6,949 1,487 6,937 8,478 2,109 4,692 5,147 1,665 1,059 4,541 3,784 FY2024 Schedule 4 - Improvement Districts Revenues Description MID 1044 MID 1025 MID 69 MID 10 MID 7 MID 6 MID 5 MID 4 MID 3 MID 2 MID 1 SLID 1149 SLID 1147 SLID 1146 SLID 1144 SLID 1142 SLID 1141 SLID 1140 SLID 1139 SLID 1138 SLID 1137 SLID 1136 SLID 1135 SLID 1134 SLID 1133 SLID 1132 SLID 1131 SLID 1130 SLID 1128 SLID 1127 SLID 1126 SLID 1123 SLID 1121 SLID 1120 SLID 1119 SLID 1118 SLID 1117 SLID 1116 SLID 1115 SLID 1114 SLID 1113 SLID 1112 SLID 1111 SLID 1110 SLID 1109 SLID 1108 SLID 1107 $ $ TOTAL $ $ $ $ $ $ $ $ $ Bedford Village 2 Bedford Village 1 Stonebridge Tierra Norte III Sweetwater Place Westfield Gardens III Crystal Cove Country Meadows Bell Park (Parcel 5) Westfield Gardens II $ $ Cactus Point Crossing $ TOTAL $ $ $ $ $ $ $ $ $ $ $ $ 99,947 2,883 6,550 7,624 14,390 8,280 12,468 20,195 5,113 5,357 4,977 12,110 1,112,609 1,728 3,669 4,403 1,370 2,302 2,201 1,345 3,425 4,860 2,869 2,863 2,289 2,221 1,934 1,593 $ 2,866 2,244 1,468 2,486 1,911 4,872 1,361 1,816 1,665 1,361 908 3,757 3,633 3,633 3,056 1,211 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 7,557 5,422 $ 1,059 1,547 1,481 FY2024 $ $ $ $ Camino a Lago South Parcel 12 Camino a Lago South Parcel 2 Camino a Lago South Parcel 1 Village H at Vistancia Parcel H23 Granite Hills MYSTIC AT LPH PARCEL C MYSTIC AT LPH PARCEL B MYSTIC AT LPH PARCEL D ALORAVITA NORTH PH 2 PARCEL 9 Aloravita North Phase 2 - Parcel 8 Aloravita North Phase 2 - Parcel 7 Aloravita North Phase 2 - Parcel 13 Mystic at Lake Pleasant Heights Parcel A Trenton Park Sonoran Place Phase 2 Sonoran Place Phase 1 Four Seasons at Ventana Lakes The Meadows Parcels 7 & 8 Phase 2 The Meadows Parcels 7 & 8 Phase 1 The Meadows Parcels 1 & 3 Phase 2 The Meadows Parcel 1 & 3 Phase 1 Vistancia Village D Parcel D1 Vistancia Village D Parcel D2 Vistancia Village D Parcel D4 Vistancia Village D Parcel D3B Vistancia Village A Parcel A5 Trailside At Happy Valley Phase 4 Trailside At Happy Valley Phase 3 The Meadows Parcel 2B The Meadows 2A Trailside At Happy Valley Phase 2 Three Olive Park Trailside At Happy Valley Phase 1 Sunset Ranch Parcel IIJ Aloravita Phase 1 Parcel 6 Aloravita Phase 1 Parcel 5 Schedule 5 - Tax Levy and Tax Rate Information DESCRIPTION BUDGET FY 2020 BUDGET FY 2021 BUDGET FY 2022 PROJECTED FY 2023 PROJECTED FY 2024 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $1,122,510,225 $950,000,000 $338,566,292 $611,433,708 $1,232,516,693 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $2,014,370,856 $6,981,809 N/A N/A N/A N/A N/A $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 $2,014,370,856 $23,165,265 $5,841,675 $29,006,940 $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 $5,549,591 $292,084 $22,007,002 $1,158,263 $27,556,593 $1,450,347 $29,006,940 $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] b3. Property Tax Levy Amounts Secondary Assessed Valuation A. Secondary Property Tax Levy B. Primary Property Tax Levy Total Property Tax Levy Amount b4. Property Taxes Collected (Estimated) A. Primary Property Tax - Current Year Prior Year's B. Secondary Property Tax - Current Year Prior Year's Total Current Year's Collections Total Prior Year's Collections Total Property Tax Levy Collected 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 Net full cash assessed value Bond Indebtedness Limitation Debt Outstanding as of 07/01/23 Principal Payments FY24 Proposed Debt FY24 Estimated Debt outstanding FY24 Remaining limitation available 6% Bonds Net full cash assessed value Bond Indebtedness Limitation Debt Outstanding as of 07/01/23 Principal Payments FY24 Proposed Debt FY24 Estimated Debt outstanding FY24 Remaining limitation available Truth in Taxation Calculation $3,336,025,541 $667,205,108 $184,590,446 ($14,575,875) $20,139,294 Previous year's primary levy Current net assessed valuation(AV) $5,483,655 $1,978,995,005 $190,153,865 $477,051,243 $3,336,025,541 $200,161,532 $5,991,095 ($868,785) 9,303,490 $14,425,800 $185,735,732 465 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 $0.2771 $1,978,995,005 $5,483,655 $0.2900 $0.2771 $35,375,851 $98,026 $255,291 466 Schedule 6 - Personnel Summary By Department Budget FY2021 Budget FY2022 Budget FY2023 Base Chg Revised FY2023 Base Chg Budget FY2024 Arts, Culture and Library Services 33.71 35.21 36.00 0.00 36.00 0.00 36.00 City Attorney 26.00 27.00 29.00 0.00 29.00 0.00 29.00 City Clerk 6.00 6.00 6.50 0.00 6.50 0.00 6.50 Development and Engineering 67.00 67.00 72.00 -1.00 71.00 0.00 71.00 Economic Development Services 7.00 7.00 7.00 1.00 8.00 0.00 8.00 Finance and Budget 40.00 40.00 40.00 0.00 40.00 1.00 41.00 Finance Utilities 38.00 38.00 39.00 0.00 39.00 0.00 39.00 Fire-Medical 220.00 221.00 241.00 0.00 241.00 2.00 243.00 Human Resources 21.50 21.50 21.50 0.00 21.50 1.00 22.50 Information Technology 44.00 45.00 47.00 0.00 47.00 0.00 47.00 Leadership and Management 19.00 19.00 19.00 1.00 20.00 -1.00 19.00 Municipal Court 20.90 21.45 23.45 0.00 23.45 0.00 23.45 Neighborhood & Human Services 39.75 40.75 41.75 0.00 41.75 12.80 54.55 Office of Communications 10.00 10.00 10.00 0.00 10.00 0.00 10.00 Parks and Recreation 100.54 102.04 102.00 -3.00 99.00 -9.30 89.70 Planning and Community Development 13.00 13.00 14.00 0.00 14.00 0.00 14.00 Police 304.00 308.00 323.00 0.00 323.00 23.00 346.00 Public Works 169.25 171.25 177.75 0.00 177.75 1.50 179.25 Water Services 98.00 98.00 105.00 0.00 105.00 5.00 110.00 1,277.65 1,291.20 1,354.95 -2.00 1,352.95 36.00 1,388.95 Department City Totals: 467 468 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Arts, Culture and Library Services General Fund 0042 - Arts Commission Arts & Culture Manager Full-Time 0.00 0.00 0.00 0.33 0.33 -0.33 0.00 Arts & Events Superintendent Full-Time 0.33 0.33 0.33 -0.33 0.00 0.00 0.00 Arts & Theater Manager Full-Time 0.33 0.33 0.33 -0.33 0.00 0.00 0.00 Arts Coordinator Part-Time 0.50 0.50 0.50 0.00 0.50 -0.50 0.00 1.16 1.16 1.16 -0.33 0.83 -0.83 0.00 0043 - Peoria Center for Performing Arts Arts & Culture Manager Full-Time 0.00 0.00 0.00 0.34 0.34 0.00 0.34 Arts & Events Superintendent Full-Time 0.34 0.34 0.34 -0.34 0.00 0.00 0.00 Arts & Theater Manager Full-Time 0.34 0.34 0.34 -0.34 0.00 0.00 0.00 0.68 0.68 0.68 -0.34 0.34 0.00 0.34 1509 - ACLS Administration Administrative Assistant II - Classified Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Arts, Culture and Library Services Director Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 2.00 0.00 2.00 0.00 2.00 1510 - Arts and Culture Arts & Culture Manager Full-Time 0.00 0.00 0.00 0.33 0.33 0.33 0.66 Arts & Events Superintendent Full-Time 0.33 0.33 0.33 -0.33 0.00 0.00 0.00 Arts & Theater Manager Full-Time 0.33 0.33 0.33 -0.33 0.00 0.00 0.00 Arts Coordinator Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Recreation Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.66 1.66 1.66 -0.33 1.33 1.33 2.66 1540 - Main Library Arts, Culture & Library Coordinator Full-Time 0.00 0.00 0.00 0.50 0.50 0.00 0.50 Librarian Full-Time 6.25 6.00 5.00 -1.00 4.00 0.00 4.00 Librarian II Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Library & Cultural Svcs Manager Full-Time 0.48 0.48 0.50 0.00 0.50 0.00 0.50 Library Assistant Full-Time 0.00 0.00 0.00 4.00 4.00 0.00 4.00 Library Assistant I Full-Time 1.50 2.00 2.00 -2.00 0.00 0.00 0.00 Library Assistant II Full-Time 1.50 2.00 2.00 -2.00 0.00 0.00 0.00 Library Assistant III Full-Time 1.00 1.00 2.00 0.00 2.00 0.00 2.00 Library Branch Supervisor Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Library Services Coordinator Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 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 0.25 0.25 0.25 0.00 0.25 -0.25 0.00 Sr Librarian Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 16.48 17.23 16.25 0.50 16.75 -0.25 16.50 1550 - Sunrise Mountain Library Arts, Culture & Library Coordinator Full-Time 0.00 0.00 0.00 0.50 0.50 0.00 0.50 Librarian Full-Time 3.50 4.00 4.00 -1.00 3.00 0.00 3.00 Librarian II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 469 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Library & Cultural Svcs Manager Full-Time 0.48 0.48 0.50 0.00 0.50 0.00 0.50 Library Assistant Full-Time 0.00 0.00 0.00 3.00 3.00 0.00 3.00 Library Assistant I Full-Time 3.00 3.25 3.00 -3.00 0.00 0.00 0.00 Library Assistant III Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Library Branch Supervisor Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Library Services Coordinator Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 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 0.25 0.25 0.25 0.00 0.25 -0.25 0.00 Sr Librarian Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 12.73 13.48 13.25 0.50 13.75 -0.25 13.50 Percent for the Arts Fund 0120 - Percent For The Arts Arts Coordinator Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Public Arts Program Manager Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 33.71 35.21 36.00 0.00 36.00 0.00 36.00 Arts, Culture and Library Services Totals: 470 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 City Attorney General Fund 0200 - Civil Assistant City Attorney Full-Time 3.00 3.00 4.00 0.00 4.00 0.00 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 4.00 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 16.00 17.00 0.00 17.00 0.00 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 2.00 0.00 2.00 0.00 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 8.00 0.00 8.00 0.00 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 -1.00 0.00 0.00 0.00 Risk Management Specialist Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 26.00 27.00 29.00 0.00 29.00 0.00 29.00 City Attorney Totals: 471 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 City Clerk General Fund 0150 - City Clerk Administrative Assistant II - Classified Part-Time 0.00 0.00 0.50 0.00 0.50 0.00 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 -1.00 1.00 0.00 1.00 City Clerk Specialist II Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Deputy City Clerk Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Records Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 6.00 6.00 6.50 0.00 6.50 0.00 6.50 6.00 6.00 6.50 0.00 6.50 0.00 6.50 City Clerk Totals: 472 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Development and Engineering General Fund 0650 - Building Development Building Development Manager Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Building Inspections Supervisor Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Building Inspector I Full-Time 8.00 7.00 7.00 0.00 7.00 0.00 7.00 Building Inspector II Full-Time 2.00 3.00 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 -1.00 0.00 0.00 0.00 Deputy Engineering Director Full-Time 0.50 0.50 0.50 -0.50 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 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 2.00 0.00 2.00 0.00 2.00 24.00 24.00 25.00 0.50 25.50 0.00 25.50 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 1.00 0.00 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 Development Agreement Coordinator Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Management Analyst Full-Time 0.00 0.00 1.00 -1.00 0.00 0.00 0.00 Management Assistant Full-Time 3.00 3.00 2.00 0.00 2.00 0.00 2.00 5.00 5.00 6.00 0.00 6.00 0.00 6.00 0810 - Site Development Civil Engineer Full-Time 2.00 2.00 3.00 0.00 3.00 0.00 3.00 Deputy Engineering Director Full-Time 0.50 0.50 0.50 -0.50 0.00 0.00 0.00 Development Plan Reviewer Full-Time 1.00 1.00 0.00 0.00 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 Technician II Full-Time 1.00 1.00 2.00 0.00 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 1.00 1.00 1.00 0.00 1.00 0.00 1.00 8.00 8.00 9.00 -0.50 8.50 0.00 8.50 473 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 1.00 -1.00 0.00 0.00 0.00 11.00 11.00 12.00 -1.00 11.00 0.00 11.00 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 -1.00 5.00 0.00 5.00 Lead Engineering Inspector Full-Time 2.00 2.00 2.00 1.00 3.00 0.00 3.00 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 1.00 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 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 ITS Technician Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Traffic Engineer Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Transportation Planning Engineer Full-Time 1.00 1.00 2.00 0.00 2.00 0.00 2.00 6.00 6.00 7.00 0.00 7.00 0.00 7.00 67.00 67.00 72.00 -1.00 71.00 0.00 71.00 Development and Engineering Totals: 474 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Economic Development Services General Fund 0352 - Economic Development Services Business Attraction Coordinator Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Business Attraction Program Manager Full-Time 0.00 1.00 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 Business Retention & Expansion Program Coordinator Full-Time 0.00 0.00 0.00 1.00 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 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Economic Development Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Economic Development Operations Specialist Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Economic Development Services Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Real Estate Development Project Manager 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 7.00 7.00 7.00 1.00 8.00 0.00 8.00 Economic Development Services Totals: 475 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Finance and Budget General Fund 0400 - Finance Admin Chief Financial Officer Full-Time 1.00 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 0.00 0.00 0.00 0.00 0.00 Revenue Collection Specialist Full-Time 3.00 3.00 2.00 0.00 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 1.00 0.00 1.00 0.00 1.00 Tax & Licensing Specialist II Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 0430 - Management and Budget Budget Analyst Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Budget Coordinator Full-Time 1.00 1.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 Sr Budget Analyst Full-Time 2.00 2.00 3.00 0.00 3.00 0.00 3.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 0.00 0.00 0440 - Materials Management Administrative Assistant II - Classified Full-Time 1.00 1.00 0.00 0.00 0.00 Buyer I Full-Time 1.00 1.00 2.00 0.00 2.00 0.00 2.00 Contract Administrator Full-Time 1.00 1.00 1.00 0.00 1.00 -1.00 0.00 Contract Officer Full-Time 2.00 2.00 2.00 0.00 2.00 1.00 3.00 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 7.00 476 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 1.00 0.00 1.00 0.00 1.00 Storekeeper Full-Time 3.00 3.00 2.00 0.00 2.00 1.00 3.00 5.00 5.00 5.00 0.00 5.00 1.00 6.00 40.00 40.00 40.00 0.00 40.00 1.00 41.00 Finance and Budget Totals: 477 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 1.00 0.00 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 16.00 0.00 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 0.00 0.00 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 1.00 0.00 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 4.00 0.00 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 1.00 0.00 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 39.00 0.00 39.00 0.00 39.00 Finance Utilities Totals: 478 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Fire-Medical General Fund 1200 - Fire Admin Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 -1.00 0.00 Deputy Fire Chief Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Executive Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 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 -1.00 0.00 1.00 1.00 Sr Management Analyst Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 8.00 8.00 8.00 -1.00 7.00 0.00 7.00 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 Marshal Full-Time 0.00 0.00 0.00 1.00 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 -1.00 0.00 0.00 0.00 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 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 Emergency Management Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Logistics Clerk Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 4.00 4.00 0.00 4.00 1.00 5.00 1.00 1.00 1.00 1.00 2.00 0.00 2.00 1.00 1.00 1.00 1.00 2.00 0.00 2.00 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 479 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 34.00 34.00 39.00 0.00 39.00 0.00 39.00 Fire Engineer Full-Time 31.00 31.00 33.00 0.00 33.00 0.00 33.00 Firefighter Full-Time 78.00 78.00 84.00 0.00 84.00 0.00 84.00 155.00 155.00 168.00 0.00 168.00 0.00 168.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1270 - Ambulance Operations Automotive Technician II Full-Time Fire Battalion Chief Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Firefighter Full-Time 35.00 35.00 41.00 0.00 41.00 0.00 41.00 Medical Billing Specialist Full-Time 2.00 2.00 3.00 0.00 3.00 0.00 3.00 Medical Billing Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Pre-Biller Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 40.00 40.00 47.00 0.00 47.00 1.00 48.00 220.00 221.00 241.00 0.00 241.00 2.00 243.00 Fire-Medical Totals: 480 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Human Resources General Fund 0070 - Human Resources Administrative Assistant II - Classified Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Business systems analyst Full-Time 1.00 0.00 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 1.00 2.00 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 1.00 1.00 1.00 0.00 1.00 0.00 1.00 21.50 21.50 21.50 0.00 21.50 1.00 22.50 21.50 21.50 21.50 0.00 21.50 1.00 22.50 Human Resources Totals: 481 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Information Technology Information Technology Fund 3750 - IT Operations Application Systems Analyst Full-Time 5.00 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 1.00 3.00 3.00 0.00 3.00 0.00 3.00 Customer Services Rep II Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Data Architect Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Data Engineer Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Database Administrator Full-Time 1.00 0.00 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 -1.00 0.00 0.00 0.00 IT Project Manager Full-Time 2.00 2.00 2.00 1.00 3.00 0.00 3.00 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 1.00 1.00 2.00 0.00 2.00 IT Technician II Full-Time 5.00 4.00 4.00 0.00 4.00 0.00 4.00 Lead IT Technician Full-Time 0.00 1.00 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 -1.00 0.00 0.00 0.00 Network Administrator Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Network Engineer Full-Time 3.00 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 1.00 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 0.00 0.00 1.00 1.00 0.00 1.00 Systems Engineer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 42.00 43.00 45.00 0.00 45.00 0.00 45.00 3760 - Radio System Operations Application Systems Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead 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 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 44.00 45.00 47.00 0.00 47.00 0.00 47.00 Information Technology Totals: 482 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 City Manager Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Assistant to the City Manager Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Chief of Staff to the City Manager Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 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 -1.00 0.00 15.00 15.00 15.00 -1.00 14.00 -1.00 13.00 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 Strategic Initiatives Manager 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 0027 - Office of Real Estate Development Real Estate Development Officer Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Real Estate Development Project Manager Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 2.00 2.00 2.00 -2.00 0.00 0.00 0.00 0030 - Office of Innovation Director Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Management Analyst Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Sr Management Analyst Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 3.00 3.00 0.00 3.00 19.00 19.00 19.00 1.00 20.00 -1.00 19.00 Leadership and Management Totals: 483 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Municipal Court General Fund 0250 - Municipal Court Associate Judge Full-Time 0.00 1.00 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 0.45 0.00 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 6.00 0.00 6.00 0.00 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 20.45 21.00 23.00 0.00 23.00 0.00 23.00 0.45 0.45 0.45 0.00 0.45 0.00 0.45 0.45 0.45 0.45 0.00 0.45 0.00 0.45 20.90 21.45 23.45 0.00 23.45 0.00 23.45 Municipal Court Enhancement Fd Fund 8062 - Municipal Court Enhancement Fd Judge Pro Tem Full-Time Municipal Court Totals: 484 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 1.00 7.00 Code Compliance Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Neighborhood Services Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 9.00 9.00 9.00 0.00 9.00 1.00 10.00 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 1.00 2.00 0.00 2.00 0.00 2.00 Community Assistance Manager Full-Time 0.80 0.80 1.00 0.00 1.00 0.00 1.00 Community Assistance Superintendent Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Community Engagement Supervisor Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Housing & Development Grants Coordinator Full-Time 0.75 0.75 0.00 0.00 0.00 0.00 0.00 Human Services Coordinator I Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Human Services Coordinator II Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Neighborhood Programs Coordinator Full-Time 0.50 0.50 0.00 0.00 0.00 0.00 0.00 4.80 5.80 5.75 0.00 5.75 0.00 5.75 0590 - Community Engagement Community Engagement Associate Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Community Engagement Coordinator Full-Time 0.00 0.00 2.00 0.00 2.00 0.00 2.00 Neighborhood Imp. Specialist Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 3.00 0.00 3.00 0.00 3.00 1390 - Business Services Administrative Assistant II - Classified Part-Time 0.00 0.00 0.00 0.00 0.00 1.50 1.50 Business Services Manager Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Business Systems Supervisor Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Customer Service Rep I - Classified Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Customer Services Rep I - Classified Full-Time 0.00 0.00 0.00 0.00 0.00 1.30 1.30 Customer Services Rep II Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Lead Customer Services Rep Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Management Analyst Full-Time 0.00 0.00 0.00 0.00 0.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 9.80 9.80 Deputy Director of Neighborhood & Human Services 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 Neighborhood & Human Services 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 1400 - NHS Administration 485 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 1420 - Am/Pm Program Recreation Coordinator Full-Time 1.70 1.70 1.70 0.00 1.70 0.00 1.70 Recreation Manager Full-Time 0.39 0.39 0.39 0.00 0.39 0.00 0.39 Recreation Superintendent Full-Time 0.50 0.50 0.50 0.00 0.50 0.00 0.50 Recreation Supervisor Full-Time 0.60 0.60 0.60 0.00 0.60 0.00 0.60 3.19 3.19 3.19 0.00 3.19 0.00 3.19 1430 - Little Learners Program Recreation Manager Full-Time 0.08 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 0.10 0.10 0.10 0.00 0.10 0.00 0.10 2.23 2.23 2.23 0.00 2.23 0.00 2.23 1440 - Summer Recreation Program Recreation Coordinator Full-Time 0.40 0.40 0.40 0.00 0.40 0.00 0.40 Recreation Manager Full-Time 0.02 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 0.52 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 0.06 0.06 0.06 0.00 0.06 0.00 0.06 Recreation Superintendent Full-Time 0.25 0.25 0.25 0.00 0.25 0.00 0.25 Recreation Supervisor Full-Time 0.25 0.25 0.25 0.00 0.25 0.00 0.25 1.46 1.46 1.46 0.00 1.46 0.00 1.46 1490 - Active Adult Program Family & Youth Services Supervisor Full-Time 0.10 0.10 0.10 0.00 0.10 0.00 0.10 Recreation Coordinator Full-Time 0.75 0.75 0.75 0.00 0.75 0.00 0.75 Recreation Manager Full-Time 0.04 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 1.09 1.09 1.09 0.00 1.09 0.00 1.09 1500 - Adaptive Recreation Program Family & Youth Services Supervisor Full-Time 0.40 0.40 0.40 0.00 0.40 0.00 0.40 Recreation Coordinator Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Recreation Manager Full-Time 0.04 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 0.74 0.74 0.74 0.00 0.74 1.00 1.74 1520 - Teen Program Recreation Coordinator Full-Time 0.20 0.20 0.20 0.00 0.20 0.00 0.20 Recreation Manager Full-Time 0.04 0.04 0.04 0.00 0.04 0.00 0.04 Recreation Superintendent Full-Time 0.15 0.15 0.15 0.00 0.15 0.00 0.15 0.39 0.39 0.39 0.00 0.39 0.00 0.39 486 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 0.35 0.35 0.35 0.00 0.35 0.00 0.35 Recreation Coordinator Full-Time 1.05 1.05 1.05 0.00 1.05 0.00 1.05 Recreation Manager Full-Time 0.33 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 3.13 3.13 3.13 0.00 3.13 0.00 3.13 Community Dev Block Grant Fund 7160 - Comm Dev Block Grant Community Assistance Coordinator Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Community Assistance Manager Full-Time 0.20 0.20 0.00 0.00 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 Full-Time 0.25 0.25 0.00 0.00 0.00 0.00 0.00 Neighborhood Programs Coordinator Full-Time 0.50 0.50 0.00 0.00 0.00 0.00 0.00 0.95 0.95 1.00 0.00 1.00 0.00 1.00 Adult Day Program Grant Fund 7250 - Adult Day Prg Grant Family & Youth Services Programmer Full-Time 0.00 0.00 0.00 2.00 2.00 0.00 2.00 Family & Youth Services Specialist Full-Time 0.00 0.00 0.00 4.00 4.00 1.00 5.00 Family & Youth Services Supervisor Full-Time 0.15 0.15 0.15 0.00 0.15 0.00 0.15 Recreation Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Specialist I Full-Time 4.00 4.00 4.00 -4.00 0.00 0.00 0.00 Recreation Specialist II Full-Time 2.00 2.00 2.00 -2.00 0.00 0.00 0.00 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 1.00 8.25 39.75 40.75 41.75 0.00 41.75 12.80 54.55 Neighborhood & Human Services Totals: 487 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 - Digital Media Digital Media Specialist Full-Time Office of Communications Totals: 488 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Parks and Recreation General Fund 1390 - PRCF Administration Administrative Assistant II - Classified Full-Time 2.50 2.50 1.50 0.00 1.50 -1.50 0.00 Business Services Manager Full-Time 1.00 1.00 1.00 0.00 1.00 -1.00 0.00 Business Systems Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 -1.00 0.00 Customer Service Rep I - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 -1.00 0.00 Customer Services Rep I - Classified Full-Time 1.00 1.00 1.30 0.00 1.30 -1.30 0.00 Customer Services Rep II Full-Time 1.00 1.00 1.00 0.00 1.00 -1.00 0.00 Executive Assistant Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Facilities Operations Tech Full-Time 0.00 1.00 0.00 0.00 0.00 0.00 0.00 Lead Customer Services Rep Full-Time 1.00 1.00 1.00 0.00 1.00 -1.00 0.00 Management Analyst Full-Time 2.00 2.00 2.00 0.00 2.00 -2.00 0.00 Management Assistant Full-Time 0.00 0.00 1.00 0.00 1.00 -1.00 0.00 Parks, Recreation and Community Facilities Director Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 12.50 13.50 10.80 0.00 10.80 -10.80 0.00 1410 - Swimming Pools Aquatics Maintenance Coordinator Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 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 1.00 0.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.00 0.21 0.20 0.00 0.20 0.00 0.20 Recreation Superintendent Full-Time 0.20 0.20 0.34 0.00 0.34 0.00 0.34 Recreation Supervisor Full-Time 0.40 0.40 0.33 0.00 0.33 0.00 0.33 4.60 4.81 3.87 -1.00 2.87 0.00 2.87 1470 - Enrichment - Youth Library & Cultural Svcs Manager Full-Time 0.02 0.02 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator Full-Time 0.40 0.40 0.40 0.00 0.40 0.10 0.50 0.42 0.42 0.40 0.00 0.40 0.10 0.50 1471 - Enrichment - Adult Library & Cultural Svcs Manager Full-Time 0.02 0.02 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator Full-Time 0.10 0.10 0.10 0.00 0.10 0.40 0.50 0.12 0.12 0.10 0.00 0.10 0.40 0.50 1480 - Sports Programs - Youth Recreation Coordinator Full-Time 1.70 1.70 1.00 0.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.00 0.05 0.20 0.00 0.20 0.00 0.20 Recreation Superintendent Full-Time 0.30 0.30 0.33 0.00 0.33 0.00 0.33 Recreation Supervisor Full-Time 1.00 1.00 0.34 0.00 0.34 0.00 0.34 3.00 3.05 1.87 0.00 1.87 0.00 1.87 489 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 1481 - Sports Programs - Adult Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator Full-Time 1.00 0.00 1.00 0.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.00 0.03 0.20 0.00 0.20 0.00 0.20 Recreation Superintendent Full-Time 0.13 0.13 0.33 0.00 0.33 0.00 0.33 Recreation Supervisor Full-Time 0.00 0.00 0.33 0.00 0.33 0.00 0.33 1.24 0.27 1.86 0.00 1.86 0.00 1.86 1531 - Rio Vista Community Park Field Operations and Planning Services Manager Full-Time 0.00 0.00 0.10 0.00 0.10 0.00 0.10 Irrigation Technician Full-Time 0.50 0.50 1.50 0.00 1.50 0.00 1.50 Neighborhood & Comm Parks Manager Full-Time 0.12 0.12 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 Parks & Sports Fac Worker III Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Parks Superintendent Full-Time 0.33 0.33 0.00 0.00 0.00 0.00 0.00 Recreation Superintendent Full-Time 0.13 0.13 0.00 0.00 0.00 0.00 0.00 Sports Facilities Maint Coordinator Full-Time 1.00 1.00 2.00 0.00 2.00 0.00 2.00 4.33 4.33 3.85 0.00 3.85 0.00 3.85 1532 - Rio Vista Rec Center Administrative Assistant II - Classified Full-Time 0.00 0.00 0.20 0.00 0.20 0.00 0.20 Custodian Full-Time 3.00 3.00 0.00 0.00 0.00 0.00 0.00 Customer Services Rep I - Classified Full-Time 2.00 2.00 1.70 0.00 1.70 0.00 1.70 Recreation Coordinator Full-Time 0.30 0.30 1.00 0.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.00 0.25 0.20 0.00 0.20 0.00 0.20 Recreation Programmer Full-Time 2.50 2.00 2.00 0.00 2.00 0.00 2.00 Recreation Superintendent Full-Time 0.50 0.50 0.00 0.00 0.00 0.00 0.00 Recreation Supervisor Full-Time 0.60 0.60 1.00 0.00 1.00 0.00 1.00 8.90 8.65 6.10 0.00 6.10 0.00 6.10 1533 - Pioneer Community Park Field Operations and Planning Services Manager Full-Time 0.00 0.00 0.10 0.00 0.10 0.00 0.10 Irrigation Technician 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 0.00 0.00 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 1.00 0.00 1.00 0.00 1.00 Parks Superintendent Full-Time 0.33 0.33 0.00 0.00 0.00 0.00 0.00 Recreation Superintendent Full-Time 0.13 0.13 0.00 0.00 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 4.32 4.32 2.85 0.00 2.85 0.00 2.85 490 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 1534 - Paloma Community Park Field Operations and Planning Services Manager Full-Time 0.00 0.00 0.10 0.00 0.10 0.00 0.10 Irrigation Technician Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 Parks & Sports Fac Worker III Full-Time 0.00 2.00 3.00 0.00 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 0.34 0.34 1.00 0.00 1.00 0.00 1.00 Recreation Superintendent Full-Time 0.13 0.13 0.00 0.00 0.00 0.00 0.00 5.58 5.58 6.10 0.00 6.10 0.00 6.10 1555 - Parks Administration Administrative Assistant II - Classified Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Management Assistant Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Parks, Recreation and Community Facilities Director Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 1560 - Parks North Administrative Assistant II - Classified Full-Time 0.50 0.50 0.40 0.00 0.40 0.00 0.40 Graffiti Abatement Technician Full-Time 0.50 0.50 0.00 0.00 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 0.25 0.00 0.25 0.00 0.25 Parks & Sports Fac Worker I Full-Time 2.00 2.00 2.00 -2.00 0.00 0.00 0.00 Parks & Sports Fac Worker II Full-Time 2.00 2.00 2.00 -1.00 1.00 0.00 1.00 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 1.00 1.00 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 Superintendent Full-Time 0.11 0.11 1.00 0.00 1.00 0.00 1.00 11.72 11.72 12.15 -3.00 9.15 0.00 9.15 1570 - Parks South Administrative Assistant II - Classified Full-Time 0.50 0.50 0.40 0.00 0.40 0.00 0.40 Graffiti Abatement Technician Full-Time 0.50 0.50 0.00 0.00 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 0.25 0.00 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 -1.00 4.00 0.00 4.00 Parks Maintenance Coordinator Full-Time 1.00 1.00 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 Superintendent Full-Time 0.11 0.11 0.00 0.00 0.00 0.00 0.00 11.72 11.72 11.15 -1.00 10.15 0.00 10.15 491 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 1580 - Facility Maintenance and Operations Custodian Full-Time 0.00 0.00 3.00 0.00 3.00 0.00 3.00 Facilities Operations Tech Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Graffiti Abatement Technician Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Neighborhood & Comm Parks Manager Full-Time 0.00 0.00 0.25 0.00 0.25 0.00 0.25 Parks Maintenance Coordinator Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 5.25 1.00 6.25 0.00 6.25 1590 - Park Rangers Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.25 0.00 0.25 0.00 0.25 Park Ranger Full-Time 7.00 7.00 7.00 0.00 7.00 0.00 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 0.00 0.00 0.00 0.00 0.00 8.24 8.24 8.25 0.00 8.25 0.00 8.25 1600 - Contracted Landscape Maintenance Field Operations and Planning Services Manager Full-Time 0.00 0.00 0.25 0.00 0.25 0.00 0.25 Landscape Coordinator 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 0.00 0.00 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 1.75 0.00 1.75 0.00 1.75 1610 - Trails Maintenance Field Operations and Planning Services Manager Full-Time 0.00 0.00 0.25 0.00 0.25 0.00 0.25 Neighborhood & Comm Parks Manager Full-Time 0.11 0.11 0.00 0.00 0.00 0.00 0.00 Parks & Sports Fac Worker I Full-Time 1.00 2.00 2.00 0.00 2.00 0.00 2.00 Parks & Sports Fac Worker II Full-Time 0.00 0.00 1.00 0.00 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 1.00 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 1.00 0.00 1.00 0.00 1.00 Recreation Superintendent Full-Time 0.13 0.13 0.00 0.00 0.00 0.00 0.00 3.74 5.74 7.75 0.00 7.75 0.00 7.75 492 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 -1.00 0.00 Community Facilities Maintenance Supervisor Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Community Facility Maintenance Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Deputy Director of Parks, Recreation and Community Full-Time Facilities Facilities Technician II Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Field Operations and Planning Services Manager Full-Time 0.00 0.00 0.20 0.00 0.20 0.00 0.20 Irrigation Technician 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 2.00 0.00 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 Full-Time 0.00 0.00 1.00 0.00 1.00 -1.00 0.00 Recreation Coordinator Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Recreation Manager Full-Time 1.00 0.46 0.20 0.00 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 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sports Complex Superintendent 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 Parks and Recreation Totals: 1.00 1.00 1.00 0.00 1.00 0.00 1.00 18.50 17.96 17.90 1.00 18.90 -2.00 16.90 100.54 102.04 102.00 -3.00 99.00 -9.30 89.70 493 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Planning and Community Development General Fund 0600 - Community Dev Administration Administrative Assistant II - Classified Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Development Administration Coordinator Full-Time 1.00 0.00 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 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 0.00 1.00 0.00 1.00 0610 - Planning Associate Planner Full-Time 0.00 1.00 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 -1.00 2.00 0.00 2.00 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 2.00 0.00 2.00 0.00 2.00 Sr Planner Full-Time Planning and Community Development Totals: 3.00 2.00 2.00 1.00 3.00 0.00 3.00 10.00 10.00 11.00 0.00 11.00 0.00 11.00 13.00 13.00 14.00 0.00 14.00 0.00 14.00 494 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 -1.00 0.00 0.00 0.00 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 1.00 1.00 0.00 1.00 0.00 1.00 Police Sergeant Full-Time 1.00 3.00 3.00 0.00 3.00 0.00 3.00 Sr Management Analyst Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 11.00 14.00 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 1.00 1.00 2.00 0.00 2.00 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 1.00 0.00 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 23.00 27.00 0.00 27.00 1.00 28.00 Police Sergeant Full-Time 4.00 4.00 4.00 0.00 4.00 1.00 5.00 Police Services Officer Full-Time 1.00 2.00 2.00 0.00 2.00 0.00 2.00 Police Services Supervisor Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Police Support Assistant Full-Time 1.00 1.00 2.00 0.00 2.00 0.00 2.00 Victim Services Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 37.00 39.00 44.00 1.00 45.00 3.00 48.00 495 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 Animal Control Supervisor Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 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 Community Relations Coordinator Full-Time 0.00 0.00 0.00 2.00 2.00 -1.00 1.00 Police Lieutenant Full-Time 3.00 3.00 4.00 0.00 4.00 0.00 4.00 Police Officer Full-Time 59.00 59.00 65.00 0.00 65.00 5.00 70.00 Police Sergeant Full-Time 8.00 7.00 7.00 0.00 7.00 1.00 8.00 Police Services Officer Full-Time 15.00 14.00 14.00 0.00 14.00 0.00 14.00 Police Services Supervisor Full-Time 2.00 2.00 2.00 -1.00 1.00 0.00 1.00 Public Community Relations Coordinator Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Public Education Specialist Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 97.00 95.00 102.00 0.00 102.00 7.00 109.00 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 5.00 51.00 Police Sergeant Full-Time 5.00 6.00 6.00 0.00 6.00 0.00 6.00 57.00 58.00 58.00 0.00 58.00 5.00 63.00 1025 - Operations Support Civilian Investigator 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 30.00 30.00 30.00 0.00 30.00 4.00 34.00 Police Sergeant Full-Time 7.00 6.00 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 39.00 39.00 0.00 39.00 4.00 43.00 1030 - Pd Technical Support Lead Equipment Coordinator Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Lead Police Support Assistant Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Property Evidence Tech Full-Time 3.00 3.00 4.00 0.00 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 Services Supervisor Full-Time 0.00 0.00 0.00 1.00 1.00 -1.00 0.00 Police Support Assistant Full-Time 8.00 7.00 7.00 -2.00 5.00 1.00 6.00 Property & Evidence Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 13.00 13.00 15.00 -1.00 14.00 0.00 14.00 1040 - Staff Services Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Civilian Investigator Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 496 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Police Hiring and Training Manager Full-Time 0.00 0.00 0.00 1.00 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 4.00 4.00 0.00 4.00 0.00 4.00 Police Recruitment Supervisor Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Police Sergeant Full-Time 1.00 0.00 0.00 1.00 1.00 0.00 1.00 Recruit Training Officer Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 7.00 7.00 8.00 1.00 9.00 1.00 10.00 1050 - Pd Communications Communications Specialist Full-Time 27.00 27.00 27.00 0.00 27.00 3.00 30.00 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 -1.00 0.00 0.00 0.00 35.00 35.00 35.00 -1.00 34.00 3.00 37.00 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 0.00 1.00 1.00 0.00 1.00 0.00 1.00 HR Systems Administrator Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Management Analyst Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Assistant Full-Time 2.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Admin Services Manager Full-Time 1.00 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 6.00 6.00 6.00 0.00 6.00 0.00 6.00 1.00 2.00 2.00 0.00 2.00 0.00 2.00 1.00 2.00 2.00 0.00 2.00 0.00 2.00 304.00 308.00 323.00 0.00 323.00 23.00 346.00 Victims of Crime Act Grant Fund 7710 - Victims Of Crime Act Grant Victim Advocate Full-Time Police Totals: 497 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 0.00 0.00 0.00 0.00 0.00 0.00 Management Analyst Full-Time 0.00 1.00 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 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 Solid Waste Inspector Full-Time 1.00 0.00 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 3.00 3.00 0.00 3.00 0.00 3.00 2760 - Residential Collection Equipment Operator Full-Time 27.00 28.00 30.00 0.00 30.00 0.00 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 33.80 35.80 0.00 35.80 0.00 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 4.00 4.00 0.00 4.00 0.00 4.00 4.00 5.00 5.00 0.00 5.00 0.00 5.00 498 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 Automotive Technician Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 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 1.00 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 Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 14.00 14.00 15.00 0.00 15.00 0.00 15.00 499 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 0.00 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 2.00 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 2.00 0.00 2.00 0.00 2.00 10.75 10.75 11.75 0.00 11.75 0.00 11.75 3690 - Facilities Operating Projects City Security Systems Coordinator Full-Time 1.00 0.00 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 3.00 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 Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Facilities Technician II 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 9.00 500 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 ITS Technician Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Lead Traffic Signal Technician Full-Time 1.00 2.00 2.00 0.00 2.00 0.00 2.00 Traffic Signal Specialist Full-Time 3.00 4.00 4.00 0.00 4.00 0.00 4.00 Traffic Signal Technician Assistant Full-Time 1.00 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 7.00 7.00 0.00 7.00 1.00 8.00 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 4.00 4.00 0.00 4.00 0.00 4.00 Public Works Project Manager Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Street Maintenance Supervisor Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Street Maintenance Worker Full-Time 5.00 4.00 4.00 0.00 4.00 0.00 4.00 16.00 16.00 18.00 0.00 18.00 0.00 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 5.00 501 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Public Transit Fund 7200 - Transit Division Administrative Assistant II - Classified Full-Time 0.00 1.00 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 5.00 0.00 5.00 0.50 5.50 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 10.50 11.00 0.00 11.00 0.50 11.50 169.25 171.25 177.75 0.00 177.75 1.50 179.25 Public Works Totals: 502 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 Water Services Water Fund 2050 - Water Services-Water/Ww Admin Administrative Assistant II - Classified Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Business Systems Analyst Full-Time 1.00 0.00 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 Water Policy Administrator Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Water Resources Policy Analyst Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Water Services Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 5.00 4.00 5.00 0.00 5.00 0.00 5.00 2060 - Greenway Potbl Wtr Trt Plant Administrative Assistant II - Classified Full-Time 0.00 1.00 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 10.60 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 1.00 1.00 0.00 1.00 0.00 1.00 Lead SCADA Instrumentation Control Spclst Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 SCADA Instrument Control Spclst Full-Time 0.00 4.00 4.00 0.00 4.00 1.00 5.00 SCADA Supervisor Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Mechanic II Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 8.00 8.00 0.00 8.00 1.00 9.00 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 1.00 0.00 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 1.00 2.00 0.00 2.00 0.00 2.00 Utility System Operator II Full-Time 4.00 5.00 4.00 0.00 4.00 0.00 4.00 8.20 8.20 9.20 0.00 9.20 0.00 9.20 503 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 Plant Operator I Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 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 4.00 5.00 6.00 0.00 6.00 0.00 6.00 Utility System Operator II Full-Time 6.00 5.00 5.00 0.00 5.00 0.00 5.00 13.55 13.55 14.55 0.00 14.55 1.00 15.55 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 Environmental Conservation Ast Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sustainability & Water Conservation Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Water Conservation Specialist Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 2.00 2.00 3.00 0.00 3.00 0.00 3.00 2115 - Planning and Engineering CIP Project Manager I Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 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 Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 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 Planning & Operations Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 SCADA Instrument Control Spclst Full-Time 4.00 0.00 0.00 0.00 0.00 0.00 0.00 SCADA Supervisor Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Utility Mechanic II Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Water Policy Administrator Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 12.00 4.00 5.00 0.00 5.00 0.00 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 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 1.00 0.00 1.00 0.00 1.00 Environmental Compliance Inspector Full-Time 1.00 1.00 1.50 0.00 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 0.50 0.00 0.50 0.00 0.50 6.25 6.25 6.25 0.00 6.25 0.00 6.25 504 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2021 Budget FY 2022 Budget FY 2023 Base Change Revised FY 2023 Change in Position Budget FY 2024 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 2.00 4.00 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 2.00 7.00 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 - Program Enforcement Environmental Chemist Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Environmental Compliance Inspector Full-Time 3.00 3.00 2.50 0.00 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 1.50 0.00 1.50 0.00 1.50 5.25 5.25 6.25 0.00 6.25 0.00 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 Utility Treatment Supervisor Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 4.00 4.00 0.00 4.00 1.00 5.00 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 1.00 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 0.00 1.00 0.00 1.00 0.00 1.00 Utility Plant Operator II Full-Time 5.00 6.00 6.00 0.00 6.00 0.00 6.00 Utility Treatment Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 11.00 11.00 12.00 0.00 12.00 0.00 12.00 Water Services Totals: 98.00 98.00 105.00 0.00 105.00 5.00 110.00 City Total 1,277.65 1,291.20 1,354.95 -2.00 1,352.95 36.00 1,388.95 505 506 Schedule 8 - Debt Service ORIGINAL OUTSTANDING ISSUE 6/30/2023 PRINCIPAL INTEREST ISSUANCE CONTRACT TOTAL COSTS PAYMENTS REQUIREMENTS GENERAL OBLIGATION BONDS Existing Debt: GO Series 2012A $14,715,000 $8,305,000 $735,000 $266,987 $0 $100 $1,002,087 GO Series 2015A $30,325,000 $22,190,000 $1,360,000 $747,782 $0 $250 $2,108,032 GO Series 2015B $66,425,000 $36,005,000 $7,095,000 $1,319,319 $0 $400 $8,414,719 GO Series 2019 $30,420,000 $25,250,000 $1,030,000 $928,900 $0 $275 $1,959,175 GO Series 2021 $55,880,000 $54,360,000 $2,045,000 $1,567,800 $0 $625 $3,613,425 GO Series 2022 $23,810,000 $23,810,000 $1,360,000 $1,081,306 $0 $275 $2,441,581 2019 WIFA Loan - Section 12 Drainage $6,288,130 $4,597,988 $237,457 $71,758 $0 $50 $309,265 WIFA 2021 - Reclaimed Water Pipeline $17,764,029 $16,063,553 $713,418 $290,221 $0 $175 $1,003,814 $245,627,159 $190,581,541 $14,575,875 $6,274,073 $0 $2,150 $20,852,098 $29,442,784 $29,442,784 $868,785 $1,436,361 $284,428 $325 $2,589,899 $275,069,943 $220,024,325 $15,444,660 $7,710,434 $284,428 $2,500 $23,441,997 Sub-Total Existing GO Debt Proposed Debt: Proposed GO Debt Total GO Debt DIRECT PURCHASE DEBT 2017 WF Direct Purchase (2006 MDA) $3,220,000 $1,315,000 $430,000 $22,110 $0 $2,000 $454,110 2017 WF Direct Purchase (2008 MDA) $25,755,000 $10,095,000 $3,310,000 $198,872 $0 $2,000 $3,510,872 2022 MDA Refunding (2011 & 2012 MDA) $21,495,000 $21,015,000 $2,050,000 $999,500 $0 $2,000 $3,051,500 Ameresco Solar Project $5,199,304 $4,337,839 $208,221 $181,297 $0 $1,000 $390,518 $55,669,304 $36,762,839 $5,998,221 $1,401,779 $0 $7,000 $7,407,000 $18,280,751 $18,280,751 $555,975 $919,192 $0 $0 $1,475,167 $18,280,751 $18,280,751 $555,975 $919,192 $0 $0 $1,475,167 Total Direct Purchase Debt SOLID WASTE REVENUE BONDS Proposed Debt: Proposed Solid Waste Revenue Bonds Total Solid Waste Revenue Bonds WATER & SEWER REVENUE BONDS Existing Debt: WIFA 2009 - Beardsley WRF PH3 $4,371,597 $1,758,255 $250,026 $53,440 $0 $22 $303,488 WIFA 2015 - New River Utilities $14,000,000 $9,833,488 $653,637 $227,875 $0 $154 $881,666 WIFA 2017 - Pyramid Peak Water $49,013,733 $38,372,251 $2,300,181 $984,898 $0 $616 $3,285,695 WIFA 2023 - LPP Wellfield $34,062,500 $34,062,500 $1,187,234 $1,414,141 $0 $528 $2,601,903 2020 Water & Sewer Revenue Bonds Refunding $35,190,000 $26,300,000 $4,795,000 $1,116,525 $0 $418 $5,911,943 2022 Water & Sewer Revenue Bonds $28,955,000 $28,955,000 $730,000 $1,266,350 $0 $462 $1,996,812 $165,592,830 $139,281,494 $9,916,078 $5,063,229 $0 $2,200 $14,981,507 $27,748,435 $27,748,435 $580,413 $959,596 $0 $0 $1,540,009 Total Water & Sewer Revenue Bonds $193,341,265 $167,029,929 $10,496,491 $6,022,825 $0 $2,200 $16,521,516 GRAND TOTALS $542,361,263 $442,097,844 $32,495,347 $16,054,230 $284,428 $11,700 $48,845,680 Sub-total Existing Water & Sewer Revenue Debt Proposed Debt: Proposed Water/Sewer Revenue Bonds 507 508 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Drainage 67th Ave & Pinnacle Pk Regional Drainage Improvements EN00651 4254 - GO Bonds 2021 $3,197,125 EN00651 4255 - GO Bonds 2022 $8,000,000 EN00651 4810 - Capital Projects-Outside Srces $13,525,450 Project Total $24,722,575 75th Av & Olive Av Regional Basin EN00792 4256 - Future GO Bonds $300,000 Project Total $300,000 83rd Ave/Peoria Ave/Grand Ave Drainage Improvements EN00740 4254 - GO Bonds 2021 $638,000 EN00740 4810 - Capital Projects-Outside Srces $550,000 Project Total $1,188,000 91st Ave & Hatfield Rd Drainage Facilities EN00631 4254 - GO Bonds 2021 $100,000 Project Total $100,000 Neighborhood Drainage Program EN00458 4254 - GO Bonds 2021 $968,000 Project Total $968,000 New River Trail Erosion Repair EN00808 4256 - Future GO Bonds $591,400 Project Total $591,400 Olive Av & 99th Av - Storm Drain Outfall Repair EN00680 4254 - GO Bonds 2021 $250,000 Project Total $250,000 Section 12 Neighborhood Drainage Improvements EN00119 2272 - WIFA 2019 Loan (Pinnacle Pk) EN00119 4254 - GO Bonds 2021 $491,170 $23,576 Project Total $514,746 Drainage Total $28,634,721 509 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Economic Development Downtown Parcel Assembly & Tenant Improvements ED00024 1210 - Half Cent Sales Tax $473,409 Project Total $473,409 Downtown Redevelopment EN00646 1000 - General $2,000,000 EN00646 1210 - Half Cent Sales Tax $9,900,000 EN00646 1900 - Economic Development $1,740,130 EN00646 7000 - Highway User $1,500,000 Project Total $15,140,130 Economic Development Agreements ED00031 1000 - General $500,000 ED00031 1210 - Half Cent Sales Tax ED00031 1900 - Economic Development $5,748,000 $630,295 Project Total $6,878,295 Padres Parking Lot and Paradise Lane EN00767 1210 - Half Cent Sales Tax $950,000 Project Total $950,000 Peoria Sports Complex Auxiliary Field and Parking Improvements CS00257 1210 - Half Cent Sales Tax $11,985,760 Project Total $11,985,760 Sports Complex Well Relocation UT00391 1210 - Half Cent Sales Tax UT00391 2050 - Water $3,089,840 $520,000 Project Total $3,609,840 Economic Development Total $39,037,434 510 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Operational Facilities Arts Distribution FY2024 AT02024 2274 - WIFA 2023 LPP Wellfield $168,450 AT02024 2227 - Future Water Revenue Bonds $87,265 AT02024 2222 - Prp W/S Rev Bonds 2021 (Wtr) $49,476 AT02024 2271 - WIFA Loan 2017 (Pyramid Peak) $16,789 AT02024 2272 - WIFA 2019 Loan (Pinnacle Pk) $4,912 AT02024 2273 - WIFA 2021 Loan (Reclaimed Water) $72,555 AT02024 2453 - Prp W/S Rev Bonds 2021 (WW) $85,606 AT02024 2457 - Future WW Revenue Bonds $117,670 AT02024 2647 - Future SW Revenue Bonds $123,149 AT02024 4254 - GO Bonds 2021 $148,419 AT02024 4255 - GO Bonds 2022 $140,000 AT02024 4256 - Future GO Bonds $204,235 AT02024 1000 - General $116,500 AT02024 7125 - ARPA Grant $22,649 AT02024 1210 - Half Cent Sales Tax $269,420 AT02024 2161 - Water Expansion AT02024 2162 - Water Impact Fees - Post 1-1-2012 $10,185 AT02024 2163 - Water Impact Fees - South of Bell Rd $21,221 AT02024 2164 - Water Impact Fees - North of Bell Rd $15,764 AT02024 2165 - Water Impact Fees - Vistancia $36,106 AT02024 2166 - Wtr IF 2019 N of Bell $22,972 AT02024 2506 - Wastewater Impact Fees - East of Agua Fria $40,669 AT02024 2507 - Wastewater Impact Fees - West of Agua Fria $25,740 AT02024 2509 - Wastewater Impact Fees - Post 1-1-2012 $7,700 AT02024 7003 - Streets Dev Zone 2 - Post 8-1-2014 $80,819 AT02024 7006 - Street IF 2014 WofAguaFria $9,314 AT02024 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $7,977 AT02024 1970 - Municipal Asset Reserve $37,684 AT02024 2004 - AZSTA Sports Complex Improvements $137,500 AT02024 4550 - Other Capital $30,000 AT02024 2003 - Sports Complex GA Surcharge $1,500 AT02024 7000 - Highway User $112,137 AT02024 7010 - Transportation Sales Tax $247,891 AT02024 2400 - Wastewater $285,049 AT02024 2050 - Water $82 $363,741 Project Total $3,121,146 Arts, Culture and Library Services Facility Refurbishment AL00001 1000 - General $291,500 Project Total 511 $291,500 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Building Equipment Emergency Repairs PW00051 1970 - Municipal Asset Reserve $350,000 Project Total $350,000 Building Equipment Refurbishment and Replacement PW00050 1970 - Municipal Asset Reserve $2,410,210 Project Total $2,410,210 Building Fixture and Finish Renovation PW00060 1970 - Municipal Asset Reserve $1,005,000 Project Total $1,005,000 Bus Stop Improvement Program EN00673 7010 - Transportation Sales Tax $1,059,116 Project Total $1,059,116 Chargeback Distribution FY2024 CB02024 2457 - Future WW Revenue Bonds $50,000 CB02024 2647 - Future SW Revenue Bonds $34,730 CB02024 4256 - Future GO Bonds $287,348 CB02024 1000 - General $35,280 CB02024 1210 - Half Cent Sales Tax $132,160 CB02024 2163 - Water Impact Fees - South of Bell Rd $10,000 CB02024 7006 - Street IF 2014 WofAguaFria $60,000 CB02024 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $34,338 CB02024 1970 - Municipal Asset Reserve $76,530 CB02024 4550 - Other Capital $25,000 CB02024 7000 - Highway User $88,648 CB02024 7010 - Transportation Sales Tax $540,670 CB02024 2400 - Wastewater $4,696 CB02024 2050 - Water $46,711 Project Total $1,426,111 City Hall Renovation PW00516 1000 - General $4,000,000 Project Total $4,000,000 Citywide Security Camera Replacements IT00038 3400 - IT Reserve $253,000 IT00038 1970 - Municipal Asset Reserve $304,186 Project Total 512 $557,186 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Citywide Security Program PW00506 1970 - Municipal Asset Reserve $529,538 Project Total $529,538 Citywide Telecommunications Infrastructure Upgrade IT00005 3400 - IT Reserve $104,368 Project Total $104,368 Community Works Program COP0001 1000 - General $250,000 COP0001 7000 - Highway User $850,000 Project Total $1,100,000 Council Chambers Building Repair Program PW00510 4254 - GO Bonds 2021 $144,038 Project Total $144,038 Disaster Recovery Infrastructure Replacement IT00043 3400 - IT Reserve $250,000 Project Total $250,000 Electric Vehicle Infrastructure & Emergency Power PW00602 1000 - General $165,000 Project Total $165,000 Enhanced Abatement Program NH00009 1210 - Half Cent Sales Tax $187,500 Project Total $187,500 Fleet Maintenance Shop Awning PW00604 1000 - General $25,405 Project Total $25,405 Fleet Shop Replacement PW00308 2647 - Future SW Revenue Bonds $18,122,872 PW00308 4254 - GO Bonds 2021 $1,750,000 PW00308 4256 - Future GO Bonds $8,881,657 PW00308 7000 - Highway User $3,116,477 PW00308 2400 - Wastewater $490,997 PW00308 2050 - Water $1,224,543 Project Total 513 $33,586,546 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Fuel Island Replacement at Fire Station No. 3 PW00545 4254 - GO Bonds 2021 $727,863 PW00545 4256 - Future GO Bonds $275,000 Project Total $1,002,863 Impact Fee Study CD00007 7003 - Streets Dev Zone 2 - Post 8-1-2014 $20,500 CD00007 7006 - Street IF 2014 WofAguaFria $20,500 CD00007 7932 - Law Enforcement Dev - Post 8-1-2014 $6,200 CD00007 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $6,200 CD00007 7943 - Parks Zone 3-Post 8/1/14 $5,000 CD00007 7944 - Park IF 2019 Bell to HVR $9,000 CD00007 7945 - Park IF 2019 NofHVR & EofAF $9,000 Project Total $76,400 Infrastructure Cabling IT00037 3400 - IT Reserve $318,354 Project Total $318,354 Main Entry Security Enhancements at Sunrise Mountain Library AL00002 1000 - General $65,000 Project Total $65,000 Municipal Complex Entry Plaza Improvements CS00243 1970 - Municipal Asset Reserve $1,415,175 Project Total $1,415,175 Neighborhood and Human Services ADA Compliance NH00006 1000 - General $160,000 Project Total $160,000 Neighborhood and Human Services Facility Refurbish NH00007 1111 - Percent for the Arts $440,000 Project Total $440,000 Network Infrastructure Replacement - Channel 11 IT00042 3400 - IT Reserve $68,750 Project Total $68,750 Network Infrastructure Replacement - DCSB IT00015 3400 - IT Reserve $290,913 Project Total 514 $290,913 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Network Infrastructure Replacement - Microwave WAN IT00026 3400 - IT Reserve $126,000 Project Total $126,000 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 - Security IT00021 3400 - IT Reserve $700,000 Project Total $700,000 Network Infrastructure Replacement - Tech Center Core IT00008 4254 - GO Bonds 2021 $28,083 Project Total $28,083 Network Infrastructure Replacement - Technology Center IT00041 3400 - IT Reserve $77,000 Project Total $77,000 Network Infrastructure Replacement - Wi-Fi IT00036 3400 - IT Reserve $47,444 Project Total $47,444 PCPA Ticket Office and Concessions Renovation NH00003 1000 - General $456,630 Project Total $456,630 Police Department Servers and SAN Replacement IT00040 3400 - IT Reserve $550,000 Project Total $550,000 Public Art Commission and Installation AL00003 1111 - Percent for the Arts $355,000 Project Total $355,000 Public Safety Admin Building EOC Renovations PW00540 4254 - GO Bonds 2021 $20,000 515 Schedule 9 - Capital Improvement Budget Project Funding Source PW00540 4256 - Future GO Bonds FY 2024 $860,809 Project Total $880,809 Public Safety Building Needs PW00090 1970 - Municipal Asset Reserve $722,572 Project Total $722,572 Radio Subscriber Replacements IT00018 3400 - IT Reserve $209,952 Project Total $209,952 Sports Complex Maintenance Building CS00240 4254 - GO Bonds 2021 $602,414 CS00240 4256 - Future GO Bonds $5,338,236 Project Total $5,940,650 Operational Facilities Total $64,769,509 516 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Parks & Recreation Mountain Trail Improvements CS00217 4254 - GO Bonds 2021 $357,944 Project Total $357,944 New River Trail Connections CS00202 4254 - GO Bonds 2021 $150,000 Project Total $150,000 New River Trail Pedestrian & Shade Program EN00750 1000 - General $270,000 Project Total $270,000 New River Trail; Jomax Rd to CAP and CAP to LPP CS00162 1000 - General $192,540 Project Total $192,540 New River Trailhead South CS00088 4256 - Future GO Bonds CS00088 4810 - Capital Projects-Outside Srces $2,795,361 $5,130 Project Total $2,800,491 Park and Recreation Facility Refurbishment CS00185 1000 - General $850,000 CS00185 2003 - Sports Complex GA Surcharge $150,000 Project Total $1,000,000 Park Court Renovations CS00247 1000 - General $150,000 Project Total $150,000 Park Playground Improvements CS00248 1000 - General $550,000 Project Total $550,000 Parks and Recreation ADA Compliance CS00177 1000 - General $150,000 Project Total $150,000 Parks and Recreation Plan CS00067 1000 - General $371,544 CS00067 7943 - Parks Zone 3-Post 8/1/14 $63,665 CS00067 7944 - Park IF 2019 Bell to HVR $103,235 517 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 CS00067 7945 - Park IF 2019 NofHVR & EofAF $33,100 CS00067 4550 - Other Capital $114,243 Project Total $685,787 Parks Refresh Program CS00019 1000 - General $1,200,000 Project Total $1,200,000 Pioneer Community Park CS00234 1000 - General $804,250 Project Total $804,250 Reclaimed Water Connections CS00259 1000 - General $50,000 Project Total $50,000 Retention Basin Refresh Program CS00004 1000 - General $624,700 Project Total $624,700 Rio Vista Skate Park CS00215 1000 - General $250,000 Project Total $250,000 Sports Complex Improvements CS00213 2004 - AZSTA Sports Complex Improve $13,750,000 Project Total $13,750,000 Stadium Trail Phase 1 CS00146 4254 - GO Bonds 2021 CS00146 7010 - Transportation Sales Tax $9,182 $816,595 Project Total $825,777 Stadium Trail Phase 2 CS00232 4254 - GO Bonds 2021 $246,583 Project Total $246,583 Veteran's Trail CS00260 1000 - General $300,000 Project Total 518 $300,000 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Water Conservation Program CS00208 1000 - General $899,891 Project Total $899,891 Parks & Recreation Total $25,257,963 519 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Public Safety Evidence Processing Improvements at Public Safety Administration Building PD00027 1000 - General $790,768 Project Total $790,768 Fire Station No. 1 Finishes Refresh FD00043 1970 - Municipal Asset Reserve $386,000 Project Total $386,000 Fire Station No. 1 Remodel FD00033 1970 - Municipal Asset Reserve $548,528 Project Total $548,528 Fire Station No. 3 Remodel FD00034 1970 - Municipal Asset Reserve $592,739 Project Total $592,739 Gene Mason Fallen Heroes Memorial Expansion at Fire Station No. 1 FD00037 1970 - Municipal Asset Reserve $727,834 Project Total $727,834 Glendale Regional Public Safety Training Center (GRPSTC) Investment PD00033 4256 - Future GO Bonds $6,000,000 Project Total $6,000,000 Mobile and Portable Radios Replacement FD00014 4550 - Other Capital $807,345 Project Total $807,345 Peoria Police Department Evidence Facility PD00031 1000 - General $1,000,000 Project Total $1,000,000 Public Safety Admin Building Locker Room Improvements PD00026 4254 - GO Bonds 2021 PD00026 4256 - Future GO Bonds $95,000 $1,286,901 Project Total $1,381,901 Public Safety Facility FD00008 4256 - Future GO Bonds $1,251,707 FD00008 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $1,457,684 Project Total 520 $2,709,391 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Self-Contained Breathing Apparatus FD00017 1000 - General $209,039 Project Total $209,039 Public Safety Total $15,153,545 521 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Streets 103rd Av; Northern Ave to Olive Ave EN00422 7010 - Transportation Sales Tax $695,000 Project Total $695,000 135th Av; Ridgeline Rd to Montansoro Ln Roadway Improvements EN00757 4810 - Capital Projects-Outside Srces $1,044,641 Project Total $1,044,641 67th Av Widening; Pinnacle Peak to Happy Valley EN00100 7003 - Streets Dev Zone 2 - Post 8-1-2014 $7,309,311 EN00100 4810 - Capital Projects-Outside Srces $8,077,140 EN00100 7010 - Transportation Sales Tax $3,000,000 Project Total $18,386,451 75th Av & Thunderbird Rd Intersection Modifications EN00791 4810 - Capital Projects-Outside Srces $61,661 Project Total $61,661 75th Ave; Grand Ave to Thunderbird Rd Landscape Enhancement EN00592 7010 - Transportation Sales Tax $200,000 Project Total $200,000 77th Av Cul de Sac and Unpaved Parking Lot EN00812 1210 - Half Cent Sales Tax $477,000 Project Total $477,000 Bridge Maintenance & Guardrail Replacement Program EN00243 7010 - Transportation Sales Tax $300,000 Project Total $300,000 City Parking Lots - Parks & Facilities PW00995 4254 - GO Bonds 2021 $650,000 Project Total $650,000 Deer Valley Rd; 109th Av to Lake Pleasant Pkwy EN00395 7010 - Transportation Sales Tax $300,000 Project Total $300,000 Downtown Intersection Lighting EN00668 7010 - Transportation Sales Tax $340,000 Project Total 522 $340,000 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 El Mirage Rd; L303 to Jomax Rd EN00537 7006 - Street IF 2014 WofAguaFria $931,323 Project Total $931,323 Engineering ADA Accessibility EN00025 7000 - Highway User $401,987 Project Total $401,987 Grand Ave - Wrought Iron Fence Concrete Footing EN00728 7010 - Transportation Sales Tax $652,707 Project Total $652,707 Happy Valley Rd & 98th Ave Intersection/Median Mods (Lake Pleasant & Mountain Side Crossing) EN00780 7010 - Transportation Sales Tax $2,667,350 Project Total $2,667,350 Jomax Rd Improvements; 72nd Dr to 75th Av EN00591 7003 - Streets Dev Zone 2 - Post 8-1-2014 $1,795,587 EN00591 7010 - Transportation Sales Tax $1,628,342 Project Total $3,423,929 LED Streetlight Conversion - RESIDENTIAL PW11161 7010 - Transportation Sales Tax $1,221,000 Project Total $1,221,000 LPP; Yearling Rd to Jomax Rd Street Improvements EN00637 7010 - Transportation Sales Tax $177,429 Project Total $177,429 Northern Parkway EN00142 4550 - Other Capital $3,000,000 Project Total $3,000,000 Olive Ave, Loop 101 to 99th Ave Safety Improvements EN00731 7010 - Transportation Sales Tax $100,000 Project Total $100,000 Pavement Management Program - Preservation PW00138 4810 - Capital Projects-Outside Srces PW00138 7000 - Highway User PW00138 7010 - Transportation Sales Tax $249,826 $4,000,000 $700,000 523 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Project Total $4,949,826 Pavement Management Program - Rehabilitation PW13000 4254 - GO Bonds 2021 $6,800,000 PW13000 7010 - Transportation Sales Tax $2,200,000 Project Total $9,000,000 Public Works ADA Accessibility PW00025 7000 - Highway User $1,685,337 Project Total $1,685,337 Quick Response Street Repairs PW00027 7000 - Highway User $200,000 Project Total $200,000 Sidewalks Annual Program PW00046 7000 - Highway User $357,763 Project Total $357,763 Sonoran Mountain Ranch Emergency Access EN00599 7010 - Transportation Sales Tax $1,274,700 Project Total $1,274,700 Streetlight Pole Replacement & Infill Program PW11160 7000 - Highway User $1,500,000 Project Total $1,500,000 Technical Pavement Condition Survey & Support PW00512 7000 - Highway User $445,000 Project Total $445,000 Vistancia Blvd & Happy Valley Rd Intersection Re-Alignment EN00797 7010 - Transportation Sales Tax $500,000 Project Total $500,000 Whitney Dr; Cotton Crossing to Monroe St EN00806 7010 - Transportation Sales Tax $350,000 524 Project Total $350,000 Streets Total $55,293,104 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Traffic Control 107th Av & Rose Garden Ln Traffic Signal EN00708 4810 - Capital Projects-Outside Srces EN00708 7010 - Transportation Sales Tax $474,731 $1,620,843 Project Total $2,095,574 83rd Av & Hillcrest Blvd Traffic Signal EN00777 7010 - Transportation Sales Tax $1,657,070 Project Total $1,657,070 83rd Av (Westwing Pkwy) & Jomax Rd Traffic Signal EN00310 7003 - Streets Dev Zone 2 - Post 8-1-2014 $88,300 EN00310 4810 - Capital Projects-Outside Srces $121,000 Project Total $209,300 Advanced Traffic Management System (ATMS) Software EN00811 7000 - Highway User $602,120 Project Total $602,120 Cactus Rd & 89th Av Traffic Signal EN00724 4810 - Capital Projects-Outside Srces EN00724 7010 - Transportation Sales Tax $255,000 $1,274,000 Project Total $1,529,000 Deer Valley Rd & 105th Av Traffic Signal EN00781 7010 - Transportation Sales Tax $108,766 Project Total $108,766 Intelligent Transportation System Advanced Technology Enhancements EN00789 7010 - Transportation Sales Tax $1,000,000 Project Total $1,000,000 Lake Pleasant Rd & Rose Garden Ln Traffic Signal EN00697 4810 - Capital Projects-Outside Srces $100,000 EN00697 7010 - Transportation Sales Tax $830,000 Project Total $930,000 North Peoria Communications Backup EN00675 7010 - Transportation Sales Tax $1,020,000 Project Total 525 $1,020,000 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Traffic Management Center Equipment Replacement EN00433 7010 - Transportation Sales Tax $500,000 Project Total $500,000 Traffic Signal Interconnect Project (TSIP) PW00133 7010 - Transportation Sales Tax $271,949 Project Total $271,949 Traffic Signal Program EN00170 7010 - Transportation Sales Tax $1,000,000 Project Total $1,000,000 Traffic Signal Renovation and Replacement PW00993 7000 - Highway User $450,800 Project Total $450,800 Traffic Control Total $11,374,579 526 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Wastewater Advanced Treatment Study UT00530 2400 - Wastewater $500,000 Project Total $500,000 Agua Fria Lift Station - Wastewater Campus Land UT00284 2506 - Wastewater Impact Fees - East of Agua Fria Project Total $300,000 $300,000 Beardsley Equipment Upgrade & Replacement Program UT00317 2400 - Wastewater UT00317 2050 - Water $112,500 $37,500 Project Total $150,000 Beardsley WRF Expansion UT00314 2453 - Prp W/S Rev Bonds 2021 (WW) $8,000,000 UT00314 2457 - Future WW Revenue Bonds $2,207,000 UT00314 2162 - Water Impact Fees - Post 1-1-2012 $752,475 UT00314 2164 - Water Impact Fees - North of Bell Rd $1,294,713 UT00314 2166 - Wtr IF 2019 N of Bell UT00314 2506 - Wastewater Impact Fees - East of Agua Fria $4,066,804 UT00314 2400 - Wastewater $14,798,985 UT00314 2050 - Water $447,439 $849,628 Project Total $32,417,044 Butler Equipment Upgrade & Replacement Program UT00333 2400 - Wastewater $365,293 UT00333 2050 - Water $95,881 Project Total $461,174 Butler IPS Equipment Upgrade & Replacement Program UT00422 2400 - Wastewater $274,254 Project Total $274,254 Butler WRF Odor Control System Upgrades UT00525 2400 - Wastewater $470,000 Project Total $470,000 El Mirage Road Sewer Infrastructure Upsizing UT00432 2453 - Prp W/S Rev Bonds 2021 (WW) $182,878 UT00432 2507 - Wastewater Impact Fees - West of Agua Fria $299,970 UT00432 2400 - Wastewater $294,030 527 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Project Total $776,878 Jomax Equipment Upgrade & Replacement Program UT00323 2400 - Wastewater $144,650 UT00323 2050 - Water $69,100 Project Total $213,750 Jomax WRF Expansion UT00388 2457 - Future WW Revenue Bonds $7,000,000 UT00388 2165 - Water Impact Fees - Vistancia $1,980,000 UT00388 2507 - Wastewater Impact Fees - West of Agua Fria $1,000,000 Project Total $9,980,000 Jomax WRF Operations Building UT00389 7000 - Highway User $100,000 UT00389 2400 - Wastewater $375,000 UT00389 2050 - Water $30,000 Project Total $505,000 Lake Pleasant Pkwy 18-inch Sewer; L303 to SR74 UT00528 2400 - Wastewater $960,000 Project Total $960,000 Lake Pleasant Pkwy 24-inch Reclaimed Waterline; L303 to SR74 UT00529 2400 - Wastewater $140,000 UT00529 2050 - Water $420,000 Project Total $560,000 Lift Station Reconditioning Program UT00116 2453 - Prp W/S Rev Bonds 2021 (WW) UT00116 2400 - Wastewater $6,466 $3,988,493 Project Total $3,994,959 Local Wastewater Line Improvement Program UT00191 2453 - Prp W/S Rev Bonds 2021 (WW) UT00191 2400 - Wastewater $100,049 $1,377,681 Project Total $1,477,730 LPH Mystic Wastewater Oversizing UT00446 2507 - Wastewater Impact Fees - West of Agua Fria Project Total 528 $66,685 $66,685 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Manhole Rehabilitation Program UT00307 2400 - Wastewater $225,000 Project Total $225,000 Reclaimed Water System Upgrade Program UT00511 2400 - Wastewater UT00511 2050 - Water $3,052,500 $747,500 Project Total $3,800,000 Reclaimed Water Transmission Main - Project 2 UT00512 2227 - Future Water Revenue Bonds UT00512 2457 - Future WW Revenue Bonds $8,726,500 $2,560,000 Project Total $11,286,500 Reclaimed Water Transmission Main - Project 3 UT00513 2400 - Wastewater $256,250 UT00513 2050 - Water $743,750 Project Total $1,000,000 SROG Line Assessment & Repair UT00321 2400 - Wastewater $2,078,183 Project Total $2,078,183 Trunk Sewer Line Inspection UT00322 2400 - Wastewater $1,292,500 Project Total $1,292,500 Wastewater System R&M Expense Program UT00436 2400 - Wastewater $722,000 Project Total $722,000 West Agua Fria Wastewater Lines UT00171 2453 - Prp W/S Rev Bonds 2021 (WW) $271,203 UT00171 2507 - Wastewater Impact Fees - West of Agua Fria UT00171 2509 - Wastewater Impact Fees - Post 1-1-2012 $1,207,325 $770,000 Project Total $2,248,528 Wastewater Total $75,760,185 529 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Water 67th Ave 16-in Waterline - Pinnacle Pk to Hatfield UT00440 2050 - Water $3,076,003 Project Total $3,076,003 83rd & Northern Well Relocation UT00518 2050 - Water $2,215,000 Project Total $2,215,000 Arizona Department of Transportation (ADOT) Well Connection UT00327 2163 - Water Impact Fees - South of Bell Rd $400,000 Project Total $400,000 Asset Management Program UT00256 2400 - Wastewater $200,000 Project Total $200,000 Bartlett Dam Modification Feasibility Study Cost-Share Agreement UT00517 2050 - Water $200,000 Project Total $200,000 CAP Pump Station Rehabilitation - Quintero UT00274 2222 - Prp W/S Rev Bonds 2021 (Wtr) UT00274 2050 - Water $3,002,614 $148,180 Project Total $3,150,794 CAP/LPP Intersection Wellfield UT00523 2274 - WIFA 2023 LPP Wellfield $18,190,503 UT00523 7125 - ARPA Grant $2,264,881 Project Total $20,455,384 Facility Reconditioning & Water Quality Program UT00206 2050 - Water $2,660,574 Project Total $2,660,574 Fire Hydrant & Valve Replacement Program UT00204 2050 - Water $870,000 Project Total $870,000 Greenway Equipment Upgrade & Replacement Program UT00316 2050 - Water $1,530,000 Project Total 530 $1,530,000 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Integrated Water Utility Master Plan (IWUMP) UT00271 2506 - Wastewater Impact Fees - East of Agua Fria $100,071 UT00271 2050 - Water $192,431 Project Total $292,502 Jomax Booster Station Upgrades UT00285 4810 - Capital Projects-Outside Srces $500,000 Project Total $500,000 Lake Pleasant Pkwy 24-inch Waterline; Loop 303 - SR74 UT00527 2050 - Water $560,000 Project Total $560,000 Local Waterline Improvement Program UT00203 2050 - Water $480,000 Project Total $480,000 LPH Mystic Water Oversizing UT00445 2164 - Water Impact Fees - North of Bell Rd $261,097 UT00445 2165 - Water Impact Fees - Vistancia $94,528 UT00445 2166 - Wtr IF 2019 N of Bell $27,700 Project Total $383,325 MOC Reservoir (R101) Site Improvements UT00434 2050 - Water $334,351 Project Total $334,351 New River Utility Co. Acquisition & Improvements UT00390 2050 - Water $385,000 Project Total $385,000 Patterson Reservoir - Existing Well Connection UT00328 2050 - Water $265,000 Project Total $265,000 Pyramid Peak Water Treatment Plant - Upgrades UT00037 2222 - Prp W/S Rev Bonds 2021 (Wtr) $155,361 Project Total $155,361 Pyramid Peak Water Treatment Plant Expansion UT00334 2271 - WIFA Loan 2017 (Pyramid Peak) $3,849,201 UT00334 2166 - Wtr IF 2019 N of Bell $1,216,983 UT00334 2050 - Water $355,516 531 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Project Total $5,421,700 Quintero Equipment Upgrade & Replacement Program UT00418 2050 - Water $460,962 Project Total $460,962 Reclaimed Water Master Plan Implementation UT00505 2273 - WIFA 2021 Loan (Reclaimed Water) UT00505 4254 - GO Bonds 2021 UT00505 4255 - GO Bonds 2022 $7,255,450 $240,000 $6,000,000 Project Total $13,495,450 Risk & Resiliency Improvements UT00522 2050 - Water $225,000 Project Total $225,000 SCADA Equipment Replacement Program UT00266 2400 - Wastewater $275,000 UT00266 2050 - Water $275,000 Project Total $550,000 SRP/CAP Interconnect Facility (SCIF) Participation UT00532 2050 - Water $691,000 Project Total $691,000 Sweetwater Well Site Rehabilitation UT00442 2163 - Water Impact Fees - South of Bell Rd $500,000 Project Total $500,000 Technology and Security Master Plan UT00304 2162 - Water Impact Fees - Post 1-1-2012 $36,375 UT00304 2163 - Water Impact Fees - South of Bell Rd $13,500 UT00304 2164 - Water Impact Fees - North of Bell Rd $171,000 Project Total $220,875 Utility Billing System UT00160 2590 - Commercial Solid Waste $13,000 UT00160 2163 - Water Impact Fees - South of Bell Rd $5,000 UT00160 2165 - Water Impact Fees - Vistancia $58,000 UT00160 2506 - Wastewater Impact Fees - East of Agua Fria $5,000 UT00160 2507 - Wastewater Impact Fees - West of Agua Fria $5,000 UT00160 2700 - Storm Water Drainage System $5,000 UT00160 2600 - Residential Solid Waste $27,000 UT00160 2400 - Wastewater $32,000 532 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Project Total $150,000 Water & Wastewater Rate Study UT00298 2590 - Commercial Solid Waste $27,022 UT00298 2600 - Residential Solid Waste $62,971 UT00298 2400 - Wastewater $16,091 UT00298 2050 - Water $53,648 Project Total $159,732 Water Line Assessment and Replacement UT00335 2050 - Water $2,783,619 Project Total $2,783,619 Water Loss Audit System Improvements UT00521 2050 - Water $175,000 Project Total $175,000 Water Meter Replacement Program UT00326 2400 - Wastewater $24,811 UT00326 2050 - Water $5,788 Project Total $30,599 Water System R&M Expense Program UT00438 2227 - Future Water Revenue Bonds $1,000,000 UT00438 2050 - Water $8,366,472 Project Total $9,366,472 Water/Wastewater Hydraulic Model Update Program UT00428 2400 - Wastewater $279,345 UT00428 2050 - Water $91,676 Project Total $371,021 Water/Wastewater/Expansion Fee Update UT00070 2163 - Water Impact Fees - South of Bell Rd $3,400 UT00070 2165 - Water Impact Fees - Vistancia $15,500 UT00070 2166 - Wtr IF 2019 N of Bell $20,000 UT00070 2506 - Wastewater Impact Fees - East of Agua Fria $23,000 UT00070 2507 - Wastewater Impact Fees - West of Agua Fria $15,000 Project Total $76,900 Weedville Well Site Rehabilitation UT00441 2222 - Prp W/S Rev Bonds 2021 (Wtr) $789,531 UT00441 2163 - Water Impact Fees - South of Bell Rd UT00441 2050 - Water $1,322,047 $271,389 533 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2024 Project Total $2,382,967 Wellhead Water Quality Mitigation UT00272 2222 - Prp W/S Rev Bonds 2021 (Wtr) $1,000,000 UT00272 2162 - Water Impact Fees - Post 1-1-2012 $266,000 Project Total $1,266,000 Wells - New Construction UT00117 2161 - Water Expansion $8,200 UT00117 2164 - Water Impact Fees - North of Bell Rd $29,792 UT00117 2166 - Wtr IF 2019 N of Bell $605,041 Project Total $643,033 West Agua Fria Water Lines UT00170 2164 - Water Impact Fees - North of Bell Rd $560,000 UT00170 2165 - Water Impact Fees - Vistancia $975,987 UT00170 2050 - Water $895,050 Project Total $2,431,037 Westbrook 1/3C Well & Reservoir Rehabilitation UT00519 2050 - Water $150,000 Project Total $150,000 Zone 1/2 PRV Upgrades (91st and Cactus) UT00261 2050 - Water $50,000 Project Total $50,000 Zone 2/3 Booster Station UT00516 2050 - Water $500,000 Project Total $500,000 Zone 6E Reservoir & Booster Pump Station UT00526 2227 - Future Water Revenue Bonds $6,000,000 UT00526 2050 - Water $9,100,000 Project Total $15,100,000 Water Total $95,314,661 Total FY24 CIP $410,595,701 534 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division City Attorney Civil Claims & Insurance Suppl. # Supplemental Description FY2024 Onetime SU-0200-0005 Legal Case Management System Replacement SU-0200-0006 Online Computer-Assisted Legal Research SU-3600-0003 Insurance Cost increases Total - City Attorney City Clerk City Clerk SU-0150-0005 Contract Employee Total - City Clerk Development and Architectural Services Engineering Building Development $100,000 $8,000 $108,000 $0 $10,000 $10,000 $0 $750,000 $750,000 $100,000 $768,000 $868,000 $50,000 $0 $50,000 $50,000 $0 $50,000 CIP Project Manager I - Arch Srvs (Contract) $110,935 $0 $110,935 SU-0650-0005 Contract Plan Review $150,000 $0 $150,000 Eng Inspection Svc SU-0820-0004 Engineering Inspector (Contract) $107,857 $0 $107,857 Engineering Services SU-0812-0004 CIP Project Manager I - Eng Srvs (Contract) $109,975 $0 $109,975 SU-0812-0005 Real Estate Assistance (Contract) $40,000 $0 $40,000 $518,767 $0 $518,767 $25,000 $0 $25,000 $0 $25,000 $25,000 Economic Development Services SU-0352-0015 Impact Studies SU-0352-0018 Community Promotions SU-0352-0020 Consulting Services $30,000 $0 $30,000 SU-0352-0021 Business Attraction Travel $15,000 $42,600 $57,600 SU-0352-0022 CA Consulting Services $50,000 $0 $50,000 SU-0352-0025 Predevelopment and Project Management $110,000 $0 $110,000 $230,000 $67,600 $297,600 $2,000,000 $500,000 $2,500,000 Total - Economic Development Services Finance and Budget FY2024 Total Cost SU-0813-0002 Total - Development and Engineering Economic Development Services FY2024 Ongoing Finance Admin SU-0400-0002 Finance ERP System Replacement Inventory Control SU-0500-0003 Fleet Parts Storekeeper $1,523 $67,565 $69,088 Materials Management SU-0440-0008 Buyer II $93,471 $5,028 $98,499 535 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Finance and Budget Tax Audit & Collections Fire-Medical Ambulance Operations Suppl. # SU-0420-0001 Supplemental Description FY2024 Onetime FY2024 Ongoing FY2024 Total Cost Sales Tax Fees $160,000 $0 $160,000 $2,254,994 $572,593 $2,827,587 Total - Finance and Budget SU-1270-0004 Reserve Rescue $413,000 $30,000 $443,000 SU-1270-0005 Gurney Power Lifts (7) $215,000 $0 $215,000 SU-1270-0006 Pre-Biller $22,000 $85,975 $107,975 Emergency Management SU-1250-0001 Emergency Management Food/Shelter Supplies $10,000 $0 $10,000 Emergency Medical Services SU-1230-0005 Increase Medical Supplies Budget $0 $75,000 $75,000 SU-1230-0006 Increase Paramedic Training $175,000 $0 $175,000 SU-1230-0007 EMS Tracking and Inventory Software $6,700 $6,000 $12,700 SU-1230-0009 Logistics Clerk $9,000 $71,755 $80,755 SU-1260-0008 CAD Dispatch Service Fee Increase $0 $65,000 $65,000 SU-1260-0009 Increase Overtime Budget $0 $975,000 $975,000 SU-1260-0010 Increase Diesel Budget $65,000 $0 $65,000 SU-1260-0011 Increase Equipment Budget $40,000 $0 $40,000 SU-1260-0012 Replacement Engines (2) - Use Tax and Equipment $127,267 $0 $127,267 SU-1260-0013 Increase Electricity Budget $0 $60,000 $60,000 SU-1260-0014 Increase Janitorial Supplies Budget $0 $35,000 $35,000 SU-1260-0016 Replacement of Thermal Imaging Cameras $130,000 $0 $130,000 Fire Prevention SU-1210-0005 Fire Prevention Inspector $106,657 $2,500 $109,157 Fire Support Services SU-1220-0006 Increase Motor Vehicles Repair & Maintenance Budget $0 $35,000 $35,000 Fire Training SU-1240-0002 Increase Training Budget $207,500 $0 $207,500 $1,527,124 $1,441,230 $2,968,354 $100,000 $0 $100,000 Fire Operations Total - Fire-Medical Human Resources Employee Benefits Health SU-3630-0001 Fire Cancer Screening Program 536 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Human Resources Human Resources Suppl. # Supplemental Description FY2024 Onetime FY2024 Ongoing FY2024 Total Cost SU-0070-0006 Municipal Fire Cancer Fund $0 $76,805 $76,805 SU-0070-0009 Tuition Reimbursement $25,000 $0 $25,000 SU-0070-0012 Confined Space Inventory $100,000 $0 $100,000 SU-0070-0013 Regulatory & Leadership Training $25,000 $0 $25,000 SU-0070-0015 Recruitment/Advertising $16,391 $0 $16,391 SU-0070-0016 Employee Event and/or Nonprofit Support $80,000 $0 $80,000 $346,391 $76,805 $423,196 Total - Human Resources Information Technology IT Operations SU-3750-0019 Additional Software & Hardware Maintenance $43,860 $201,150 $245,010 SU-3750-0020 IT Technician I - FTB Contract $83,700 $0 $83,700 SU-3750-0021 IT Business Analyst - FTB Contract $114,150 $0 $114,150 SU-3750-0022 GIS Interns $20,000 $0 $20,000 SU-3750-0023 Data Initiative $75,000 $0 $75,000 SU-3750-0024 Microsoft 365 EA Renewal $0 $58,000 $58,000 SU-3750-0026 IT Administrative Assistant I - FTB Contract $70,600 $0 $70,600 $407,310 $259,150 $666,460 $64,000 $0 $64,000 $0 $1,945 $1,945 Total - Information Technology Leadership and Management City Manager's Office SU-0020-0013 Interns SU-0020-0016 Software for Internal Controls SU-0020-0019 Airport Feasibility Study $500,000 $0 $500,000 SU-0020-0020 Council Assistant and Grant Administrator $140,000 $0 $140,000 Governmental Affairs SU-0025-0007 Professional Services - State and Federal $265,818 $0 $265,818 Office of Innovation SU-0020-0018 Office of Innovation $60,212 $531,725 $591,937 $1,030,030 $533,670 $1,563,700 Total - Leadership and Management 537 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Mayor and Council Mayor & City Council Suppl. # Supplemental Description Neighborhood & Human Services FY2024 Ongoing FY2024 Total Cost SU-0010-0003 State of the City Event $17,500 $0 $17,500 SU-0010-0004 Youth Delegation Conference Travel $14,250 $0 $14,250 SU-0010-0005 Mayor and Council Overnight Travel $8,500 $0 $8,500 $40,250 $0 $40,250 Total - Mayor and Council Municipal Court FY2024 Onetime Municipal Court SU-0250-0005 Contract Part-Time Pro Tem $97,000 $0 $97,000 Municipal Court Enhancement Fd SU-8062-0001 Increase for Idemia Annual Maintenance & Support Agreement $0 $933 $933 Total - Municipal Court $97,000 $933 $97,933 Adaptive Recreation Program SU-1500-0001 Time to Shine Theater - Adaptive $0 $6,100 $6,100 SU-1500-0002 Coordinator - Adaptive Recreation $1,632 $0 $1,632 Adult Day Prg Grant SU-7250-0001 Adult Day Program Specialist Position $0 $69,617 $69,617 Am/Pm Program SU-1420-0006 21st Century Grant - Youth Programs $25,000 $0 $25,000 Code Compliance SU-0550-0005 Abandoned Property Cleanup and Storage $100,000 $0 $100,000 SU-0550-0006 Enhanced Abatement $70,000 $0 $70,000 SU-0550-0007 Code Compliance Officer $56,500 $116,563 $173,063 SU-0570-0007 Homeless Shelter Services $79,500 $0 $79,500 SU-0570-0008 Homeless Navigation Services $75,000 $0 $75,000 SU-0570-0011 Court Navigator - Misdemeanor Repeat Offender Program $101,135 $0 $101,135 SU-0590-0005 Community Engagement $44,650 $88,156 $132,806 SU-0590-0006 Neighborhood Grant Funding $150,000 $0 $150,000 SU-1400-0002 Future Community Center Needs Assessment $100,000 $0 $100,000 SU-1400-0003 Part-Time Non-Benefitted Wage Increases Community Assistance Community Engagement NHS Administration Total - Neighborhood & Human Services 538 $0 $405,073 $405,073 $803,417 $685,509 $1,488,926 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Suppl. # Office of Public Information Office Communications SU-0040-0005 Parks and Recreation FY2024 Onetime FY2024 Ongoing FY2024 Total Cost $0 $25,000 $25,000 $0 $25,000 $25,000 SU-2000-0010 Metal Detectors: Stadium/Special Event Safety Management $113,000 $0 $113,000 SU-2000-0011 Sports Complex Painting $310,000 $0 $310,000 SU-2000-0012 Sports Complex Re-Key $30,000 $0 $30,000 SU-1600-0007 Right of Way Contract Cost Increases $0 $82,756 $82,756 SU-1600-0009 CIP Operating and Maintenance Costs $0 $25,100 $25,100 SU-1600-0010 Pinnacle Peak Precinct K9 Training Turf $29,000 $0 $29,000 SU-1600-0011 Storm Damage: Tree Replacement $55,000 $0 $55,000 Enrichment - Youth SU-1470-0001 Recreation Program Costs: Enrichment $0 $44,000 $44,000 Parks Administration SU-1410-0004 Part-Time Non-Benefitted Wage Increases $0 $265,000 $265,000 SU-1555-0002 Commodities and Rate Increases $163,557 $196,098 $359,655 SU-1555-0003 Pylon Signs: P83 District $0 $50,000 $50,000 Parks South SU-1570-0003 Parks and Trails Equipment $195,000 $0 $195,000 Rio Vista Community Park SU-1531-0005 Rio Vista Community Park Splash Pad Resurfacing $92,000 $0 $92,000 SU-1531-0006 Community Parks Recreation Sports Equipment $132,000 $0 $132,000 SU-1531-0007 Replacement Turf Equipment $217,000 $0 $217,000 Sports Complex Improvement Reserve SU-2022-0001 Sports Complex Improvements $250,000 $0 $250,000 Swimming Pools SU-1410-0005 Inflatable Feature Peoria Pool $20,000 $0 $20,000 $1,606,557 $662,954 $2,269,511 Complex Operations/Maint Contracted Landscape Maintenance Supplemental Description Advertising Total - Office of Communications Total - Parks and Recreation Arts, Culture and ACLS Administration Library Services Main Library SU-1509-0003 Part-Time Non-Benefitted Wage Increases $0 $24,239 $24,239 SU-1540-0006 Part-Time Non-Benefitted Library Staffing $89,933 $0 $89,933 539 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 Planning Criminal Investigation FY2024 Total Cost $0 $37,800 $37,800 Peoria Center for the Performing Arts Operations SU-1510-0014 Peoria Center for the Performing Arts Ticket Surcharge Building Repair and Maintenance $20,000 $0 $20,000 SU-0120-0005 Arts Grants $74,800 $0 $74,800 SU-0120-0006 Public Art $78,200 $0 $78,200 SU-0120-0007 Performing and Visual Arts Programs $94,000 $0 $94,000 SU-1510-0013 Special Events Coordinator (Fixed Term) $112,001 $0 $112,001 SU-1510-0015 Arts & Cultural Placemaking Event $150,000 $0 $150,000 SU-1510-0016 Partnership Events $164,000 $0 $164,000 SU-1510-0017 2nd Saturdays $148,000 $0 $148,000 SU-1510-0018 Signature Event Cost Increases $0 $80,000 $80,000 SU-1510-0019 Library Events and Programming $21,800 $0 $21,800 SU-1510-0020 Cultural Diversity Event Programming $64,000 $0 $64,000 SU-1510-0021 Holiday Lighting $148,660 $0 $148,660 SU-1510-0022 ParkFest! $62,545 $0 $62,545 SU-1510-0023 Somos Peoria $176,000 $0 $176,000 SU-1510-0024 Veterans Events - Veterans Memorial $36,000 $0 $36,000 SU-1510-0025 Community Engagement Marketing $56,000 $0 $56,000 SU-1510-0026 Pedestrian Protection Barriers $32,857 $0 $32,857 $1,528,796 $142,039 $1,670,835 $2,150 $6,150 $8,300 $250,000 $0 $250,000 $252,150 $6,150 $258,300 SU-0610-0004 Operational Cost Increases SU-0610-0005 Lake Pleasant Parkway Corridor Study Total - Planning and Community Development Police FY2024 Ongoing SU-0043-0003 Total - Arts, Culture and Library Services Planning and Community Development FY2024 Onetime SU-1010-0009 Grant Funded Victim Advocate Salary Overage $0 $13,000 $13,000 SU-1010-0010 Peer Support Standby Pay $0 $16,575 $16,575 540 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Police Operations Support Patrol Services - South Pd Communications Pd Technical Support Police Administration Suppl. # Supplemental Description FY2024 Onetime FY2024 Ongoing FY2024 Total Cost $4,300 $4,300 $8,600 SU-1020-0016 Vehicle Adjustment SU-1025-0012 Command Vehicle - Additional Funding $690,000 $76,776 $766,776 SU-1025-0014 Operations Support Equipment $164,850 $20,100 $184,950 SU-1025-0015 Special Assignment Unit (SAU) Expenses $31,000 $31,400 $62,400 SU-1025-0016 Canine (K9) Unit Expenses $38,000 $0 $38,000 SU-1025-0017 Repurposing Volunteer Truck $12,000 $0 $12,000 SU-1025-0021 School Resource Officers (4) $526,044 $670,532 $1,196,576 SU-1000-0009 Police Tactical Equipment $3,500,000 $1,000,000 $4,500,000 SU-1020-0012 Patrol Equipment $222,375 $0 $222,375 SU-1020-0014 Jail Incarceration Cost Escalation $0 $350,000 $350,000 SU-1020-0015 Gym Equipment Refresh $125,000 $0 $125,000 SU-1020-0017 Police Cost Escalations $0 $14,625 $14,625 SU-1020-0018 Animal Control Supervisor $130,826 $141,540 $272,366 SU-1020-0019 13 Sworn Positions $1,167,613 $2,150,695 $3,318,308 SU-1050-0003 Communications Specialists (3) $0 $266,028 $266,028 SU-1050-0004 Communications Expenses $13,300 $3,000 $16,300 SU-1030-0011 Contract Personnel $185,000 $0 $185,000 SU-1030-0012 Police Building Maintenance $115,000 $0 $115,000 SU-1030-0014 Police Technology Replacement $275,600 $8,000 $283,600 SU-1030-0015 Police Software Expansion $3,400 $10,500 $13,900 SU-1030-0016 Alarm Program Expenditures $0 $52,900 $52,900 SU-1030-0017 Real Time Crime Center $0 $150,000 $150,000 SU-1030-0018 Predictive Policing $24,000 $0 $24,000 SU-1030-0019 Police Support Assistant $6,604 $78,837 $85,441 SU-1000-0005 Civilian Investigator $2,261 $89,994 $92,255 SU-1000-0006 Increase in Legal Advisor Services $0 $12,000 $12,000 541 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Police Suppl. # Supplemental Description FY2024 Onetime FY2024 Ongoing FY2024 Total Cost Police Administration SU-1000-0008 Police Department Overtime $0 $900,000 $900,000 St Anti-Racketeering-Pd SU-7500-0009 Leadership Training $15,000 $0 $15,000 Staff Services SU-1040-0002 Personnel & Training $93,500 $0 $93,500 SU-1040-0004 Training Expenses $77,100 $8,000 $85,100 $7,422,773 $6,068,802 $13,491,575 $50,000 $1,700 $51,700 Total - Police Public Works Commercial Front Load SU-2720-0005 Forklift Daytime Facility Services SU-3660-0008 Building R&M $0 $45,000 $45,000 SU-3660-0009 Custodial Services $0 $100,000 $100,000 SU-3660-0010 Replace Backflow Preventers $50,000 $0 $50,000 SU-3660-0011 Jomax Addition O&M Costs $0 $31,717 $31,717 SU-3660-0012 Trailer mounted backup generator $165,000 $0 $165,000 Drainage Systems Operations SU-2900-0003 Case DL550 $196,000 $4,000 $200,000 Facilities Operating Projects SU-3690-0004 Parking Lot Maintenance $125,000 $0 $125,000 Fleet Maintenance SU-3420-0005 Fuel & Maintenance for Supplemental Vehicles $0 $94,050 $94,050 SU-3420-0006 New & Used Tire Storage $27,000 $0 $27,000 SU-3420-0007 Parts and Metal Storage $30,000 $0 $30,000 SU-3420-0008 Fuel Cost Offset $941,000 $0 $941,000 SU-3420-0009 Unit 1840 Replacement Fund Supplement $39,000 $0 $39,000 SU-3420-0011 Pinnacle Peak Public Safety Facility Fuel Pump and Dispenser $90,000 $0 $90,000 SU-2760-0008 Landfill Fees $0 $728,200 $728,200 SU-2760-0009 Container Management Services $0 $31,500 $31,500 SU-2760-0010 Residential Containers $72,850 $0 $72,850 SU-2760-0012 Fleet Maintenance $0 $191,900 $191,900 SU-2760-0013 Fuel - Departmentwide $188,100 $0 $188,100 SU-2770-0004 Recycling Processing Fees $0 $551,600 $551,600 Residential Collection Residential Recycling 542 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Public Works Signs And Striping Suppl. # Supplemental Description FY2024 Ongoing FY2024 Total Cost $0 $36,900 $36,900 $52,000 $0 $52,000 SU-7010-0002 Long Line Striping Supplies Inflationary Costs SU-7010-0003 Contractual Services - Signs Solid Waste Admin SU-2810-0002 Printing and Binding- Sustain & Gain $0 $20,000 $20,000 Solid Waste Environmental SU-2810-0003 Household Hazardous Waste/Peoria Recycles Event $0 $25,000 $25,000 Street Maintenance SU-7030-0006 Trailer Mounted Variable Message Boards (4) $90,000 $1,000 $91,000 SU-7030-0007 Bobcat attachment- 96" Dozer Blade $7,250 $0 $7,250 SU-7030-0008 Bobcat attachment- 18" Smooth Cut Planer $18,500 $0 $18,500 SU-3700-0005 UPS Batteries $0 $6,000 $6,000 SU-3700-0006 Fire Inspection and Monitoring $0 $10,000 $10,000 SU-7020-0003 Fiscal Year 24 (FY24) Electricity $0 $208,000 $208,000 SU-7020-0004 Intelligent Transportation Systems (ITS) Technician $96,669 $121,471 $218,140 SU-7200-0010 Transit Operator I $0 $36,529 $36,529 $2,238,369 $2,244,567 $4,482,936 Technical Operations Traffic Signal Maintenance Transit Division Total - Public Works Water Services FY2024 Onetime Beardsley Water Reclamation Facility SU-2470-0003 Beardsley Electricity Increase $0 $150,000 $150,000 SU-2470-0004 Beardsley Chemical Cost Increases $0 $50,000 $50,000 SU-2470-0005 Two Beardsley Plant Operator II's $1,450 $196,244 $197,694 SU-2470-0006 Beardsley Grounds/Detention R&M $0 $30,000 $30,000 Butler Water Reclamation Facility SU-2496-0006 Butler WRF Electricity Increase $0 $63,500 $63,500 SU-2496-0007 Butler Chemical Cost Increase $0 $64,322 $64,322 Distribution Services SU-2080-0006 Water Distribution Water System Supplies and Equipment Increase $0 $43,450 $43,450 SU-2080-0007 Water Distribution Operator I $9,503 $77,648 $87,151 SU-2060-0001 Greenway WTP Electricity Increase $0 $127,168 $127,168 SU-2060-0002 Greenway WTP Chemical Increase $0 $200,000 $200,000 SU-2060-0003 Greenway Wash Water Recovery Basin $0 $32,000 $32,000 Greenway Potbl Wtr Trt Plant 543 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Water Services Suppl. # Supplemental Description FY2024 Onetime FY2024 Ongoing FY2024 Total Cost SU-2495-0007 Jomax WRF Electricity Increase $0 $115,000 $115,000 SU-2495-0008 Jomax Chemical Cost Increase $0 $10,000 $10,000 SU-2495-0009 Jomax Critical Spare Parts for Centrifuge $0 $12,485 $12,485 SU-2495-0010 Jomax Utility Treatment Supervisor $2,636 $137,847 $140,483 Operational Technology SU-2065-0004 SCADA Instrumentation Control Specialist $5,310 $100,327 $105,637 Production Svcs SU-2070-0005 Water Production Electricity Increase $0 $350,000 $350,000 SU-2070-0006 Water Production Chemical Supplies Increase $0 $20,000 $20,000 SU-2070-0008 Water Production Operational Supplies and Water System Supplies Increase $0 $20,805 $20,805 SU-2490-0003 Regulatory Permit/Fees Increase $0 $68,000 $68,000 SU-2490-0004 Contract Environmental Compliance Inspector $90,483 $977 $91,460 Quintero Treatment Plant SU-2061-0001 Quintero Water Treatment Plant Electricity Increase $0 $18,000 $18,000 Regulatory Compliance SU-2135-0002 Contract Cross Connection Technician $148,913 $0 $148,913 SU-2135-0003 Helium for Gas Chromatograph/Mass Spectrometer (GCMS) $31,860 $0 $31,860 Sustainability & Conservation SU-2105-0006 Water Conservation Budget Increase- Rebates/Community Promotions $0 $200,000 $200,000 Wastewater Collection/Prevention SU-2480-0003 Sewer Manhole Roach Spraying $0 $27,650 $27,650 SU-2480-0004 Wastewater Collection - Large Line Cleaning $0 $50,000 $50,000 SU-2480-0005 Wastewater Collection - Wastewater System R & M Increase $0 $80,432 $80,432 SU-2480-0006 Wastewater Collection - Wastewater System Supplies and Equipment Increase $0 $6,804 $6,804 SU-2050-0007 Arizona Department of Environmental Quality (ADEQ) Operator Certification Cost Increase $0 $39,500 $39,500 SU-2050-0009 Subscription Software $0 $2,875 $2,875 SU-2050-0010 Groundwater Modeling for Modification of Designation Application $88,944 $0 $88,944 SU-2125-0003 CAP Water Delivery Fee $0 $1,445,711 $1,445,711 Jomax Water Reclamation Facility Program Enforcement Water ServicesWater/Ww Admin Water Supply 544 Schedule 10 - Summary of Additions/(Reductions) by Department Department/Division Water Services Water Supply Suppl. # Supplemental Description FY2024 Onetime FY2024 Ongoing FY2024 Total Cost SU-2125-0004 Wholesale Water Purchases $0 $700,835 $700,835 Total - Water Services $379,099 $4,441,580 $4,820,679 Total - Additions/Reductions $20,833,027 $17,996,582 $38,829,609 545 546 Schedule 11 - Auditor General Schedule A Summary Schedule of estimated revenues and expenditures/expenses Fiscal Year 2024 Fiscal year 2023 2023 Funds S c h Adopted/adjusted budgeted expenditures/expenses* E 1 2 Actual expenditures/expenses** Beginning fund balance/(deficit) or net position/(deficit) at July 1*** E 2024 2024 Primary property tax levy B 3 4 2024 Secondary property tax levy B 5 2024 Estimated revenues other than property taxes C 6 2024 Other financing sources D 7 2024 Other financing (uses) D 8 2024 Interfund transfers in D 9 2024 Interfund Transfers (out) Line 11: Reduction for fund balance reserved for future budget year expenditures D 10 2024 Special Revenue Fund Debt Service Fund 277,782,811 105,568,156 34,076,698 105,789,060 10,200 192,111,526 67,661,549 783,000,000 200,502,876 55,653,298 28,417,838 44,229,163 0 132,562,537 63,559,733 524,925,446 187,042,930 103,045,738 21,372,549 56,507,125 8,572 146,137,290 59,523,521 573,637,725 General Fund Capital Projects Enterprise Funds Fund Permanent Fund Available Internal Service Funds 5,841,675 Total all funds 5,841,675 23,165,265 23,165,265 221,242,890 57,862,351 284,000 5,677,467 100 145,218,437 59,730,735 490,015,980 0 0 0 54,679,458 0 46,079,983 0 100,759,441 0 0 0 0 0 0 0 0 22,674,919 4,393,609 7,438,963 0 0 3,055,970 7,233,383 44,796,844 30,670,297 10,092,654 0 0 0 1,494,893 2,539,000 44,796,844 Maintained for future debt retirement 0 Maintained for future capital projects 0 11 Maintained for future financial stability 0 0 0 2024 2024 Total financial resources available 12 Budgeted expenditures/expenses 13 E 406,132,117 155,209,044 52,260,777 116,864,050 8,672 338,996,787 123,948,639 1,193,420,086 328,426,572 110,463,055 30,849,022 102,187,548 5,100 294,011,643 84,057,060 950,000,000 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 $ 2023 783,000,000 $ $ 783,000,000 300,156,501 482,843,499 1,122,510,225 $ 2024 950,000,000 $ $ 950,000,000 338,566,292 611,433,708 1,232,516,693 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). 547 548 Schedule 12 - Auditor General Schedule B Tax levy and tax rate information Fiscal Year 2024 2023 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 2024 6,724,096 $ 6,981,809 5,483,655 $ 5,841,675 $ $ 21,745,530 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 $ 27,229,185 $ 5,209,473 274,183 5,483,656 $ $ $ $ 23,165,265 $ 29,006,940 20,658,254 1,087,277 21,745,531 27,229,187 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. 549 550 Schedule 13 - Auditor General Schedule C Revenues other than property taxes Fiscal Year 2024 Estimated revenues 2023 Source of revenues Estimated revenues 2024 Actual revenues* 2023 General Fund Local taxes General Half-Cent Sales Tax $ 72,736,754 30,519,351 $ 74,918,857 31,434,932 $ 76,903,534 30,809,791 Licenses and permits General 4,568,371 4,705,422 4,724,140 Intergovernmental General 61,168,834 72,179,224 69,678,359 Charges for services General 38,426,411 39,579,203 35,339,566 Fines and forfeits General 1,139,000 1,173,170 1,170,000 910,000 142,500 20,000 30,000 937,300 146,775 20,600 30,900 920,000 250,000 20,000 30,000 1,656,010 1,705,690 1,397,500 Interest on investments General Half-Cent Sales Tax Economic Development Reserve Municipal Asset Reserve In-lieu property taxes Contributions Voluntary contributions Miscellaneous General Total General Fund $ 211,317,231 $ 226,832,073 $ 221,242,890 * 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. 551 Schedule 13 - Auditor General Schedule C Revenues other than property taxes Fiscal Year 2024 Estimated revenues 2023 Source of revenues Estimated revenues 2024 Actual revenues* 2023 Special revenue funds Streets $ $ 17,108,765 17,108,765 $ $ 18,371,733 18,371,733 $ $ 18,563,967 18,563,967 Transit Fund $ $ 755,000 755,000 $ $ 1,915,132 1,915,132 $ $ 755,000 755,000 Street Light Improvement District Fund Maintenance Improvement District Fund $ $ $ 1,101,179 96,688 1,197,867 $ $ 1,101,179 96,688 1,197,867 $ 1,114,609 100,022 1,214,631 Development Fee Funds $ $ 15,253,384 15,253,384 $ $ 4,985,239 4,985,239 $ $ 7,299,340 7,299,340 Grants & Other Funds $ $ 9,274,318 9,274,318 $ $ 19,281,398 19,281,398 $ $ 10,206,597 10,206,597 Transportation Sales Tax Fund $ $ 18,675,891 18,675,891 $ $ 20,024,750 20,024,750 $ $ 19,822,816 19,822,816 Total special revenue funds $ 62,265,225 $ 65,776,119 $ 57,862,351 Debt service funds Municipal District Authority Fund $ $ 26,550 26,550 $ $ 26,550 26,550 $ $ 10,000 10,000 General Obligation Bonds Fund $ $ 274,000 274,000 $ $ 274,000 274,000 $ $ 274,000 274,000 Sustainability Projects Fund $ $ 0 $ $ 122,000 122,000 $ $ 0 Total debt service funds $ 300,550 $ 422,550 $ 284,000 Capital projects funds General Obligation Bonds Fund $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 10,000 10,000 CIP Capital Projects Fund $ $ 6,701,749 6,701,749 $ $ 4,177,145 4,177,145 $ $ 5,667,467 5,667,467 Total capital projects funds $ 6,711,749 $ 4,187,145 $ 5,677,467 * 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. 552 Schedule 13 - Auditor General Schedule C Revenues other than property taxes Fiscal Year 2024 Estimated revenues 2023 Source of revenues Estimated revenues 2024 Actual revenues* 2023 Permanent funds Volunteer Firefighters Pension Fund $ 125 $ 125 $ 100 Total permanent funds $ 125 $ 125 $ 100 53,725,098 238,794 6,852,688 2,107,302 62,923,882 $ 55,639,597 238,794 6,695,260 2,107,302 64,680,953 $ 59,655,574 402,241 3,889,920 25,686,958 89,634,693 Wastewater Fund $ Wastewater Replacement and Reserve Fund Wastewater Expansion and Improvement Districts Wastewater Revenue Bonds $ 26,571,432 203,290 3,872,675 $ $ 30,647,397 $ 27,500,000 208,290 1,586,247 300,000 29,594,537 Storm Water Drainage System Fund Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Fund 1,464,190 14,379,616 2,605,706 1,829,077 20,278,589 $ 1,548,152 14,000,000 2,609,506 1,829,077 19,986,735 $ Enterprise funds Water Fund Water Replacement and Reserve Fund Water Expansion and Improvement Districts Water Infrastructure Finance Auth. Loan $ $ $ $ Sports Complex Ops/Maintenance Fund Sports Complex Equipment Reserve Fund $ $ 2,526,000 304,956 2,830,956 Total enterprise funds $ $ $ $ $ $ $ $ 27,298,632 218,753 2,157,491 200,000 29,874,876 1,555,052 16,531,082 2,788,899 1,917,625 22,792,658 $ 5,352,133 143,401 5,495,534 $ 2,588,048 328,162 2,916,210 116,680,824 $ 119,757,759 $ 145,218,437 6,424,855 2,712,070 443,694 9,580,619 $ 6,429,639 2,906,753 465,279 9,801,671 $ 7,498,373 3,532,197 515,664 11,546,234 Internal service funds Fleet Maintenance Fund Streets/Transit Equipment Reserve Fleet Reserve Fund $ $ Insurance Reserve Fund Workers Compensation Self Insurance Health Self Insurance $ $ $ $ 2,540,000 3,067,854 22,650,000 28,257,854 Facilities Maintenance Fund $ $ Information Technology Fund Information Technology Reserve $ $ $ $ 2,716,371 3,077,854 22,545,000 28,339,225 $ 2,572,705 1,140,992 23,370,269 27,083,966 7,182,788 7,182,788 $ $ 7,182,820 7,182,820 $ $ 7,824,956 7,824,956 $ $ 12,950,246 781,296 13,731,542 $ $ 12,953,246 770,006 13,723,252 $ 12,481,713 793,866 13,275,579 Total internal service funds $ 58,744,513 $ 59,055,258 $ 59,730,735 Total all funds $ 456,020,217 $ 476,031,029 $ 490,015,980 * 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. 553 554 Schedule 14 - Auditor General Schedule D Other financing sources/(uses) and interfund transfers Fiscal Year 2024 Other financing 2024 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 Smart and Safe AZ - Police Smart and Safe AZ - Fire Victims of Crime Act Grant (VOCA) Total special revenue funds $ $ 0 $ $ 19,474,919 $ 6,324,066 $ 3,200,000 22,674,919 $ 24,346,231 30,670,297 $ 123,171 $ 2,112,609 2,281,000 7,292,872 1,112,609 99,947 226,055 500,000 738,000 0 $ 0 $ Capital projects funds Future G.O. Bonds $ Capital Projects - Outside Sources Total capital projects funds $ 29,442,784 25,236,674 54,679,458 $ Permanent funds Firemen's Pension Trust $ Total permanent 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 Total Internal Service Funds $ 0 $ Debt service funds Non-GO Bond Debt $ Sustainability Projects Debt MDA Debt Total debt service funds $ Enterprise funds Water Infrastructure Financing Authority $ Sports Complex Fund Wastewater Fund Future Water Revenue Bonds Wastewater Equipment Reserve Water Fund Water Equipment Reserve Future Wastewater Revenue Bonds Solid Waste Equipment Reserve Water Expansion Funds Residential Solid Waste Fund Future Solid Waste Revenue Bonds Commercial Solid Waste Fund Storm Water Drainage System Total enterprise funds $ Interfund transfers 2024 In (Out) 0 $ 0 $ 4,393,609 $ $ 7,016,483 422,480 $ $ 7,438,963 $ $ 10,092,654 0 $ $ 0 $ 0 $ 0 0 $ $ 0 $ $ 0 $ $ 0 50,797 $ $ $ 2,955,970 325,220 15,813,765 50,000 304,624 11,934,670 50,000 619,049 18,280,751 46,079,983 $ 0 $ $ 3,055,970 $ 50,000 196,000 1,494,893 $ 3,032,267 $ 39,000 1,383,412 2,700,454 2,500,000 0 $ 0 $ 117,250 7,233,383 $ 2,539,000 Total all funds $ 100,759,441 $ 0 $ 44,796,844 $ 44,796,844 555 556 Schedule 15 - Auditor General Schedule E Expenditures/expenses by fund Fiscal Year 2024 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 $ Expenditure/ expense adjustments approved 2023 Adopted budgeted expenditures/ expenses 2023 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 $ Special revenue funds Streets-Development and Engine $ Streets-Public Works Transportation Sales Tax Fund-NonDevelopment Fee Funds-Non-Depar Home and Housing Grants-NHS Transit-Public Works Attorney Grants-City Attorney Public Safety Grants-Fire-Medical Public Safety Grants-Police Other Grants-Human Resources Other Grants-Municipal Court Other Grants-Economic Development Other Grants-PRCF Other Grants-NHS Other Grants-Non-Departmental Other Grants-ACLS Percent for the Arts - ACLS Total special revenue funds $ 830,069 105,568,156 Debt service funds General Obligation Bonds-Non-D $ MDA Bonds-Non-Departmental Other Bonds-Non-Departmental Total debt service funds $ 26,551,243 3,162,526 4,362,929 34,076,698 8,931 252,000 Actual expenditures/ expenses* 2023 $ 125,500 11,256 228,770 1,029,429 133,000 928,620 4,500 75,524 (13,691,671) (7,028,229) 1,036,905 (6,620) 104,192 13,020 1,612,348 20,000 (15,142,525) $ $ (2,397) $ (187,240) (327,254) (3,093,210) 193,252 608,234 200,730 1,581,113 36,375 280,106 3,963,369 (1,820,260) 12,000 50,158 1,494,976 $ 5,198,919 18,991,166 $ $ $ (3,162,526) 3,226,971 64,445 $ $ Budgeted expenditures/ expenses 2024 7,253,767 4,616,121 1,111,583 10,180,766 1,726,202 5,850,817 5,905,149 45,047,054 4,433,289 5,124,390 878,786 2,850,801 10,464,064 6,972,297 3,368,238 2,709,821 1,822,869 17,670,542 1,971,572 59,832,993 711,755 200,502,876 $ 1,639,812 16,477,194 13,132,940 3,557,447 355,536 4,445,167 18,284 112,036 715,849 4,842 173,886 $ $ 8,066,206 4,872,222 1,102,553 10,349,725 2,152,043 6,465,756 6,396,638 50,173,793 5,135,786 5,253,447 912,682 3,067,062 12,148,825 51,180,544 50,806,760 11,476,421 1,898,973 18,811,019 2,576,473 74,764,871 814,773 328,426,572 1,793,938 29,703,828 33,392,585 22,051,053 886,639 4,711,080 18,284 57,950 1,305,824 8,000 184,216 280,106 4,096,470 10,062,299 12,000 569,430 55,653,298 85,000 4,040,555 11,246,961 $ 977,142 110,463,055 22,816,784 $ 23,442,022 5,601,054 28,417,838 $ 7,407,000 30,849,022 * 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. 557 Schedule 15 - Auditor General Schedule E Expenditures/expenses by fund Fiscal Year 2024 Fund/Department Expenditure/ expense adjustments approved 2023 Adopted budgeted expenditures/ expenses 2023 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 $ 66,480,693 3,479,341 7,322,500 28,506,526 105,789,060 $ Permanent funds Fireman's Pension-Fire-Medical $ Total permanent funds $ 10,200 10,200 $ $ 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 & Reserve Wastewater Bonds - Water Services Wastewater Expansion-Water Servic Residential Solid Waste-Public Work Commercial Solid Waste-Public Wor Solid Waste Reserves-Public Works Solid Waste Bonds Sports Complex Operations/Mainten Sports Complex Equipment Reserve Storm Water Drainage System Total enterprise funds $ 6,180,671 288,500 1,504,433 192,111,526 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-Info Information Technology Projects-Info Total internal service funds $ Total all funds $ 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 Actual expenditures/ expenses* 2023 (3,007,741) $ 229,417 $ (7,149,232) (9,927,556) $ 36,733,334 2,806,057 72,500 4,617,272 44,229,163 $ 59,358,881 3,976,588 13,887,500 24,964,579 102,187,548 $ $ 0 $ $ 5,100 5,100 $ 55,582,966 $ 95,020,547 738,500 11,446,377 496,082 50,363,695 53,099,999 167,000 20,580,872 7,932,964 19,116,644 2,991,709 5,125,000 18,280,751 6,979,042 196,000 1,476,461 294,011,643 0 2,602,966 259,103 5,106,099 172,272 181,121 2,200 21,716,947 $ $ 594,865 $ 770,460 (460,071) 83,510 794,631 1,752 8,566 1,793,713 0 $ $ $ 3,844,500 350,000 9,364,305 30,675,743 821,557 1,077,019 2,395,155 18,805,214 2,649,209 3,335,819 5,468,569 137,000 (341,500) 3,829,044 (201,870) 55,103 1,111,021 $ Budgeted expenditures/ expenses 2024 $ $ 5,375,574 151,500 1,469,795 132,562,537 7,411,738 4,684,804 2,783,332 23,640,669 7,233,042 13,231,496 4,541,384 33,268 63,559,733 524,925,446 $ $ $ $ 7,900,649 13,718,003 4,569,721 28,793,269 7,864,479 16,889,121 4,291,818 30,000 84,057,060 950,000,000 * 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. 558 Schedule 16 - Auditor General Schedule F Expenditures/expenses by department Fiscal Year 2024 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 2023 2023 2023 2024 7,253,767 569,430 12,000 7,835,197 $ 8,066,206 977,142 $ 9,043,348 $ $ (460,071) 4,616,121 18,284 2,783,332 4,872,222 18,284 4,569,721 $ (208,071) $ 7,417,737 $ 9,460,227 1,479,537 $ $ 1,111,583 $ 1,102,553 Department total $ 1,479,537 $ 0 $ 1,111,583 $ 1,102,553 Development and Engineering General Fund $ Streets 10,214,384 1,685,398 $ 125,500 $ (2,397) 10,180,766 1,639,812 $ 10,349,725 1,793,938 Department total $ 11,899,782 $ 123,103 $ 11,820,578 $ 12,143,663 1,857,274 $ $ 1,726,202 $ 2,152,043 1,857,274 $ 11,256 36,375 47,631 $ 1,726,202 $ 2,152,043 $ 5,847,478 $ 228,770 $ 5,850,817 $ 6,465,756 Department total $ 5,847,478 $ 228,770 $ 5,850,817 $ 6,465,756 $ 6,518,694 $ $ 5,905,149 $ 6,396,638 Department total $ 6,518,694 $ 0 $ 5,905,149 $ 6,396,638 45,047,054 57,950 $ 50,173,793 57,950 5,100 $ 50,236,843 City Attorney General Fund Attorney Grants Insurance Reserve $ $ 8,931 50,158 12,000 71,089 4,464,197 18,284 3,788,676 $ 252,000 8,271,157 $ $ Department total $ City Clerk General Fund Economic Development Services General Fund $ Other Grants Department total $ Finance and Budget General Fund Finance Utilities General Fund 7,609,844 830,069 $ 8,439,913 $ Fire-Medical General Fund $ Public Safety Grants Fireman's Pension Smart & Safe Department total $ 44,166,969 148,816 10,200 $ 1,029,429 200,730 $ 44,325,985 $ 1,230,159 $ Human Resources General Fund Other Grants Insurance Reserve $ 4,485,609 13,592 27,686,825 $ 133,000 $ 4,433,289 4,842 23,640,669 $ 5,135,786 8,000 28,793,269 Department total $ 32,186,026 $ 133,000 $ 28,078,800 $ 33,937,055 54,086 45,159,090 * 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. 559 Schedule 16 - Auditor General Schedule F Expenditures/expenses by department Fiscal Year 2024 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 2023 2023 2023 2024 13,808,390 3,533,629 30,000 $ 794,631 1,752 8,566 $ 13,231,496 4,541,384 33,268 $ 16,889,121 4,291,818 30,000 17,372,019 $ 804,949 $ 17,806,148 $ 21,210,939 $ 4,561,490 $ 928,620 $ 5,124,390 $ 5,253,447 Department total $ 4,561,490 $ 928,620 $ 5,124,390 $ 5,253,447 $ 911,451 $ 4,500 $ 878,786 $ 912,682 Department total $ 911,451 $ 4,500 $ 878,786 $ 912,682 $ 2,784,478 173,886 $ $ 2,850,801 173,886 $ 3,067,062 184,216 Department total $ 2,958,364 $ 0 $ 3,024,687 $ 3,251,278 $ 12,148,825 886,639 1,870,557 1,207,361 962,637 17,076,019 $ Department total $ Leadership and Management General Fund Mayor and Council General Fund Municipal Court General Fund Other Grants Neighborhood & Human Services General Fund $ Home and Housing Grants Other Grants Communty Service Grants Other Grants Department total $ 10,102,808 853,182 5,198,919 $ 75,524 193,252 3,963,369 $ 16,154,909 $ 4,232,145 $ 10,464,064 355,536 4,171,308 1,361,351 2,427,571 18,779,830 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 P General Obligation Bonds-Debt Se MDA Bonds-Debt Service Other Bonds-Debt Service Capital Projects - Streets/Economic Outside Source Fund 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 $ (13,691,671) $ (7,028,229) 1,036,905 (327,254) (3,093,210) (1,820,260) 6,972,297 3,368,238 2,709,821 13,132,940 3,557,447 6,198,539 (3,007,741) 36,733,334 22,816,784 59,358,881 23,442,022 (3,162,526) 3,226,971 229,417 (7,149,232) 5,601,054 2,806,057 4,617,272 7,407,000 3,976,588 24,964,579 292,941,799 $ (34,786,830) $ 108,513,783 $ 299,303,394 1,948,618 $ (6,620) $ 1,822,869 $ 1,898,973 1,948,618 $ (6,620) $ 1,822,869 $ 1,898,973 Department total $ Office of Communications General Fund Department total $ $ 51,180,544 50,806,760 11,476,421 33,392,585 22,051,053 11,246,961 * 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. 560 Schedule 16 - Auditor General Schedule F Expenditures/expenses by department Fiscal Year 2024 Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2023 2023 2023 2024 Department/Fund Parks and Recreation General Fund Percent for the Arts Other Grants Sports Complex Operations/Mainte Sports Complex Equipment Reserv Capital Projects - Streets/Economic Department total $ 19,365,812 $ 104,192 $ 280,106 172,272 181,121 6,180,671 288,500 7,322,500 17,670,542 $ 280,106 5,375,574 151,500 72,500 18,811,019 85,000 6,979,042 196,000 13,887,500 33,157,483 $ 737,691 $ 23,550,222 $ 39,958,561 2,043,625 $ 13,020 $ 1,971,572 $ 2,576,473 2,043,625 $ 13,020 $ 1,971,572 $ 2,576,473 $ 59,527,304 751,114 $ 1,612,348 1,581,113 $ 59,832,993 715,849 $ 74,764,871 1,305,824 Department total $ 60,278,418 $ 3,193,461 $ 60,548,842 $ 76,070,695 725,480 21,374,966 4,560,916 1,504,433 16,273,166 2,660,772 2,461,500 $ 20,000 $ (187,240) 608,234 2,200 (201,870) 55,103 1,111,021 711,755 16,477,194 4,445,167 1,469,795 18,805,214 2,649,209 $ 594,865 770,460 83,510 7,411,738 4,684,804 7,233,042 814,773 29,703,828 4,711,080 1,476,461 19,116,644 2,991,709 5,125,000 18,280,751 7,900,649 13,718,003 7,864,479 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 Bonds Fleet Maintenance Fleet Reserve Facilities Maintenance 7,123,339 4,437,320 7,253,370 Department total $ 68,375,262 $ 2,856,283 $ 63,887,918 $ 111,703,377 Water Services Water Water Replacement & Reserves Water Expansion Water Bonds Wastewater Wastewater Replacement & Reser Wastewater Expansion Wastewater Bonds 73,056,426 372,000 8,151,141 21,646,701 44,683,573 66,420 3,536,773 9,957,682 $ 2,602,966 $ 259,103 5,106,099 3,335,819 5,468,569 137,000 3,829,044 (341,500) 55,582,966 $ 95,020,547 738,500 11,446,377 50,859,777 53,099,999 167,000 7,932,964 20,580,872 Department total $ Total all departments $ 161,470,716 783,000,000 $ $ 20,397,100 0 104,111,245 524,925,445 $ $ 239,846,036 950,000,000 $ $ 3,844,500 9,714,305 30,675,743 821,557 2,395,155 1,077,019 * 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. 561 562 Schedule 17 - Auditor General Schedule G Full-time employees and personnel compensation Fiscal year 2024 Fund General Fund Special revenue funds Streets Community Development Block Grant Transit Adult Day Program Public Safety Grants Attorney Grants Municipal Court Enhancement Fund Community Service Grants Total special revenue funds Full-time equivalent (FTE) Employee salaries and hourly costs Retirement costs Healthcare costs Other benefit costs Total estimated personnel compensation 2024 2024 2024 2024 2024 2024 1,017.10 $ 104,424,476 $ 28,294,723 $ 17,824,428 $ 8,061,367 $ 158,604,994 50.80 1.00 11.50 8.25 2.00 $ 3,895,495 81,661 677,696 577,155 449,601 2,000 138,576 82,789 5,904,973 $ 533,049 10,946 96,776 76,287 30,164 547 13,798 11,085 772,652 $ 865,194 22,962 154,816 $ 370,375 6,410 58,661 43,816 18,382 2,737 7,353 6,340 514,074 $ 5,664,113 121,979 987,949 697,258 535,974 5,284 170,280 225,029 8,407,866 0.45 1.00 75.00 $ $ 37,827 $ 10,553 124,815 1,216,167 $ $ Debt service funds $ Total debt service funds 0.00 $ $ 0 $ $ 0 $ $ 0 $ $ 0 $ 0 0 0 0 Capital projects funds $ Total capital projects funds 0.00 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 $ $ 0 $ $ $ 0 $ $ $ 0 $ $ $ 0 $ $ 5,100 $ 0.00 $ 0 $ 0 $ 0 $ 5,100 $ 16.90 69.50 40.50 7.20 56.80 4.20 $ 1,770,123 5,811,094 3,241,769 431,959 3,599,381 250,567 $ 214,432 790,634 428,902 58,439 498,057 35,335 $ 263,173 1,145,145 828,006 131,618 950,140 78,864 $ 133,872 499,241 283,657 42,034 345,560 22,443 $ 195.10 $ 15,104,893 $ 2,025,799 $ 3,396,946 $ 1,326,807 $ 563 0 0 0 0 5,100 0 0 5,100 2,381,600 8,246,114 4,782,334 664,050 5,393,138 387,209 0 21,854,445 Schedule 17 - Auditor General Schedule G Full-time employees and personnel compensation Fiscal year 2024 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 Healthcare costs Other benefit costs Total estimated personnel compensation 2024 2024 2024 2024 2024 2024 15.00 $ Total internal service fund 101.75 $ 8,665,550 $ 1,143,245 $ 1,677,785 $ 693,229 $ 1,475,381 105,000 246,086 3,558,370 6,794,972 0 0 12,179,809 Total all funds 1,388.95 $ 134,099,892 $ 32,236,419 $ 24,115,326 $ 10,600,577 $ 201,052,214 2.00 37.75 47.00 1,017,730 105,000 179,083 2,412,834 4,950,903 $ 141,524 $ 23,829 335,811 642,081 564 219,542 $ 29,460 597,945 830,838 96,585 $ 13,714 211,780 371,150 Appendix 566 567 568 City of Peoria FY 2024 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 – Comprehensive Annual Financial Report: The official annual report of the City. The CAFR represents management’s report to its governing body, constituents, legislative and oversight bodies, and investors and creditors. 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 levels. 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, taxexempt 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. 569 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 2024 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. BUDGET MESSAGE: The opening section of the budget, which provides the City Council and the public with a general summary of the important aspects of the budget and budget policies, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming fiscal year. BUDGETARY CONTROL: The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues. CAPITAL IMPROVEMENT PROGRAM BUDGET: The appropriation of bonds or operating revenue for improvements to city facilities, including buildings, streets, water and sewer lines, and parks. CAPITAL OUTLAY: Expenditures which result in the acquisition of or addition to fixed assets. CAPITAL PROJECT: Any project having assets of significant value and having a useful life of five years or more. Capital projects include the purchase of land for design, engineering and construction of building and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. CAPITAL PROJECT CARRYOVER: An approved capital project that was not completed in the previous fiscal year and therefore was budgeted again in the current fiscal year in order to finish the project. CARRYOVER: An approved budget expenditure from prior year revenues that was not purchased and is budgeted again in the current year. Expendable items used by COMMODITIES: operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. COMMUNITY FACILITIES DISTRICT (CFD): A separate entity established by a local government agency, which allows for financing of public improvements and services. CONTINGENCY FUND: A budgetary reserve set aside for emergency or unanticipated expenditures and/or revenue shortfalls. The City Council must approve all contingency expenditures. The payment of principal, DEBT SERVICE: 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. An accounting transaction DEPRECIATION: which spreads the purchase cost of an asset across its useful life. DIVISION: A functional unit of a department. The formal accounting ENCUMBRANCE: recognition of committed funds to be set aside for a future expenditure. For budgetary purposes, encumbrances are considered expenditures. The amount of ESTIMATED REVENUE: projected revenue to be collected during the fiscal year. EXPENDITURE: This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. 570 City of Peoria FY 2024 Annual Program Budget Appendix EXPENDITURE LIMITATION: The Arizona State Legislature imposed constitutional amendment which limits the annual expenditures of all municipalities. The limit is set by the Economic Estimates Commission based on population growth and inflation. All municipalities have the option of Home Rule where the voters approve a four-year expenditure limit based on revenues received. FIXED ASSETS: Assets of a long-term character, which are intended to continue to be in use or kept for more than five years, and of monetary value greater than $5,000, such as land, buildings, machinery, furniture and other equipment. FULL-TIME EQUIVALENT (FTE): A part-time position converted to the decimal equivalent of a fulltime position based on the percentage of 2,080 hours per year. FUND: A set of inter-related accounts to record revenues and expenditures associated with a specific purpose. The City of Peoria, in general, has six types of funds: General Fund: A general purpose fund supported by taxes, fees and other non-enterprise revenues. Enterprise Funds: Designed to be self-sustaining through fees collected, e.g. Water, Solid Waste, etc. Special Revenue Funds: Supported through grants, or in the case of the Streets Fund, which is supported through Highway User Revenues. Internal Service Funds: Used for tracking charges for services paid by City departments to the service providing department such as Fleet Services. unanticipated or over-realized revenues and unspent appropriations or reserves at the end of the year. GENERAL OBLIGATION BONDS: Bonds that finance a variety of public projects such as streets, building and improvements. The repayment of these bonds is usually made from secondary property tax revenues. GENERAL PLAN: A plan approved by City Council that provides the fundamental policy direction and guidance on development decisions in the City. The General Plan is the “constitution” for growth and development in the community. GOVERNMENT FUNDS: Refers to the use of Fund Accounting in which funds are set up for specific sources of revenues. Its main purpose is stewardship of financial resources received and expended in compliance with legal or other requirements. GRANT: A contribution by the state or federal government or other agency to support a particular function such as special community programs and community development. IMPACT FEES: The fees charged to offset the cost of city improvements that are required due to 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. Bond Funds: Primarily used for Capital Projects. Debt Service Fund: Primarily used to track principal and interest payments, most commonly for bonds. FUND BALANCE: The difference between fund assets and fund liabilities remaining at year-end. For budgetary purposes, this represents the sum of 571 MAJOR FUND: Any fund whose revenues or expenditures, excluding other financing resources and uses, constitute more than 10 percent of the revenues or expenditures of the appropriated budget. City of Peoria FY 2024 Annual Program Budget Appendix MARGIN OF SAFETY: The difference between the expected (or actual) sales level and the breakeven sales level. MUNICIPAL DEVELOPMENT AUTHORITY: A corporation which issues bonds for city approved projects to which the city pays the annual debt service under a lease-purchase or loan agreement. OBJECTIVES: A statement of specific measurable outcomes which contribute toward accomplishing the departmental goal. OPERATING BUDGET: A budget for the dayto-day costs (salaries, utilities, supplies, operating capital, etc.) of delivering City services. OPERATIONAL IMPACTS: The expenses associated to a project that will continue on an ongoing basis after the project is complete. PAY AS YOU GO CAPITAL FUNDING: Funding of a capital project with existing cash reserves or with revenues that will be recognized the same year as the project is undertaken. PERFORMANCE MANAGEMENT: A resultsoriented system that allows local governments to: set appropriate targets and assess whether they are being met; distinguish success from failure; highlight accomplishments; and demonstrate results to win support. PRINCIPLES OF SOUND FINANCIAL MANAGEMENT: A Peoria City Council-adopted document establishing strong financial principles and guidelines for the City’s overall fiscal planning and management. These policies support the continued financial strength and stability of the City of Peoria as reflected in its financial goals. PROGRAM: A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the City is responsible. Many times this is also referred to as a division. 572 PROPERTY TAX: The total property tax levied by a municipality on the assessed value of all property within the City limits. In Arizona, the tax system is divided into two separate types: Primary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the everyday operations and maintenance. Secondary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the repayment of its General Obligation Bond indebtedness. PROPERTY TAX LEVY: The total amount that can be raised by general property taxes for the purposes specified in the Tax Levy Ordinance. PROPERTY TAX RATE: The amount of tax stated in terms of a unit of the tax base expressed as dollars per $100 of assessed valuation. REVENUE: The income of a government from all sources appropriated for the payment of the public expenses. REVISED SERVICE LEVEL: Reflects budgetary requirements needed to increase or decrease service levels, implement or eliminate new programs or activities. SINKING FUND: A means of repaying funds that were borrowed through a bond issue. The issuer makes periodic payments to a trustee who retires part of the issue by purchasing the bonds in the open market. STANDARDS: The measures which serve as bench-marks to assess how well programs are operating. STATE-SHARED REVENUES: The portion of revenues collected by the State of Arizona that are allocated to cities and towns based primarily on U.S. Census population figures. City of Peoria FY 2024 Annual Program Budget Appendix TRANSFER: An interfund transaction, whereby one fund makes a contribution or donation to another fund for various purposes. USER CHARGES: The fee charged for the direct receipt of a public service to the party or parties who benefit from the service. WORKING CAPITAL: A financial metric, which represents the amount of day-to-day operating liquidity available. Also known as operating capital, it is calculated as current assets minus current liabilities. 573 City of Peoria FY 2024 Annual Program Budget Appendix Acronyms 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 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 574