City of Peoria, Arizona FY2025-2034 Annual Program Budget 2 City of Peoria Annual Program Budget Fiscal Year 2025 3 Total Fiscal Year 2025 Budget $995,000,000 Operations $458,615,298 General Funds Special Revenue $242,524,295 Contingency $52,535,521 $37,562,444 Enterprise Funds $95,950,026 Internal Service Funds $82,523,433 Debt, Trust & Agency Funds $55,100 General Fund Streets Water $238,267,366 $13,584,713 $40,546,384 Fleet Maintenance $8,154,816 Fireman’s Pension $5,100 General Funds $37,535,521 Half Cent Wastewater $4,256,929 Transp. Sales Tax Funds $148,087 $16,156,903 Fleet Reserve $15,407,330 Capital Bonds $0 Special Revenue $9,500,000 Other Reserve $0 Development Fees $5,000,000 Solid Waste Residential $18,462,975 Insurance Reserve $32,536,491 Capital Projects $0 Enterprise Fund $4,000,000 Home & Housing Grants Solid Waste Commercial $2,961,476 Facilities Maintenance $7,784,293 Debt Service $50,000 Internal Service Funds $1,500,000 Transit $3,290,795 Sports Complex $7,214,462 IT Operations $17,945,464 Attorney Grants $18,284 Enterprise Reserves $10,308,185 IT Reserve $695,039 Public Safety Grants $5,567,875 Enterprise Expansion $299,641 IT Projects $0 $997,978 Other Grants $5,484,665 Community Serv. Grants $3,470,047 4 Capital Projects $0 Debt Service Funds $0 Capital Projects $432,312,909 Long-Term Debt $51,536,272 $66,040,937 Special Revenue Funds $71,124,061 Enterprise Funds $179,299,714 Capital Project Funds $114,347,703 Internal Service Funds $1,500,494 General Funds Water G.O. Bonds General Fund Streets Water GO Bonds IT Reserve $12,426,710 $23,943,849 $24,524,278 $18,306,349 $29,191,873 $59,147,786 $1,500,494 Wastewater Other Bonds $8,949,722 $32,448,159 Transp. Sales Tax Funds $28,683,462 Water Expansion $9,104,436 MDA Bonds $6,215,991 Half Cent Sales Tax Fund Other Reserve Funds $9,068,500 Development Fee Funds $20,887,549 Wastewater Streets $26,741,165 $26,247,304 Other Grants Wastewater Expansion $3,687,420 Outside Source Fund $28,952,613 $3,246,701 Water Bonds $67,993,006 Wastewater Bonds $28,410,541 Solid Waste Operating $202,973 Solid Waste Bonds $13,816,800 Sports Complex GA Surcharge $151,500 5 $0 6 City of Peoria FY 2025 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 Principal Officials 25 Core Values 26 Council District Map 27 Organizational Chart 29 Introduction 31 Statistical Data 44 Distinguished Budget Presentation Award 59 Budget Summary Budget Process Overview 53 Budget Methodology 54 Budget Review 54 Budget Adoption 55 State Law 55 Budget Amendment Policy 55 Budget Basis 56 Performance Management 56 Budget Summary 57 Financial Reserves 58 Fund Balance Analysis 59 Operating Budget 62 Staffing Summary 62 7 City of Peoria FY 2025 Annual Program Budget Table of Contents Department Summary 63 Operating Budget History 64 Grant Funds 65 Internal Service Funds 66 Debt Service 67 Debt Management 69 Financial Planning Financial Policies 75 Fund Balance Objectives 75 Fiscal Planning 77 Capital Improvements 77 Control Measures and Compliance 78 Debt Management Policy 78 Long-Range Forecast 79 Economic Outlook 79 Financial Projection 80 Operational Impacts of Capital Plan 80 Forecasts of Major Operating Funds 81 Revenue Summary Revenue Summary 87 Total Revenues by Fund 88 City Sales Tax Revenue 89 Property Tax Revenue 90 State-Shared Revenue 91 Highway User Revenue (HURF) 92 License and Permit Revenue 93 Water Utility Revenue 94 Wastewater Utility Revenue 95 Solid Waste Fund Revenue 96 8 City of Peoria FY 2025 Annual Program Budget Table of Contents Programs Why Measure Performance? 99 Transparency and Accountability 99 Efficient Allocation of Resources 99 Continuous Service Improvement 100 Strategic Approach 100 Organizational Priorities 100 Council Goals 100 Department Plans 100 Cascading Measures 101 Departments: Arts, Culture, and Library Services 103 City Attorney 109 City Clerk 115 Development and Engineering 119 Economic Development Services 131 Finance & Budget Department 139 Fire-Medical Department 147 Human Resources 155 Information Technology 161 Leadership and Management 167 Mayor and Council Office 171 Municipal Court 175 Neighborhood and Human Services 181 Non-Departmental 197 Office of Communications 199 Parks, Recreation and Community Facilities 205 Planning and Community Development 221 Police Department 229 Public Works 237 Water Services 245 9 City of Peoria FY 2025 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 281 Economic Development 291 Operational Facilities 299 Parks and Recreation 323 Public Safety 337 Streets and Traffic Control 351 Water 387 Wastewater 415 Schedules Schedule Descriptions 437 Schedule 1 – All Funds Summary 438 Schedule 2 – All Funds Revenue 441 Schedule 3 – All Funds Operating Expenditures 457 Schedule 4 – Summary of Improvement District Revenues 469 Schedule 5 – Tax Levy and Tax Rate Information 471 Schedule 6 – Personnel Summary by Department 473 Schedule 7 – Authorized Personnel by Department 475 Schedule 8 – Debt Service 513 Schedule 9 – Capital Improvement Budget 515 Schedule 10 – Summary of Supplementals 537 Schedule 11 – State of AZ Auditor General Schedule A 549 Schedule 12 – State of AZ Auditor General Schedule B 551 Schedule 13 – State of AZ Auditor General Schedule C 553 Schedule 14 – State of AZ Auditor General Schedule D 557 Schedule 15 - State of AZ Auditor General Schedule E 559 10 City of Peoria FY 2025 Annual Program Budget Table of Contents Schedule 16 - State of AZ Auditor General Schedule F 561 Schedule 17 – State of AZ Auditor General Schedule G 565 Appendix Budget Adoption Resolution 569 Glossary of Terms 571 Acronyms 576 11 City of Peoria FY 2025 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 2025 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 of Peoria FY 2025 Annual Program Budget City Manager Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2025 Mayor Beck and Members of the Peoria City Council, I am pleased to present the proposed operating and capital budgets for the City of Peoria for the fiscal year beginning July 1, 2024, and ending June 30, 2025, including the City’s capital improvement program for FY 2025 through FY 2034. The proposed FY 2025 budget is a structurally balanced spending plan that reflects a continued commitment to provide superior public services to our residents, while preserving our strong financial foundation. The proposed budget totals $995.0 million, which represents a 4.7 percent increase from the prior year. Given inflation in the 3.0 percent range, the budget is growing by a modest amount. The operating budget is $458.6 million—an increase from $416.4 million in the prior year. A substantial portion of the increased operating funding is dedicated to public safety. The $432.3 million capital budget is largely driven by $249.8 million carried over from the previous year. FINANCIAL SUMMARY A tradition of fiscal discipline has placed the city in a 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. Peoria’s revenue is growing at a level consistent with projections. Year to date, Peoria’s sales tax revenue is up 1.0 percent over the prior year, while state shared sales tax growth is 5.5 percent. Collections from state shared road funds and vehicle license tax are up 3.8 percent and 2.4 percent, respectively. State shared income tax has seen significant but anticipated growth, increasing by 41.8 percent compared to FY 2023. FY 2024 is the first year of the state sharing 18.0 percent of income tax with cities. Prior to this year, the state shared 15.0 percent. The increased share is to help offset the impact of the state’s flat tax, which we know will be generating significantly less revenue starting in FY 2026. In terms of revenue growth in FY 2025, we anticipate growth in city sales tax revenues; however, this growth will be offset by the loss of residential rental revenues. The essentially flat city sales tax revenues reinforce the city’s long-term strategy of limiting ongoing budget growth to known ongoing revenues while using one-time revenues for one-time purposes. City staff is aware that year-over-year inflation has come down from its highs to 2.7 percent in December 2023. On the other hand, like most Americans, staff is even more cognizant of the fact that cumulative inflation over the past five years is 28.3 percent. Inflation coupled with a tight labor market 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 2025 budget includes funding for merit and cost of living increases for employees to keep their compensation competitive with other Valley cities. 17 City of Peoria FY 2025 Annual Program Budget City Manager Budget Message 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 2025. Although Peoria does not use our reserves to address recurring expenditures, each year a contingency appropriation is budgeted, in addition to the reserves, to address unforeseen operational and capital expenses including market changes. 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 2025 is $52.5 million, with $27.5 million set aside in the General Fund, $10.0 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 2025 operating budget is $458.6 million. The General Fund, which accounts for 52 percent of the City-wide operating budget, totals $238.2 million. The proposed operating budget:  Does not increase the city property tax rate or the transaction privilege tax rate (sales tax).  Builds more wells to provide a redundant supply of water and develops more reclaimed water resources. Peoria utility customers can expect a combined rate adjustment of 8.4 percent in July 2024. 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 $11.6 million ongoing and $30.1 million onetime to the operating budget. The General Fund accounted for $7.8 million of the ongoing total and $16.6 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 City of Peoria FY 2025 Annual Program Budget City Manager Budget Message The FY 2025 budget adds 41 new positions (41 FTEs) to the city’s authorized strength. Of the 41 positions, 31 are for public safety. Department City Clerk Finance and Budget Fire-Medical Fire-Medical Fire-Medical Human Resources Human Resources Police Police Police Police Police Police Police Public Works Public Works Public Works Public Works Water Services Water Services Total New FTE Positions Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund Solid Waste Fleet Streets Streets Water Wastewater Title Administrative Assistant II Buyer II Fire Captain Fire Engineer Firefighter Sr. Compensation & HRIS Analyst Human Resources Consultant Sr. Business System Analyst Crime Analyst Police Hiring Specialist Police Officer Police Sergeant Lead Police Assistant Police Support Assistant Solid Waste Operational Coordinator Automotive Technician II Transportation Technician I Street Maintenance Equipment Operator Engineering Supervisor Utility Plant Operator II FTE 0.5 1.0 3.0 3.0 11.0 0.5 1.0 1.0 1.0 1.0 7.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 2.0 41.0 COUNCIL GOALS At study sessions and council meetings, City Council has laid out its major budget priorities. These priorities include public safety, water security, economic development, and innovative government. Public Safety. Public safety is the largest component of Peoria’s General Fund budget. To ensure the Police department has the necessary resources to serve and protect Peoria’s residents and businesses, the FY 2025 budget includes funding for a police sergeant, seven police officers, six civilian police positions, and four full-time benefited civilian investigative specialists. The civilian investigative specialists are part of a three-year pilot program. Additionally, increased funding for contract personnel, training, specialized services, and vehicles will enhance proactive policing efforts. In terms of capital investments for public safety, the capital improvement program (CIP) includes $20.1 million for a joint fire-medical public safety facility in the Vistancia area, as well as $19.1 million for a police evidence facility. The FY 2025 CIP also includes several projects to expand, rehabilitate, and improve public safety facilities. The Fire-Medical Department’s budget includes 15 new positions to staff the joint fire-medical public safety facility. The budget also include two new positions to upgrade the Low Acuity Unit to a Medical Response 19 City of Peoria FY 2025 Annual Program Budget City Manager Budget Message Unit. To enhance fire-medical services, the budget provides additional funding for supplies, vehicles, and training. Water Security. In recent years, City Council has elevated the focus on water security. Last year, Peoria began a multi-year effort to become more resilient to drought. This budget advances that effort. On the operational side, the Water Services budget includes additional funding for water supply, three new positions, chemicals, electricity, specialized services, and equipment. The water/wastewater CIP funds new major plant expansions, contributes to the Bartlett Dam and reservoir expansion project, and plans for an advanced water purification treatment plant. The future of water in Peoria is reclaimed water—for irrigation in the near term and for drinking in the long term. Economic Development. To maintain Peoria’s solid financial position, the City must continually grow its revenue producers. Peoria recently signed a development agreement with Amkor Technology. Through the agreement, Amkor has committed to develop the largest outsourced semiconductor packaging and test facility in the United States, representing a $2 billion multi-phase investment in Peoria, adding 2,000 local jobs. Redeveloping downtown Peoria remains a key budget priority. The CIP includes a $14.8 million carryover to continue this effort in FY 2025. With the significant economic activity located in and around northern Peoria, a strategically placed airport would make Peoria a hub for regional economic activity. With this goal in mind, the budget includes funding to continue the airport feasibility study along with funding for capital projects to connect Lake Pleasant Parkway to future industry in the area. Innovative Government. Like a well-run business, the city now has 80 key performance indicators that are reviewed by city management on a monthly basis. These key performance indicators go hand in hand with the work of the Office of Innovation, an investment which will yield operational improvements to the residents of Peoria for years to come. Some of the innovative projects continued in this budget include the police department’s real time crime center and the finance department’s enterprise resource planning software. Advanced, customized technology will allow these departments to serve the community more efficiently and effectively. 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. The $432.3 million CIP in FY 2025 is increasing by a modest 5.3 percent over the prior year. There are a few new projects in the FY 2025 CIP, but the largest component of the FY 2025 CIP remains the FY 2024 carryover, which totals $249.8 million. Certain supply-chain elements remain challenging and are producing long lead-times on key capital components that delay the rest of the project. Further, several key utility projects depend upon land acquisitions from government entities that have extensive processes. The overall $1.3 billion 10-year CIP is increasing by 25.7 percent, largely driven by new utility projects. 20 City of Peoria FY 2025 Annual Program Budget City Manager Budget Message The proposed 10-year CIP continues to make major investments in water and sewer infrastructure. Some of the projects that first appeared in last year’s 10-year CIP and are continued in the FY 2025 - FY 2034 CIP include the wellfield/booster pump station at Lake Pleasant Parkway/CAP, the reclaimed water line from Jomax to Beardsley, and the SRP/CAP interconnect Facility. New projects include $48.1 million for the Bartlett Dam and reservoir expansion project, $165.0 million for an advanced water purification treatment plant, $80.2 million to expand the Jomax water reclamation facility’s (WRF) capacity to 4.5 million gallons a day (MGD), and $9.1 million to start the expansion of the Beardsley WRF to 9 MGD. These projects are necessary to meet the needs of a growing city and prepare Peoria for future shortages on the Colorado River. In addition to investments in a joint fire-medical public safety facility and downtown redevelopment, the FY 2025 - FY 2034 CIP continues investments in several facilities and roadways. A few of these investments include the city hall renovation project, Peoria Sports Complex improvements, fleet shop replacement, and regional drainage improvements/street widening at 67th and Pinnacle Peak Road. Preservation of existing city parks is a top priority for the City Council. To further that objective, the CIP includes $5.3 million for the parks refresh program, $3.5 million for Pioneer Community Park enhancements, and $7.0 million for upgrades to the Rio Vista Recreation Center and Community Park. Well-maintained streets are vital to the quality of life for all Peoria residents. To avoid major pavement rehabilitation projects, the CIP includes $56.7 million over 10 years for pavement preservation. In addition, the CIP includes $18.2 million for major pavement rehabilitation projects. This dedicated funding will significantly reduce the long-term financial impacts of aging asphalt infrastructure. ACKNOWLEDGEMENTS To preserve the unique quality of life in our community, the proposed budget was prepared with City Council goals in mind. 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 the employees of the city who have contributed innovative ideas to make the FY 2025 budget a reality. Sincerely, Henry Darwin City Manager 21 22 Introduction 24 City of Peoria Principal Officials of the City Fiscal Year 2025 Jason Beck Mayor Bill Patena Councilmember Jon Edwards Vice Mayor Jennifer Crawford Mayor Pro Tempore Michael Finn Councilmember Brad Shafer Councilmember Denette Dunn Councilmember Henry Darwin City Manager Austin Roe Mayor’s Chief of Staff Rick Buss Assistant City Manager Scott Kurish Office of Innovation Director Vacant Internal Controls Program Manager Kris Dalmolin Information Technology Director Kevin Burke Deputy City Manager Mike Faust Deputy City Manager Travis Cutright Deputy City Manager Marylou Stephens Arts, Culture & Library Services Director Jeffrey Curran Development & Engineering Director Thomas Intrieri Police Chief Sean Kindell Chief Financial Officer Chris Hallett Neighborhood & Human Services Director Gary Bernard Fire-Medical Chief Chris Calcaterra Parks & Recreation Director Jennifer Stein Economic Development Services Director Christine Nickel Human Resources Director Rhonda Humbles Public Works Director Chris Jacques Planning & Community Development Director Diane Arthur Office of Communications Director David Burks Water Services Director Agnes Goodwine City Clerk 25 City of Peoria Core Values “The City of Peoria team members share a commitment to provide quality service for our community.” P Professional E Ethical 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. 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. O R Open 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 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. I Innovative A Accountable 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. 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 27 28 Henry Darwin City Manager Scott Kurish Rick Buss Office of Innovation Director Assistant City Manager Kris Dalmolin Vacant Internal Controls Program Manager Information Technology Director Austin Roe Mayors Chief of Staff Kevin Burke Mike Faust Travis Cutright Deputy City Manager Deputy City Manager Deputy City Manager Marylou Stephens Sean Kindell Jeffrey Curran Chris Hallett Arts, Culture & Library Services Director Finance & Budget Director Development & Engineering Director Neighborhood & Human Services Director Chris Calcaterra Rhonda Humbles Parks & Recreation Director Public Works Director Thomas Intrieri Gary Bernard Police Chief Fire Chief Jen Stein Chris Jacques Christine Nickel Diane Arthur Economic Development Director Planning & Community Development Director Human Resources Director Office of Communications Director David Burks Agnes Goodwine Water Services Director City Clerk 29 May 15, 2024 30 City of Peoria FY 2025 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 2025 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 Peoria consisted of just one square mile of land when it was incorporated in 1954. The community started to change in the 1960s after Del Webb began developing Sun City, a retirement community west of Peoria. A series of annexations during the 1980s and 1990s designed to preserve desert open space and manage quality growth resulted in expanding Peoria’s land area to the 179 square miles it covers today. Not only did the annexations create the fourth largest incorporated area in Arizona, they also included Lake Pleasant, the second largest lake in Arizona and a premier recreational asset. Peoria is a dynamic and innovative community in the Greater Phoenix region. Encompassing more than 179 square miles of beautifully varied landscapes, Peoria boasts an enviable quality of life that is enjoyed by tens of thousands of residents. Our citizens have strong housing choices, from traditional neighborhoods to large master-planned communities, from multi-family options to ranch homes nestled up against desert mountains and rich vegetation. Peoria is also an emerging employment center for innovative, high value companies. These companies are attracted by a skilled workforce and one of the top public school districts in the state. Peoria is a well-run city for people who love having options. A Glimpse of History Leading the Way, bronze sculpture by Ann La Rose (City Hall Campus) The first settlers in what is now known as the City of Peoria were farmers from Peoria, Illinois, who migrated to this area during the late 19th and early 20th centuries and named this new community after their hometown. With the Arizona Canal providing irrigation for the area’s arid but fertile land’s arid but fertile lands, and with access to railroad lines, these settlers developed a thriving agricultural community. Snow-capped mountains surrounding Lake Pleasant provide a rare but beautiful sight 31 City of Peoria FY 2025 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 fastest-growing city in the nation for cities over 100,000 in population in the 1990s. Peoria’s population rapidly grew from 12,000 in 1980 to an estimated 139,000 in 2005. The 2010 Census put the city’s population at just over 154,000 and the estimated population for 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 32 City of Peoria FY 2025 Annual Program Budget Introduction Water is one of our most precious resources in the desert, and a robust turf reduction program is underway for non-programmable turf areas in our neighborhood parks to reduce our water footprint. A grant award from the Water Infrastructure Finance Authority of Arizona (WIFA) organization will allow us to expand this program. 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. The City’s first community park, Rio Vista Community Park, is a 52-acre park that offers a wide variety of activities and amenities. In addition, the Veterans Memorial and a 52,000 square foot Recreation Center, which serves as a hub for 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 display of flags for each military branch. In addition, the Senator John McCain Vietnam Veterans Memorial Plaza provides an honorable respite for visitors along with a Bell UH-1 "Huey" helicopter on display. Amenities Parks and Recreation Peoria offers many unique opportunities for residents and visitors alike to enjoy. A wide range of parks and recreation facilities can be found throughout the city, including: • • • • • • • • • • Rio Vista Recreation Center and Community Park 37 neighborhood parks (including four with dogfriendly areas) Peoria Sports Complex home to the Seattle Mariners and Sand Diego Padres Paloma Preserve Private and public golf courses Walking trails and mountain hiking trails Rio Vista Recreation Center and Community Park Pioneer Community Park Paloma Community Park Three outdoor swimming pools A Huey helicopter is featured at Senator John McCain Vietnam Veterans Memorial Plaza For residents and visitors of Peoria and the Valley of the Sun, shade is paramount in the enjoyment of parks, trails, and outdoor recreation. Peoria promotes sustainable practices, community education and engagement as we preserve our open spaces in this one-of-a kind Sonoran Desert community. 33 City of Peoria FY 2025 Annual Program Budget Introduction Peoria’s second Community Park, Pioneer Community Park, is an 83-acre park located near the southeast corner of 83rd Avenue and Olive Avenue. This park also offers a wide variety of amenities that continue to expand the recreational opportunities for citizens. 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 7080 tournament events that attract teams from all areas of the United States, Canada, and Mexico. In addition, Rio Vista Community Park also offers sand volleyball and skatepark. Pickleball has become increasingly popular, and at Paloma Community Park you can find four lighted pickleball courts. 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: • • • • • • Zero-depth entry for children Water slides and diving boards Competitive racing lanes Swim lessons Aquatic fitness classes 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: Splash pad at Pioneer Community Park • • • Paloma Community Park, the third and newest community park, is located in north Peoria at Lake Pleasant Parkway and Dixileta Drive. This park provides a broad range or active and passive recreational activities to the entire community. At 85 acres in size, the park can accommodate large numbers of people while drawing residents from throughout the community to enjoy its many amenities. • • • Walking/jogging paths Restroom facilities Basketball courts, volleyball courts, tennis courts, and pickleball courts Shaded playgrounds Open turf areas, ramadas and more Dog friendly areas at Alta Vista, Sunnyslope, Scotland Yard, Parkridge Neighborhood Parks 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. Sunset at Paloma Community Park Outdoor Opportunities All three of Peoria’s Community Parks include a wide range of amenities for all residents including: • • • • • • 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. Ramadas for family and group functions Urban fishing lakes Inclusive playground structures Splash pads Dog parks Lighted baseball/softball and multi-use fields 34 City of Peoria FY 2025 Annual Program Budget Introduction Sunset view from West Wing Mountain The beauty of Lake Pleasant Preservation of natural resources is a high priority with over 3,000 acres of desert landscapes preserved and still counting. Peoria and the White Tank Conservancy have collaborated over the years bringing a diverse mix of outdoor educational programming, such as invasive weed identification, bringing youth to the mountains and connectivity of wildlife corridors. Peoria’s residents play a vital role in these preservation efforts as volunteer stewards collect garbage from the water/roadways, 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 Calderwood Butte Preserves The New River Multi-use Trail System is a popular transportation corridor that will be more than 20 miles in length when complete. A continuous segment has been completed along the New River, from Northern Avenue to Happy Valley Road. This system aligns with some of the City's local shopping, dining and entertainment venues, making it a fun and safe transportation route to reach your destinations. Peoria’s place on the national map was first etched when the Peoria Sports Complex opened in 1994 to house the San Diego Padres and Seattle Mariners, becoming the first two-team Major League Baseball spring training and player development facility. In 2014, both teams agreed to train in Peoria for another 20 years, allowing the facility to undergo extensive renovations over a multi-year period. The stadium and team clubhouses were updated as part of that extension with improvements and construction of concourses, outdoor social group areas, enlarged team store, indoor event space, and shaded seating and a youth playground. 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. The 12,518-seat stadium and 13 baseball fields host a number of community events as well as professional and amateur baseball events, while serving as the year- 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. round player development home of both MLB teams. Sunset at Peoria Sports Complex 35 City of Peoria FY 2025 Annual Program Budget Introduction 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. In 2023, Parks and Recreation unveiled the Junior Ranger Kids Club as an opportunity to get kids involved in all things Parks and Recreation. Junior Rangers learn about nature and environmental resources, receive program registration and special event alerts, and are invited to club activities and volunteer opportunities. The best part is the club is free to join! In addition, Peoria’s Rec’n Crew was created as a way to connect with children and youth in Peoria. The Rec’n Crew consists of six mascots that each represent a different division within the department. Each mascot embodies positive values and character traits and is a unique engagement and education tool. Peoria Youth Advisory Board Rec’n Crew Mascots 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. 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. 36 City of Peoria FY 2025 Annual Program Budget Introduction 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. Peoria Center for the Performing Arts 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. Arts, Culture, and Library Services The Arizona Broadway Theatre is the premiere professional theater company of the West Valley, and offers musicals, plays, concerts, and a refined dining experience. The theatre showcases locally and nationally acclaimed artists onstage and behind the scenes, and is conveniently located in the P83 Entertainment District. Public Art - Blooming Spire by Jeff Zischke Happy Valley Rd / Lake Pleasant Pkwy A strong presence of the Arts, along with a robust calendar of engaging community events, make Peoria an ideal Arts and Culture destination. Two theaters featuring plays and musicals are located within Peoria. The Peoria Center for the Performing Arts (PCPA), located in the heart of Downtown, is the West Valley’s destination for performing arts. Arizona Broadway Theatre 37 City of Peoria FY 2025 Annual Program Budget Introduction Community Events The City of Peoria is committed to supporting accessibility to the Arts. Throughout the city, one will see investment in public art, and opportunities to engage and enjoy visual art and performing arts. The Arts & Culture Department develops and operates a number of events for the City, including annual events such as the All American Festival, Halloween Monster Bash, Downtown Holiday Festival, and Dolly Sanchez Easter Celebration. Cultural events, such as Somos Peoria, which celebrates Hispanic Heritage Month, promote Peoria as a tourist destination. In addition, smaller community and neighborhood events such as ParkFest, showcase city services and entertainment in a family friendly setting. The Utility Box Art Wrap Program provides a valuable opportunity for community members to participate in the arts, and make an impactful contribution in their community as artists. Not only is this program a creative way to make Peoria beautiful with local art, it also illustrates the important aspects of accessibility for artists of all levels and ages. The project promotes inclusivity to the diverse spectrum of art themes and represents the Peoria community in a compelling way that is visible for residents and visitors. Peoria Public Library The Peoria Public Library division, which includes Peoria Main Library and Sunrise Mountain Library, 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 Main Library has passport acceptance services for new applications, long-time (more than 5 years) expired, and youth applications and photo services. The Sunrise Mountain Library is the home to the new music garden and the Be Water art sculpture by artists Tom and Jean Latka, as well as metal sculpture Totem; The Plant Princess by artist Joan Waters. Utility Box Art Wrap Program Public Art: Totem; Plant Princess by Joan Waters Sunrise Mountain Library 38 City of Peoria FY 2025 Annual Program Budget Introduction 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. Peoria’s Top 10 Major Employers*  Peoria Unified School District Library outreach programs include visits to local schools, neighborhoods, Senior Living Facilities, and city events. Interactive StoryWalks have been added to  City of Peoria  TYR Tactical  Antigua Group, Inc.  Immanuel Campus of Care  Oak Craft Elegant Cabinetry  Banner Health  Walmart  Valleywise Comprehensive Health Center  Peoria Auto Mall *Source: City of Peoria Economic Development Services the three community parks. Courtyard at Main Library Economic Development Location & Infrastructure Business It is the goal of the Economic Development Services Department to significantly develop and advance a prosperous and vibrant economic ecosystem. This is accomplished by cultivating relationships and strategic partnerships designed to attract high quality jobs, while also providing exceptional customer service to the existing business community. Peoria has attracted companies from across the world in many targeted industry clusters, including advanced manufacturing, software, healthcare, and finance. This success has been enabled by the Mayor and City Council that have worked to build a business-friendly environment. The city has allocated resources for 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. 39 Peoria is located within the northwest area of the Greater Phoenix region. The city has a highly accessible transportation infrastructure with key services that support economic development efforts. There are four state highways that provide easy connections to the rest of the region. Loop 101 is the primary freeway through the city, providing access to more than 2.5 million people in our trade area. Loop 101 and 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 US, and Mexico. Loop 303 is a critical transportation route that runs through Peoria’s fast-growing northern region. It provides convenient access to new employment areas focused on the technology sector in addition to new high-quality residential communities. Thousands of acres of state-owned and private land are ready for commercial development that will augment an already exceptional quality of life with new high wage employment. City of Peoria FY 2025 Annual Program Budget Introduction Advanced manufacturing and semiconductor supplier companies have shown strong interest in Peoria due to its proximity of the TSMC semiconductor plant being built near northeast Peoria in Phoenix. Vistancia, an award-winning master planned community, is particularly attractive with the FIVE NORTH lifestyle employment centers. FIVE NORTH is a perfect blend of tech parks, commercial areas, and retailers that encourage people to truly live, work and play in one location. Peoria has responded by targeting retail and restaurant opportunities to meet the needs of residents and improve the community service amenities. Park West is a leading retail center that has attracted several new chef-driven restaurants, including the Vig, Hash Kitchen, and more. Strong telecommunication networks provide Peoria with the necessary bandwidth to attract companies that rely on high-speed fiber optic networks to sell and move goods and services. Cox Communications, Zona Wyrred Communications, and many other providers have invested millions of dollars in new system upgrades to ensure that Peoria can meet the demands of businesses into the future. Targeted Industries The P83 Entertainment District is becoming one of Phoenix’s destinations of choice for restaurants, sports, and entertainment, including theaters amongst other high-quality amenities. 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 Aerospace/Aviation; Corporate/Regional Headquarters; Electronic Vehicle Batteries and Suppliers; Semiconductor and Microelectronics Suppliers; and Technology/Software. A combination of factors points 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 success of our programs and attract new residents as businesses expand. The city has also worked with key businesses and Peoria Unified School District to establish new internship programs and classes to support the semiconductor industry. An entry monument in the P83 Entertainment District Stadium Point at P83, a 1,000,000+-square-foot vertical mixed-use development is in the heart of the P83 district. It will include high-end office space, a fullservice hotel, signature restaurants, retail and 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. 40 City of Peoria FY 2025 Annual Program Budget Introduction City Government 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. 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 FireMedical Department operates eight stations throughout the city, including a station at Lake Pleasant. The department provides emergency medical care, fire suppression, hazardous materials response and mitigation, technical rescue, fire inspection/ investigation, fire-related public education, 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. Greenway Water Treatment Plant The Peoria Police Department has a strong community-oriented policing philosophy and strives to provide law enforcement through a partnership with the community. Integral to this Community-Oriented Policing philosophy are programs such as Citizen Police Academies /adult and youth versions, School Resource/Liaison 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, Enforcement Programs, and Communications ensure a high quality of life and safety to Peoria residents. 41 City of Peoria FY 2025 Annual Program Budget Introduction 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 Peoria residents and business owners can get a behindthe-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. Peoria Leadership Institute attendee visit the Fire Department The Community Assistance Resource Center, located at the Peoria Community Center provides essential space for nonprofit service agencies in exchange for providing easy and local access to human and social services programs for Peoria residents. The Resource Center currently houses 16 non-profit agencies offering services ranging from at-risk youth, aid for seniors and job placement assistance in addition to staff from the City’s own Peoria SUPPORT Program. Thousands of critical connections to services are made through these partnerships throughout the year. Through a series of conservation related workshops, residents increase their under- standing and awareness of the many sensible ways they can save money and the environment through everyday actions. Industry experts teach residents about water conservation in the home, proper landscape irrigation, recycling, composting, energy efficiency and more. In Peoria, we welcome even the smallest changes because we know that together they have a great impact. The 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 The Peoria Community Center 42 City of Peoria FY 2025 Annual Program Budget Introduction Education 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.” Peoria’s educational system is top-notch at all levels. Peoria Unified School District serves most of the city of Peoria. Serving approximately 35,000 students in 43 unique public schools across the northwest valley, the Peoria Unified School District educates tomorrow's leaders. 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 formulate their own goals, and to graduate prepared for top-tier colleges. For the past 130 years, Peoria Unified has been an Arizona public school district of choice, where students can receive a high-quality education rooted in the values that their families share. Peoria Unified meets the needs of all pre-kindergarten through 12th grade students through its variety of programs including S.T.E.A.M., arts education, special education, gifted education, career and technical education, athletics and more. To continue its long history of success, the district maintains its focus on four key components of its strategic plan: Student Success, Safety and Well-Being, Stewardship of Community Resources and Community Connection. The Peoria Unified School District continuously pursues its vision of “Every student, every day, prepared to shape tomorrow.” 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. 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. The original Peoria High School is designated as a Peoria Place of Pride Full-day kindergarten is offered at no cost in the Peoria Unified School District 43 City of Peoria FY 2025 Annual Program Budget Introduction Form of Government: Council-Manager Date of Incorporation: June 6, 1954 Peoria at a Glance Peoria Unified School District Fire Protection Number of Schools Elementary Schools (grades K-8) .......................... 34 High Schools (grades 9-12) ....................................... 8 eCampus Virtual School (K-12 ................................ 1 Number of Stations 8 Number of Employees .............................................. 243 Avg. Response Time (minutes) .............................. 6:03 Number of Incidents: Emergency Medical Support ......................... 22,957 Fire Calls .............................................................. 1,362 Ambulance Transport .................................... 10,350 Number of Students Elementary .......................................................... 23,363 High School ........................................................ 12,532 Police Protection Number of Employees: Sworn ........................................................................... 234 Non-Sworn ................................................................. 112 Priority 1 Response Time (minutes) .................... 5:25 Number of calls answered ............................... 268,886 Annexed Area in Peoria City Employees (as of July 1, 2023) Full-time .................................................................... 1,425 Part-time FTE’s ............................................................ 5.5 Total authorized FTE’s ...................................... 1,430.5 Recreation Community Parks ........................................................... 3 Urban Lakes ............................................................ 3 Splash Grounds ...................................................... 3 Skate Park ................................................................ 1 Neighborhood Parks ....................................................37 Ramadas .............................................................. 116 Tennis Courts.......................................................23 Pickleball Courts ..................................................16 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 44 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2025 Annual Program Budget Introduction Streets and Utilities Streets Utilities Lane miles of streets maintained – 1668 Number of active customers Water ...................................................................... 62,972 Wastewater ........................................................... 65,631 Residential Solid Waste ...................................... 63,382 Arterial ......................................................................... 467 Collectors .................................................................... 249 Residential ................................................................... 952 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.......... 10,409,391,193 gal *includes non-potable consumption Number of active wells in system ................ 29 Available storage capacity ................. 42 mil gal Streetlights Maintained ........................................17,250 *Source – City of Peoria Public Works Department 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 ............................................... 385 mil gal Butler Plant ............................................ 2,811 mil gal Solid Waste* Residential tonnage processed.................... 66,290 Commercial tonnage processed ................. 19,001 Recycle tonnage processed ......................... 16,348 Total tonnage processed ............................ 101,639 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 *Source – City of Peoria Water Services Department *Source – City of Peoria Public Works Department 45 City of Peoria FY 2025 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% 46 City of Peoria FY 2025 Annual Program Budget Introduction Demographics PopulationI 250,000 202,183 184,469 200,000 Median Household Income $100,000 154,475 150,000 108,364 100,000 $60,000 50,618 50,000 - $80,000 $40,000 12,351 $20,000 4,792 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 $60,417 $50,000 $35,000 $- 1970 1980 1990 2000 2010 2020 2023 Occupied Housing Units** $86,948 $75,323 $63,535$65,314 1990 2000 2005 2010 2015 2020 2023 Family HouseholdsI 60,000 50,000 40,000 30,000 20,000 10,000 - Occupied housing units Total Family Households Non-Family Households Vacant housing units Educational AttainmentI Occupations* 50,000 60,000.00 40,000 50,000.00 30,000 20,000 10,000 - 40,000.00 30,000.00 20,000.00 10,000.00 Less than High school Some Bachelor's High School or college or degree or Graduate equivalent associate's Higher degree degree 1 Source – MAG estimates *Source – U.S. Census Bureau **Source- Esri ACS Key Population and Household Facts 47 City of Peoria FY 2025 Annual Program Budget Introduction 48 City of Peoria FY 2025 Annual Program Budget Introduction The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Peoria, Arizona for its annual budget for the fiscal year beginning July 1, 2023. 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. 49 City of Peoria FY 2025 Annual Program Budget Introduction A view of Peoria’s stunning desert landscape at Lake Pleasant 50 Budget Summary 52 City of Peoria FY 2025 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 2025 BUDGET CALENDAR Date Activity CIP Budget Requests Due October 31, 2023 Midyear Financial Review November 14, 2023 Operating Budget Requests Due December 31, 2023 Department Budget Review Sessions January 2024 City Council Budget Study Session March 28, 2024 Adopt Tentative Budget May 7, 2024 Hold Public Hearing on Final Budget and Truth in Taxation May 28, 2024 Adopt Final Budget May 28, 2024 Adopt Property Tax Levy June 18, 2024 53 City of Peoria FY 2025 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. In some cases, the allotted base budget is not sufficient to support existing department operations. In the case where additional funding is desired, departments may submit a “supplemental” request for additional resources. Conversely, in acknowledgment of decreased revenue streams, reductions to budgets may need to be considered. In these cases, departments may submit a “supplemental” request to reduce the budget. All supplemental requests are closely reviewed and must compete for limited funding. The approved requests are then incorporated into the department base budget. Budget Review Department budget submittals are typically due around the end of the calendar year. Once these submittals are received, the Management and Budget Division staff closely reviews all requests for conformance with organizational policies and objectives. Where there are questions 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 January. 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 2025. 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. 54 City of Peoria FY 2025 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. The maximum legal expenditure limit is $1,288,525,749 in Fiscal Year 2025. This compares to the total appropriation of $995,000,000 in the proposed budget. In addition, the city estimates that $376,388,205 would be qualified for exclusions from the expenditure limitation. The budget includes funding for current needs and carryover allowances for the upcoming year. State Law All funds within the city have been set up with expenditure appropriation in the budget. Section 42-17101, Arizona Revised Statutes, requires the adoption of a tentative budget on or before the third Monday in July. The tentative budget sets the maximum spending appropriation for the city. Once this amount is set, the city cannot spend over that amount for the fiscal year. Budget Amendment Policy During the fiscal year, the budget is monitored continually by both the Management and Budget Division and individual departments. The city may not exceed the total expenditure appropriation originally authorized by the City Council. However, the Council may amend the approved budget during the fiscal year. This may require a corresponding change in another fund to assure compliance with the total legal expenditure limitation. Article IX, Section 20 of the Arizona Constitution imposes an expenditure limitation for the annual budget appropriation in municipal governments. The limitation requirements also appear in section 41-563, Arizona Revised Statutes. Should the state-imposed limit not allow for sufficient funds to meet the city’s needs, the budget law provides four options to potentially solve this problem: 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. 1. A local home rule (alternative expenditure limitation) 2. A permanent base adjustment 3. One-time override 4. A capital projects accumulation fund 55 City of Peoria FY 2025 Annual Program Budget Budget Summary Budget Basis 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. The city maintains its financial records in accordance with Generally Accepted Accounting Principles (GAAP) for governmental entities. The basic financial statements include government-wide financial statements as well as fund financial statements. The government-wide financial statements are prepared on a full accrual accounting basis and show governmental activities, business-type activities and a total for the government (excluding fiduciary activities). Governmental fund statements are prepared on a modified accrual basis of accounting. Proprietary fund statements are prepared on the full accrual basis. Performance Management The City of Peoria is focused on continually improving operational performance. The organization is accountable to its residents by demonstrating progress toward the achievement of goals, objectives and performance measures within every service delivery area. The city has employed a number of performance management practices to make informed decisions on operational needs and resource allocation. Under the modified accrual basis of accounting, revenues are recognized when they are “measurable and available”. “Measurable” means the amount can be determined and “available” means collectible within the current period or soon thereafter to pay liabilities of the current period. Expenditures are recorded when the related liability is incurred, except for unmatured interest on general long-term debt, which is recognized when due, and certain compensated absences, claims and judgments which are recognized when the obligations are expected to be liquidated with the expendable available financial resources. A strategic approach was utilized during the FY2025 budget process. The departments addressed their operational needs through a review and update of their operating plans. Departments identified and reaffirmed their core services, key operational goals, and objectives and performance indicators. Multi-year performance measurement data was used to make financial decisions that ensured that the recommended FY2025 budget addressed the business needs of the city while focusing on quality and effective service delivery to the citizens. For enterprise fund types, including the water, wastewater, solid waste, and Sports Complex funds, financial records are maintained on an accrual basis of accounting. For budgetary purposes, the city does not recognize non-cash accounting entries, such as depreciation expense, in the enterprise funds. Governmental fund types include the general fund, special revenue funds, capital project funds, debt service funds, and trust and agency funds. The city has attempted to minimize the differences between GAAP (modified accrual) reporting and budget (cash) basis reporting. Variances that have not been eliminated include: (1) non-cash entries such as depreciation and accrued employee compensated absences that are recognized for GAAP but not for budget, and (2) the 45-day encumbrance recognition for 56 City of Peoria FY 2025 Annual Program Budget Budget Summary Budget Summary Expenditures The City of Peoria’s FY2025 budget appropriation totals $995 million. The operating budget totals $459 million, an increase of 10 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 $995 million proposed budget is comprised of four major segments. The operating budget totals $459 million (46 percent) and debt service is $52 million (5 percent). Approximately $52 million (5 percent) is set aside as contingency appropriation. Capital improvements total $432 million, which is 43 percent of the total FY2024 budget. Revenues The FY2025 estimated revenues total $722 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 FY2025, the city estimates revenue from charges for service at $243 million (34 percent), taxes at $166 million (23 percent), intergovernmental revenues at $112 million (16 percent), and bond proceeds at $155 million (21 percent). The remaining categories represent $46 million (6 percent). Summary of Expenditures Total FY25 Expenditures $995 Million Summary of Revenues Contingency 5.3% Total FY25 Revenues $722 Million Bond Proceeds 21.4% Debt 5.2% Taxes 23.1% Capital 43.4% Misc. 6.3% InterGov't 15.5% Charges for Service 33.7% 57 Operating 46.1% City of Peoria FY 2025 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) 0B Description FY21 FY22 FY23 FY24 FY25 % Change Fines, Licenses, Permits & Rents $9.6 $9.5 $8.7 $8.9 $9.2 +3.4% Bond Proceeds $60.8 $120.6 $68.9 $75.5 $154.6 +104.8% Charges for Services $198.7 $207.7 $223.1 $216.9 $243.1 +12.1% Intergovernmental Revenue $65.3 $71.8 $85.8 $93.7 $111.6 +19.1% Taxes $119.4 $133.9 $154.1 $161.9 $166.5 +2.8% Miscellaneous Revenue $10.6 $10.5 $37.3 $58.9 $25.7 -56.4% Interest Income $4.3 $4.1 $2.8 $4.0 $10.9 +172.5% Total Revenues $468.7 $558.1 $580.7 $619.8 $721.6 +16.42% TOTAL BUDGETED USES 1B (In Millions) Description FY21 FY22 FY23 FY24 FY25 % Change Operations $313.3 $328.8 $371.6 $416.4 $458.6 +10.2% Capital $233.7 $241.9 $284.9 $410.6 $432.3 +5.3% Debt Service $42.2 $45.2 $46.9 $48.8 $51.6 +5.5% Contingencies $75.8 $79.1 $79.6 $74.2 $52.5 -29.2% Total Revenues $665.0 $695.0 $783.0 $950.0 $995.0 +4.7% 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 $348 million. The following chart outlines the financial plan for FY 2025. The total sources, including beginning fund balances, are estimated at $1.4 billion and total uses are estimated at $1.0 billion. 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 58 City of Peoria FY 2025 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Estimated Balance 7/1/2024 Total Sources Total Uses Estimated Balance 6/30/2025 General $219.8 $498.5 $380.3 $118.2 Special Revenue $110.8 $183.0 $127.5 $55.5 Enterprise $148.7 $387.5 $300.6 $86.9 Internal Service $66.4 $137.2 $85.7 $51.5 Capital Project $47.5 $123.0 $114.3 $8.7 Debt Service $27.8 $58.2 $31.4 $26.8 Total All Funds $621.0 $1,387.4 $1,039.8 $347.6 Fund Categories Fund Balance Analysis General Fund Fund Balance General Fund. In the general fund, the fund balance has risen significantly over the last few years. This reflects the unprecedented growth in tax revenues experienced during the three fiscal years beginning with FY2021. These better-thanexpected revenues have been programmed for various one-time needs, particularly capital projects, but departments have not been able to spend these funds as quickly as anticipated. Fund balance is expected to decrease over the next several years as these one-time dollars are spent. (Millions) $160.0 $131.2 $60.0 $92.9 $80.0 $113.6 $100.0 $117.3 $120.0 $151.7 $140.0 $40.0 The reserve goal is equal to 35.0 percent of the average actual general fund revenues for the preceding five fiscal years. This amounts to about $64 million for FY2025. The city does not expect to use this policy reserve, or “rainy day fund,” for any purpose in the foreseeable future. $20.0 $0.0 59 2021 2022 2023 2024 Actual Actual Actual Est. 2025 Proj. City of Peoria FY 2025 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. HURF revenues are not growing at the same rate they did over the last few years, but are still positive year-over-year. The city has been using available balances in this fund over the last several years to invest in major street rehabilitation efforts, which has reduced the fund balance. Even so, the Streets Fund remains healthy over the five-year forecast period. G.O. Bond Debt Service Fund $7.3 2021 2022 2023 2024 Actual Actual Actual Est. $23.5 $15.0 $18.7 $12.3 $12.3 $0.0 $22.6 Water Fund. Water security is one of the Peoria City Council’s four priority areas. The City Council signaled its commitment to this priority when it approved substantial rate increases for FY2024 and FY2025 to pay for new capital investments, growing water supply costs, and inlationary cost increases. The ending fund balance for FY2024 is estimated to be much higher than anticipated due to strong revenue growth and lower capital spending. Although fund balance is projected to decrease for FY2025, it will be well above the required reserves. The targeted debt coverage ratio for the water fund is two times the debt service payments, and the working capital goal is 25 percent of the operating expenditures for the current fiscal year. (Millions) $5.0 $19.6 $0.0 $20.0 $10.0 $20.1 $10.0 $18.5 $20.0 Streets Fund Fund Balance $15.0 (Millions) $30.0 2025 Proj. Water Fund Fund Balance 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. (Millions) $35.4 $51.3 $43.8 60 $56.4 Peoria’s secondary property tax is entirely dedicated to G.O. bond debt service. $52.6 $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 2021 2022 2023 2024 2025 Actual Actual Actual Est. Proj. City of Peoria FY 2025 Annual Program Budget Budget Summary 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. 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. The fund balance is above reserves but is being spent down to protect rate payers from any unnecessary rate increases. The Wastewater Fund has three subaccounts with projected ending balances that total $16.5 million consisting of the following: • $6.0 million - primary • $9.9 million - capital asset reserve • $0.6 million - equipment resere Residential Solid Waste Fund Balance (Millions) The table below only shows the ending funding balance for the main subaccount of the Water Fund. Given that the city is unlikely to finish all of its budgeted wastewater capital projects in FY 2025, carrying over those unfinished projects’ funding into FY 2025, the $6.0 million projected balance in FY 2025 understates the likely wastewater fund balance for the primary subaccount. $10 $40 $26.2 $26.4 $40.5 $20 $35.0 $30 $0 $6.0 $10 2021 2022 2023 2024 Actual Actual Actual Est. 2025 Proj. 61 $4.4 (Millions) $5.6 Wastewater Fund Fund Balance $5.1 $0 $9.6 $8.6 $5 2021 2022 2023 2023 2024 Actual Actual Actual Est. Proj. City of Peoria FY 2025 Annual Program Budget Budget Summary Operating Budget The FY2025 operating budget of $458.6 million represents an increase of $42.2 million, or 10.2 percent, over last year’s operating budget. The operating budget includes $48.2 million in onetime expenditures such as one-time requests, replacement of existing vehicles, and carryovers from the FY2024 budget. The general fund makes up 52.9 percent of the total operating budget and is the largest component of the city’s organization. Other fund categories include enterprise funds (20.9 percent), internal service funds (18.0 percent), and special revenue funds (8.2 percent). Operating Budget by Fund Type Internal Services 18.0% General Fund 52.9% Department Position City Clerk Finance Fire-Medical Fire-Medical Fire-Medical HR HR Police Police Police Police Police Police Police Public Works Public Works Public Works Public Works Water Svcs Water Svcs Administrative Assistant II (0.5) Buyer II Fire Captain (3.0) Fire Engineer (3.0) Firefighter (11.0) Human Resources Consultant Sr Comp & HRIS Analyst (0.5) Police Officer (7.0) Police Sergeant Police Hiring Specialist Crime Analyst Police Support Assistant (2.0) Lead Police Support Assistant Sr Business System Analyst Solid Waste Ops Coordinator Automotive Technician II Transportation Technician I Equipment Operator Engineering Supervisor Utility Plant Operator II (2.0) increases in salaries and benefits to help attract and retain a quality workforce. The FY 2025 budget includes 41 new FTEs as shown in the table. These new FTEs bring the total authorized fulltime equivalents for FY2025 to 1,430.50. 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. Enterprise 20.9% Special Revenue 8.2% Staffing Summary Every year, city departments assess their operations to determine whether existing resources are sufficient to meet the needs of the community. Departments strive to live within their means by constantly looking for operational efficiencies and cost savings. However, as demand for services increases over time, additional employees are needed to meet the needs of a growing city. The budget also includes 62 City of Peoria FY 2025 Annual Program Budget Budget Summary Department Summary The Arts, Culture and Library Services Department was created in FY2022. The department continues Peoria’s tradition of providing quality special events and supporting arts and culture. The budget addresses utility rate increases and minimum wage increases. The Police Department continues to receive the resources needed to serve and protect Peoria’s residents and businesses. In addition to the 14 additional positions listed above, the department received funding for four contract civilian investigative specialists who will investigate crimes that do not require a sworn officer. Onetime additions to the Police Department’s budget include wellness program expansion, radio equipment, patrol vehicle armor, and tactical unit equipment. The Public Works Department is one of the largest in the city in terms of both dollars and FTEs. The department’s FY2025 budget includes four new operational positions. Public Works is one the departments most affected by inflation, and this budget addresses cost escalation in utilities, landfill fees, and fuel, to name just a few. Many of the department’s additions to the budget are for one-time purchases (or replacements) of vehicles and equipment used in its various operations. The Fire-Medical Department is gearing up for the opening of a new fire station in Vistancia in a couple of years by adding the captain, engineers, and firefighters that will eventually staff this station. The department is also upgrading its Low Acuity Unit to a Medical Response Unit to better serve the needs of the community and alleviate the call burden on responding units. The department is increasing its budgets for medical supplies, diesel fuel, wearing apparel, and vehicle maintenance, all of which have increased in cost over the last several years. The Water Services Department continues to see large increases in water delivery fees related to the situation on the Colorado River. The budget also includes funding to address increased costs for chemicals, utilities, fuel, and other commodities. Three new positions have been authorized, including an engineering supervisor and two plant operators. One-time items include contract staff and specialized equipment. Neighborhood & Human Services is continuing various programs that support its mission to engage residents, enhance neighborhoods, and create a sense of community. The department has experienced large increases in labor costs due to minimum wage adjustments, and these increased costs are addressed in the budget. One notable addition is the planned purchase of an adaptive sensory trailer that can be transported around the community to help those with PTSD, autism, dementia, Parkinson’s, Down syndrome, and other conditions. The Economic Development Services Department continues to work to achieve the goals of the Council-adopted Economic Development Implementation Strategy. The FY2025 budget allocates funding to support this effort, including business attraction consulting services, economic impact studies, and community promotions. The Development and Engineering Department and the Planning Department are partners in ensuring smart growth in the city. The budget funds several contract positions as well as contracted plan review and inspection services to help manage workload. The budget for Parks and Recreation addresses several areas of cost pressure, including parttime wages, utility rates, and contracted landscape maintenance. One-time additions include a second autonomous field painter, fence replacements for sports fields, shade canopy replacements, and tree re-establishment plantings. The department’s budget also addresses various cost increases and maintenance needs at the Peoria Sports Complex. Other notable additions to the budget in FY2025 include auto and property claims, new agenda management software, election costs, a grant consultant, permitting system upgrade, airpark feasibility study, state and federal representation, courtroom AV technology replacement. 63 City of Peoria FY 2025 Annual Program Budget Budget Summary Operating Budget History GENERAL FUND FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 City Leadership & Management $4,008,920 $4,192,315 $4,561,490 $5,253,447 $6,429,551 Office of Communications $1,682,162 $1,819,251 $1,948,618 $1,898,973 $1,970,302 Development & Engineering $8,543,689 $9,050,069 $10,214,384 $10,349,725 $11,394,445 Economic Development Services $1,696,660 $1,860,453 $1,857,274 $2,152,043 $3,918,557 Human Resources $3,780,383 $3,949,729 $4,485,609 $5,135,786 $5,670,982 City Clerk $1,256,978 $1,452,463 $1,479,537 $1,102,553 $1,407,195 City Attorney $3,652,587 $3,848,704 $4,464,197 $4,872,222 $5,637,474 Municipal Court $2,275,532 $2,501,241 $2,784,478 $3,067,062 $3,827,973 Non-Departmental $1,228,284 $978,735 $970,631 $981,299 $955,094 Finance $11,613,727 $12,299,653 $12,366,172 $12,862,394 $12,764,257 Planning & Community Dev. $1,818,507 $1,853,492 $2,043,625 $2,576,473 $2,911,384 Police $51,726,681 $53,907,302 $59,527,304 $74,764,871 $83,225,218 Fire $38,919,305 $41,982,968 $44,166,969 $50,173,793 $55,021,472 - - $7,609,844 $8,066,206 $8,458,570 Parks, Rec & Comm. Facilities $21,216,364 $22,200,038 $19,365,812 $18,811,019 $19,875,618 Neighborhood & Human Svcs $10,942,938 $11,633,280 $10,102,808 $12,148,825 $13,066,983 $716,147 $696,345 $725,480 $814,773 $782,473 Half-Cent Sales Tax and Other $2,846,456 $2,839,873 $2,765,762 $2,593,671 $4,256,929 SPECIAL REVENUE FUNDS Streets Funds $11,329,392 $11,592,405 $12,387,205 $13,226,654 $13,732,800 Transit $5,275,433 5,111,458 $4,560,916 $4,711,080 $3,290,795 Development Fee Funds $3,538,600 $3,000,000 $5,000,000 $5,000,000 $5,000,000 Grants & Miscellaneous $3,806,842 $5,694,490 $18,570,958 $13,000,041 $15,538,849 ENTERPRISE FUNDS Water Fund $29,642,014 $31,982,629 $35,657,739 $36,543,495 $40,846,025 Wastewater Fund $12,532,997 $12,442,513 $13,821,728 $14,770,484 $16,156,903 Enterprise Reserves $3,631,741 $1,442,000 $2,936,920 $8,047,961 $10,308,185 Solid Waste Funds $14,961,987 $16,931,555 $17,858,938 $19,503,193 $21,424,451 Sports Complex $5,450,397 $5,508,808 $6,280,671 $6,477,542 $7,214,462 INTERNAL SERVICE FUNDS Fleet Maintenance $6,068,837 $6,226,512 $7,123,339 $7,900,649 $8,154,816 Fleet Reserve $3,189,208 $3,180,428 $4,437,320 $13,718,003 $15,407,330 Insurance Reserve $26,210,609 $27,851,443 $28,475,501 $29,362,990 $32,536,491 Facilities Maintenance $6,843,785 $6,817,515 $7,253,370 $7,864,479 $7,784,293 IT Operations $11,178,381 $12,270,175 $13,808,390 $16,889,121 $17,945,464 IT Reserve $606,173 $630,697 $995,953 $770,787 $695,039 IT Projects $103,000 $92,131 $30,000 $30,000 $0 Trust, Agency & Debt Svc $81,000 $60,300 $10,200 $5,100 $5,100 $313,261,411 $328,787,358 $371,560,593 $416,359,396 $458,615,298 Mayor & Council Arts, Culture & Library Services Public Works TOTAL $785,695 $886,388 64 $911,451 $912,682 $949,818 City of Peoria FY 2025 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 2025 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 2025 CDBG budget totals $1.7 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 2025 are $44,139. 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 2025 budget for the HOME grant is $997,978. 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 2025, the city has budgeted expenditures of $221,800 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 2025, the city has budgeted expenditures of $886,361. 65 City of Peoria FY 2025 Annual Program Budget Budget Summary Internal Service Funds Facilities Maintenance Facilities Maintenance, including Facilities Administration and Custodial Services, is a division within the Public Works Department. Facilities Maintenance provides for the maintenance and operation of most municipal facilities. The costs of this division are allocated through service charges to city departments based on square footage of occupied space, maintenance records, and custodial requirements. 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 FY2025 appropriation totals $7,784,293. 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. For FY2025, the Fleet Reserve Fund anticipates revenues of $7,844,243. Revenues come from annual replacement charges, transfers from other funds, and interest earnings. Expenditures are budgeted at $15,407,330. 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 FY2025 operating budget is $8,154,816. 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 FY2025 is $17,945,464. The department also has a budget of $2,195,533 for asset replacement. 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 FY2025 budget for this fund is $32,536,491. Insurance Reserve $40,000,000 $32,536,491 $32,172,282 $27,083,966 2022 2023 Revenues $29,362,990 $28,257,854 $28,475,501 $27,590,692 $0 $27,851,443 $20,000,000 2024 2025 Expenditures 66 City of Peoria FY 2025 Annual Program Budget Budget Summary Debt Service Bond financing is a primary source used to finance long-term capital projects, especially capital infrastructure. The city's debt plan is an integral tool for one of the main financing sources of the Capital Improvement Plan. Outstanding debt, capacity limitations and cash flow analysis are all reviewed as part of the capital budgeting process, while the annual debt service payments are incorporated into the operating budget. Depending on the need and the type of project being financed, several types of debt (as shown in the graph) are available. Periodically, the three rating agencies review Peoria’s general obligation credit. In November 2021, 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 2025 Debt Service by Type G.O. Bonds 46% Bank Loans 8% In October 2022, Peoria issued $25.1 million in new general obligation bonds. The city has $176.0 million in general obligation debt outstanding and intends to sell up to $29.4 million in new general obligation debt sometime during FY2025. The chart below shows the debt service requirements for all existing general obligation bonds over the next 10 years. Revenue Bonds/Loans 39% G.O. Bonds Debt Service Excise Tax Debt 6% $25,000,000 $20,000,000 General Obligation Bonds $15,000,000 General obligation (G.O.) bonds require voter approval and are backed by the taxing authority of the city. These bonds are generally used to finance projects with strong public support and that do not themselves produce revenues. Arizona law limits the amount of G.O. bonds the city can have outstanding based on the assessed valuation of the property located within the city limits. Financing for water, sewer, storm sewer, lighting, street and traffic facilities, parks and open space preserves and recreational facilities projects is limited to 20 percent of the assessed valuation. Financing for all other projects, such as municipal buildings, is limited to 6 percent of the assessed valuation. $10,000,000 $5,000,000 Principal 67 2034 2033 Interest G.O. Bond Ratings Moody’s Standard & Poor’s Fitch 2032 2031 2030 2029 2028 2027 2026 2025 $0 Aaa AA+ AAA City of Peoria FY 2025 Annual Program Budget Budget Summary Revenue Bonds and Loans Excise Tax Bonds 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. Another financing mechanism is to issue bonds secured by excise taxes and/or state-shared revenues. Excise taxes include the city’s sales tax (transaction privilege tax) as well as licensing and permit fees, franchise fees, user fees and charges, and fines and forfeitures. State-shared revenues include sales taxes, income taxes, and vehicle licensing taxes collected by the state and distributed to cities based on population. The city can pledge any or all of these revenues depending on the nature of the bond issuance and subject to various coverage requirements. Peoria’s total outstanding debt for revenue bonds and loans is $109.5 million. The FY2025 budget assumes the city will issue up to $39 million in new revenue bonds. The chart below shows the debt service requirements for all existing revenue bonds over the next 10 years. Peoria’s total outstanding debt for Municipal Development Authority bonds is $18.9 million. This was all part of a 2022 refunding of 2011 and 2012 bonds issued for enhancements to the Peoria Sports Complex. The chart below shows the debt service requirements for all existing excise tax supported debt over the next 10 years. Revenue Bonds Debt Service Excise Tax Debt Debt Service $16,000,000 $14,000,000 $3,500,000 $12,000,000 $3,000,000 $10,000,000 $2,500,000 $8,000,000 $2,000,000 $6,000,000 $1,500,000 $4,000,000 $1,000,000 $2,000,000 $500,000 Principal Principal Interest 2034 2033 2032 2031 2030 2029 2028 2027 2025 2026 $- 2034 2033 2032 2031 2030 2029 2028 2027 2026 2025 $0 Interest Excise Debt Ratings Revenue Bond Ratings Moody’s Aa2 Moody’s Aa1 Standard & Poor’s AA+ Standard & Poor’s AAA Fitch AA+ Fitch AA+ 68 City of Peoria FY 2025 Annual Program Budget Budget Summary Bank Loans Debt Management Bank loans, or direct placements, are another important financing tool. Simply put, bank loans are fixed or variable-rate loans with defined maturities. Compared to bonds, bank loans are easier and less complicated to execute, have lower issuance costs, and fewer ongoing compliance requirements. 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 bank loans is $11.8 million. Most of this was used to refund the 2006 and 2008 MDA bonds related to the Peoria Center for the Performing Arts and the construction of Happy Valley Road from 67th Avenue to 91st Avenue. The debt for these two projects will be paid off in FY2026, leaving relatively small annual principal and interest payments for a solar project. The chart below shows the debt service requirements for all existing bank loans over the next 10 years. 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. Bank Loans Debt Service $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 Principal 2034 2033 2032 2031 2030 2029 2028 2027 2026 2025 $0 Interest 69 City of Peoria FY 2025 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 July 1, 2024 (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) Secondary Assessed Valuation Allowable 20% Bonds Outstanding Less 20% Bonds Outstanding Unused 20% Debt Capacity $4,115,058,516 $823,011,703 $173,419,571 $649,592,132 6% Limitation as of July 1, 2024 (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 $4,115,058,516 $246,903,511 $2,586,095 $244,317,416 Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 Population 175,961 190,985 194,517 199,424 199,424 202,183 205,697 Secondary Assessed Value (Millions) $1,440 $1,557 $1,659 $1,781 $1,890 $2,014 $2,142 Net Bonded Debt (Millions) $140 $126 $110 $155 $164 $123 $135 Pct. of Net Bonded Debt to Assessed Value 9.7% 8.1% 6.7% 8.7% 8.7% 6.1% 6.3% Net Bonded Debt Per Capita $796 $659 $569 $798 $822 $608 $656 From FY 2019 to FY 2023, figures are based on the Annual Comprehensive Financial Report. The remaining years are budget estimates. 70 City of Peoria FY 2025 Annual Program Budget Budget Summary OUTSTANDING DEBT OBLIGATIONS ($ in millions) PAR SERIES General Obligation Bond Series 2012A AMOUNT $14.7 TERM OUTSTANDING PURPOSE Park, Open Space, Trail, Recreation, Library, Street, ISSUED (YEARS) Traffic Control, Transportation, Public Safety, 06/28/12 20 $14.7 $5.5 $20.3 $7.6 12/15/15 20 $30.3 $11.5 $41.8 $20.8 12/15/15 13 $66.4 $19.9 $86.3 $28.9 06/05/19 20 $30.4 $11.7 $42.2 $24.4 12/09/21 20 $55.9 $16.1 $72.0 $52.3 11/02/22 20 $23.8 $12.3 $36.1 $22.5 Technology, & Operational Facility Capital Projects PRINCIPAL INTEREST TOTAL JULY 1, 2024 Park, Open Space, Trail, Recreation, Library, Street, General Obligation Bond Series 2015A $30.3 Drainage, Traffic Control, Transportation, Public Safety, Technology, & Operational Facility Capital Projects General Obligation Bond Series Park, Open Space, Trail, Recreation, Library, Street, 2015B - Series 2007A & 2009A Drainage, Traffic Control, Transportation, Public Safety, Refunding $66.4 Technology, & Operational Facility Capital Projects Park, Open Space, Trail, Recreation, Library, Street, General Obligation Bond Series 2019 $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 General Obligation Bond - 2019 $23.8 Streets, Drainage, Public Safety, & Operational Facility Capital Projects $6.3 Drainage Capital Projects 09/13/19 20 $5.3 $0.9 $6.2 $4.4 $17.8 Water & Wastewater System Capital Projects 08/13/21 20 $16.8 $3.4 $20.2 $15.4 $3.2 Operational Facility Capital Projects 10/26/17 8 $3.2 $0.3 $3.5 $0.9 $25.8 Street Capital Projects 10/04/17 8 $25.8 $2.5 $28.2 $6.8 $5.2 Operational Facility Capital Projects 09/17/17 20 $5.2 $2.7 $7.9 $4.1 $21.5 Operational Facility & Water Capital Projects 04/27/22 10 $21.5 $6.0 $27.5 $19.0 $4.5 Water & Wastewater System Capital Projects 07/17/09 20 $4.5 $1.7 $6.3 $1.5 $14.0 Water & Wastewater System Capital Projects 10/29/15 20 $14.0 $3.7 $17.7 $9.2 $49.0 Water & Wastewater System Capital Projects 02/09/17 20 $49.0 $14.0 $63.0 $36.1 2020 Water & Sewer Revenue Bonds Refunding $35.2 Water & Wastewater System Capital Projects 10/20/20 9 $35.2 $6.5 $41.7 $21.5 2022 Water & Sewer Revenue Bonds $29.0 Water & Wastewater System Capital Projects 05/24/22 Water Infrastructure Financing 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) 20 TOTAL 71 $29.0 $14.9 $43.9 $28.2 $431.0 $133.7 $564.7 $303.6 72 Financial Planning 74 City of Peoria FY 2025 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. 75 City of Peoria FY 2025 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. 76 City of Peoria FY 2025 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 77 City of Peoria FY 2025 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 78 City of Peoria FY 2025 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. The U.S. economy continues to chug along, though not at the same rate of growth as the last few years. Just when it appeared the Federal Reserve was getting inflation under control and would lower interest rates by the end of 2024, inflation inched back up and the labor market held steady, leading most to believe there would not be any rate cuts in 2024. Meanwhile, at the consumer level, credit card debt is at an all-time high the savings accumulated during the pandemic has mostly been spent. Although consumers are still spending, retail sales have leveled off compared to the previous three years. The risk of recession in the near term appears to be low in spite of persistent inflation and lingering fears about Ukraine and the Middle East. 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? Here in Arizona, the state is projecting budget deficits the next two years as sales tax growth has slowed and earlier projections of the impact of the flat tax on income taxes have proven to be woefully underestimated. Although housing starts have rebounded after a dismal 2023, housing prices have remained stubbornly high, undermining one of the • 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? 79 City of Peoria FY 2025 Annual Program Budget Financial Planning Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. state’s longtime strengths—housing affordability. Still, Arizona remains an attractive location for both individuals and businesses. One needs only look at northern Peoria for proof, evidenced by continued residential and commercial development and Amkor Technology’s decision to invest $2 billion in an advanced semiconductor packaging facility. 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 FY2025 includes a narrative discussion on the long-range models for each of the operating funds. Specifically, the Management and Budget staff undertook extensive reviews of the following funds: General Fund. The General Fund supports most general government activities, including public safety, development services, parks, recreation and general government functions. The fund is supported by various revenue sources, including sales and property taxes, user fees and state-shared funding. Departments submitting capital projects estimate the operations and maintenance costs of each project based on cost guidelines that are updated each year. The departments also consider any additional revenues or savings the city can reasonably expect to recognize upon completion of the project. For example, membership fees from a new recreation center help to offset the increased operating costs. The net operating costs are included not only in the project request, but also in the long-range forecasts of the respective funds, to ensure that we properly account for operating budget impacts of all capital projects. Streets Fund. The Streets Fund provides for much of the City’s street and traffic operations. The fund is largely supported by the State’s Highway User Revenues (fuel taxes) as well as the City’s 3/10 of 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 Transportation Assistance Fund II (LTAFII), which are proceeds from Powerball Lottery sales. 80 City of Peoria FY 2025 Annual Program Budget Financial Planning distributed to the State Highway Fund and to local governments. Ongoing uses are within ongoing sources, and this fund will remain financially sustainable throughout the planning period. 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. Streets Fund Projected Ongoing Sources & Uses $25,000,000 $21,702,555 $22,032,442 $21,334,970 $221,726,899 $215,097,506 $222,554,227 $228,059,495 Uses FY25 $21,680,587 $209,367,020 $215,491,045 Sources $198,078,267 FY29 $209,576,227 FY28 $189,782,538 FY27 $204,094,654 FY26 $50,000,000 $0 $20,856,204 $250,000,000 $100,000,000 $21,337,397 $0 Projected Ongoing Sources & Uses $150,000,000 $20,612,785 $5,000,000 General Fund $200,000,000 $21,002,811 $10,000,000 General Fund. The city thoroughly examines ongoing general fund requirements and revenue streams over multiple years to ensure that current service levels can be sustained. This enables the city to maintain a strong unreserved fund balance, while continuing the practice of funding certain capital projects on a “pay-as-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. $19,161,605 $15,000,000 Forecasts of Major Operating Funds $20,679,633 $20,000,000 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 81 FY25 FY26 FY27 Sources Uses FY28 FY29 City of Peoria FY 2025 Annual Program Budget Financial Planning Wastewater Fund. The city provides wastewater services to approximately 66,400 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 63,800 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 FY2025 budget includes a 9 percent increase in rates. The July 2024 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. The FY2025 budget includes a 4 percent rate adjustment. The July 2024 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. Water Fund Projected Ongoing Sources & Uses Wastewater Fund $100,000,000 Projected Ongoing Sources & Uses $50,000,000 FY26 FY27 Sources Uses FY28 $29,096,946 82 FY25 $41,240,693 $0 $29,496,853 $10,000,000 $27,481,641 Uses FY29 $24,055,652 Sources FY28 $31,767,006 FY27 $21,867,296 $20,000,000 FY26 $28,873,337 $30,000,000 $39,975,033 $40,000,000 $37,019,123 $62,967,108 $81,806,045 $61,718,949 $79,277,909 $58,714,562 FY25 $54,495,174 $0 $67,810,483 $20,000,000 $51,025,092 $40,000,000 $65,688,283 $60,000,000 $74,672,020 $80,000,000 FY29 City of Peoria FY 2025 Annual Program Budget Financial Planning Residential Solid Waste Fund. The residential solid waste operation provides trash collection, recycling, and loose trash pickup for approximately 64,400 residential accounts. The city’s residential solid waste operation is the sole provider of service for Peoria residents. The FY2024 budget includes a 14.0 percent increase in rates. As stated previously, this rate increase will be implemented in July 2024. 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. 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 FY2025 budget generally includes a 7.0 percent increase in rates, which will be implemented in July 2024. Future increases are planned through the remainder of the forecast period to ensure that the Commercial Solid Waste Fund will be financially selfsustaining into the future. Residential Solid Waste Projected Ongoing Sources & Uses Commercial Solid Waste Projected Ongoing Sources & Uses $30,000,000 FY28 FY29 Sources Uses 83 Uses $23,957,848 Sources FY27 FY27 $25,126,216 FY26 FY26 $22,747,673 FY25 FY25 $21,846,602 $0 FY24 $23,104,404 $0 $700,000 $20,737,946 $5,000,000 $21,943,466 $10,000,000 $19,221,092 $15,000,000 $3,611,137 $3,804,232 $3,478,679 $3,599,994 $3,098,264 $3,405,343 $2,982,001 $3,185,106 $1,400,000 $2,949,214 $2,100,000 $2,981,126 $2,800,000 $20,877,514 $20,000,000 $3,500,000 $24,101,126 $25,000,000 $4,200,000 FY28 84 Revenue Summary 86 City of Peoria FY 2025 Annual Program Budget Revenue Summary Revenue Summary In terms of the state economy, in March, year-todate state General Fund revenues (sales tax, income tax, etc.) were down 3.1 percent compared to the prior year. Year to date, state sales tax was up 3.4 percent. Peoria’s sales tax growth was just under half that of the state at 1.6 percent. Total revenues for Fiscal Year 2025 are estimated at $721.6 million, an increase of 16.4 percent compared to the prior year’s estimate of $619.8 million. Estimated FY 2025 bond proceeds increase revenues by approximately $71.1 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 2025 revenue sources are forecasted to increase by 11.0 percent above the FY 2024 estimated total. Peoria’s new home construction activity is up considerably compared to the prior year. Through March 2024, year-to-date single-family building permits increased 577.8 percent to 366, compared to 54 permits in March 2023. Home construction is increasing valley wide, up 74.2 percent. Like many municipalities across the country, Peoria is benefiting from continued national economic growth. U.S. employers added 236,000 jobs in February. The March unemployment rate was 3.8 percent, slightly higher compared 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 revenue is growing at a level consistent with projections. Inflation has come down from its highs to 2.7 percent in December 2023. The Dow Jones Industrial Average (DJIA) concerns remain volatile with the uncertainty of the interest rate. 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 City of Peoria Total Revenue Sources Licenses & Permits 0.6% Rents, Interest & Fines 0.6% Charges for Service 33.7% Bond Proceeds 21.4% Miscellaneous Income 5.1% Intergovernmental Revenue 15.5% Taxes 23.1% FY 2025 Total Revenues: $721,642,165 87 City of Peoria FY 2025 Annual Program Budget Revenue Summary The remaining portion of the City’s Charges for Services revenue is primarily from City-provided services such as recreation programs, development services and the collection of impact fees for development activity. revenue by source, at an estimated $243.1 million, or 33.7 percent of total revenues. Revenue in this category comes from sources both internal and external to the City. Of the total amount, $118.2 million (without bond proceeds) is projected from external enterprise activity, or 49.0 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 $65.1 million. Tax revenues account for 23.1 percent of total City revenue. The estimated tax revenue for FY 2024 is $166.5 million, which includes collections from local sales, franchise, and property taxes. Sales tax collections are estimated at $129.0 million, or 77.5 percent of total tax revenue. The City’s major remaining revenue sources are described in greater detail in the following sections. Total Revenues by Fund ($ 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 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 Actual $208.8 27.1 55.3 27.8 29.0 34.2 7.6 10.2 22.3 19.6 21.1 14.6 13.2 14.5 7.2 7.6 5.5 3.6 2.7 1.9 0.8 1.5 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 FY25 Budget $217.0 147.6 66.8 29.6 32.2 33.4 14.4 35.4 25.1 22.0 20.3 19.3 14.2 13.1 7.7 7.7 4.1 4.4 3.0 2.1 0.9 1.3 0.0 0.0 $445.1 0.0 $560.8 0.0 $536.1 0.0 $619.8 0.0 $721.6 88 City of Peoria FY 2025 Annual Program Budget Revenue Summary City Sales Tax Revenue Sources Uses 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. 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. Sales Tax Tax Revenue Revenue Sales FY 2025 Total - $129.0 million Projection General 56.0% Transportation 15.0% Streets 4.3% The City is projecting $129.0 million in sales tax revenue for FY 2025, an increase of 1.6 percent from the FY 2024 budget. Albeit an increase, it is significantly lower than normal. Two factors contribute to this decline. Arizona lawmakers passed a bill prohibiting further collections of residential rental tax, effective calendar year 2025 and the decline of consumer spending. Peoria anticipated and financially prepared for these declines. Half Cent Sales Tax 25.0% 89 City of Peoria FY 2025 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 2025 is estimated to increase modestly from the previous year’s valuation. FY 2025’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 2025 is estimated at $6.2 million, a 7.0 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 2025 is estimated at $24.6 million, a 6.0 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 FY21 Budget FY22 Budget FY23 Projected FY24 Budget FY25 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 $4.8 $19.1 $23.9 $5.2 $20.4 $25.6 $5.5 $21.7 $27.2 $5.8 $23.2 $29.0 $6.2 $24.6 $30.8 90 City of Peoria FY 2025 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 2025, the budgeted State Shared revenues applied to the General Fund are $82.0 million, representing a 7.1 percent decrease from the $88.3 million budget for FY2024. This decrease is entirely related to the impact of the flat tax, and was anticipated. The largest of the four components, Urban Revenue Sharing, is based on state individual and corporate income tax collections two years prior to their distribution. State Shared Sales Tax revenues reflect monthly distributions of the state’s current year sales tax collections. The third component, Auto Lieu Tax, is based on current year distributions of the state’s vehicle license collections within Maricopa and Yavapai Counties. The fourth source, Highway User Revenues are discussed in the next section. Some Arizona cities are reporting budget deficits because they bought into the state’s understated estimates of the impact of the flat tax on Urban Revenue Sharing. Peoria expects this revenue source to decline again in FY2026. State shared sales tax and auto lieu tax are expected to grow, though at a slower rate than the last three years. General Fund State Shared Revenues ($ in Millions) 100% $42.5 $33.0 70% $29.0 $25.2 80% $24.8 90% 60% 50% $29.3 $27.8 $8.3 $24.1 $26.8 $8.3 30% $20.2 40% 20% Auto Lieu Tax State Shared Sales Tax 91 $10.2 FY21 Actual FY22 Actual FY23 Actual $8.1 0% $7.8 10% FY24 Budget FY25 Budget Urban Revenue Sharing City of Peoria FY 2025 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 2025 projection for HURF revenues is $15.5 million, a 9.9 percent increase above the prior year’s budget estimate of $14.1 million. Highway User Revenue ($ in Millions) $16.0 $14.0 $12.0 $10.0 FY 23 Actual $15.5 $13.1 FY 22 Actual $14.1 $13.2 $6.0 $12.2 $8.0 $4.0 $2.0 $0.0 FY 21 Actual 92 FY 24 Budget FY 25 Budget City of Peoria FY 2024 Annual Program Budget Revenue Summary License and Permit Revenue Projection Licenses and Permits are projected to generate $4.5 million in FY 2025. Building permit revenues are anticipated to contribute $2.9 million, or 65.0 percent of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute $1.3 million, representing 28.8 percent of the total. Permit-based revenues are forecast to decrease only slightly from FY 2024, reflecting slower construction activity within the City. The City budgets this source at a level deemed to be reliable to avoid dependence on a revenue stream that can fluctuate from year to year. Sources License and Permit revenue includes collections received by the city for the cost of providing services to specific users. Revenues include collections for building permits, sales tax licenses, engineering services and inspections. Uses The majority of license and permit revenue is collected by Development and Engineering along with the Finance Department, and the monies are placed in the City’s General Fund. License & Permit Revenues ($ in Millions) $0.3 $0.3 $0.3 $1.3 $1.3 $1.5 $1.5 $1.5 $2.9 $3.1 $1.8 $3.3 $3.5 0% $0.3 $0.3 100% FY21 Actual FY22 Actual FY23 Actual FY24 Budget FY25 Budget Bldg Permits Business Licenses 93 Other City of Peoria FY 2024 Annual Program Budget Revenue Summary Water Utility Revenue Uses Sources 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. 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. Projection At its May 16, 2023 public hearing, City Council adopted a 9.0 percent water rate increase for FY 2025. The rate increases will go into effect on July 1, 2024. The average resident will see their monthly water bill increase by $4.28 in FY 2025. Adjustments and modest residential account growth are projected to increase water revenues to $66.8 million in FY 2025. 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 FY21 Actual $48.8 0.8 0.5 0.5 0.1 0.3 0.3 0.4 3.1 $54.8 FY22 Actual $47.5 0.9 0.5 0.4 0.2 0.3 0.3 0.4 2.7 $53.2 94 FY23 Actual $46.9 0.8 0.4 0.1 0.2 0.2 0.3 0.8 5.6 $55.3 FY24 Budget $54.6 0.9 0.5 0.4 0.2 0.3 0.3 0.7 2.2 $60.1 FY25 Budget $60.8 1.0 0.5 0.4 0.2 0.0 0.3 1.4 2.2 $66.8 City of Peoria FY 2024 Annual Program Budget Revenue Summary Wastewater Utility Revenue Uses Sources 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. 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. Projection At its May 16, 2023 public hearing, City Council adopted a 4.0 percent wastewater rate increase for FY 2025. The average resident will see their monthly wastewater bill increase by $1.18 in July 2024. Projected revenues for FY 2025 are $29.6 million, an increase of $2.1 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 FY21 Actual $23.0 1.0 0.7 FY22 Actual $24.8 1.1 0.6 FY23 Actual $25.4 1.1 0.5 FY24 Budget $25.4 1.0 0.5 FY25 Budget $26.8 1.1 0.6 0.0 0.5 $25.2 0.1 0.2 $26.8 0.1 0.7 $27.8 0.1 0.5 $27.5 0.1 1.0 $29.6 95 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 14.0 percent increase for residential solid waste in FY 2025, as well as a 7.0 percent increase for commercial solid waste. The average resident will see their monthly solid waste bill increase by $2.90 in July 2024. FY 2024 revenues for combined Solid Waste operations are estimated at $22.3 million, about 15.5 percent higher than the budget estimate of 19.3 million for FY 2024. Uses The majority of revenue (86.5 percent) is generated from residential user fees, with $19.3 million expected in FY 2025. Commercial user fees are estimated to contribute 13.5 percent, or about $3.0 million in projected revenues for FY 2025. 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 FY21 Actual $2.5 FY22 Actual $2.6 FY23 Actual $2.7 FY24 Budget $2.8 FY25 Budget $3.0 12.5 13.6 14.6 16.5 19.3 $15.0 $16.2 $17.3 $19.3 $22.3 96 Programs – Performance Management 98 City of Peoria FY 2025 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 organization. Yet with the economic realities and a greater demand for certain services, the city is challenged to find ways to provide quality services at appropriate levels of service and at an affordable cost. Peoria staff strive to support core programs and services Peoria residents have come to expect. But how do we know if we are meeting the expectations of our residents? What indicators do we have that tell us how well we are doing? Are we as efficient as we could be at delivering our services? What results are we trying to achieve? The concept of Performance Management is to develop activities to ensure that goals are being met in an efficient and effective manner. For Peoria, performance management is the framework all departments use to communicate their desired results, and to evaluate our success. Through a continuous cycle of planning strategically, budgeting resources, managing our operations and evaluating our results, the city’s spending plan more closely aligns with community priorities and expectations. Throughout the year, under the leadership of the City Manager, departments review and report on agreed-upon performance measures to assess the efficiency and effectiveness of the services they deliver. Based on this analysis, departments update their department operating strategies to identify desired outcomes, address service delivery objectives and to address Community/ Council priorities and organizational goals. For that reason, performance management helps the city assist the community in understanding city operations, enhances governmental accountability 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. 99 City of Peoria FY 2025 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 established four council goals. 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 Goals for the FY 2025 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. 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. Departmentspecific 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 reported fiscal year. 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. 100 City of Peoria FY 2025 Annual Program Budget Programs – Performance Management 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, neighborhood stabilization and economic development. Measurement is typically provided in the form of outcome measures with performance targets that indicate how well we are doing relative to past performance, such as violent crimes per 1000/population, citizen satisfaction ratings and the city’s overall bond ratings. 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 achievement of the organizational goals. Performance data at this level often judge department efficiency and workforce effectiveness and help determine if departments are on target in meeting budgetary and service delivery goals. Examples can include park maintenance cost per acre, turnaround time for plan review, and emergency response times. These measures require regular review and analysis. Lastly, additional performance data is collected at the department level to provide department managers and supervisors performance data that helps guide daily operational decisions. This data often includes 101 102 Operating Budget Summary Arts, Culture and Library Services Personal Services FY22 Actual $3,083,617 FY23 Actual $3,422,782 FY24 Budget $4,277,515 FY24 YTD $3,425,431 FY25 Budget $4,370,016 Pct Chg 2.16% Contractual Services $3,150,563 $3,558,110 $3,763,809 $3,515,853 $3,940,861 4.70% $486,875 $463,832 $479,024 $468,204 $612,324 27.83% $6,721,056 $7,444,724 $8,520,348 $7,409,488 $8,923,201 4.73% FY22 Actual $548,020 FY23 Actual $465,019 FY24 Budget $521,565 FY24 YTD $464,623 FY25 Budget $551,589 Pct Chg 5.76% Percent For The Arts $241,677 $282,720 $454,142 $335,064 $464,631 2.31% ACLS Administration $167,391 $297,587 $341,691 $309,563 $363,300 6.32% Arts and Culture $1,321,487 $1,533,447 $1,885,817 $1,560,682 $1,975,534 4.76% Main Library $2,567,743 $2,959,704 $3,187,010 $2,809,191 $3,299,526 3.53% Sunrise Mountain Library $1,831,294 $1,894,247 $2,130,123 $1,892,182 $2,268,621 6.50% $43,443 $12,000 $0 $38,183 $0 .00% $6,721,056 $7,444,724 $8,520,348 $7,409,488 $8,923,201 4.73% Expenditures by Category Commodities Total Expenditures Expenditures by Division Peoria Center for Performing Arts Library Svc & Technology Grant Total Expenditures 103 104 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 Council Goals These icons indicate the Council 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 105 Arts & Culture PURPOSE INITIATIVES To provide Peoria citizens and visitors with artistic and cultural opportunities, special events, and placemaking experiences that educate, inform, enrich, inspire, and entertain, while enhancing the quality of life in Peoria. • • ACCOMPLISHMENTS • • • • • • Created and established the September Mix and Global Sounds as an ongoing music series at the Peoria Center for the Performing Arts (PCPA). Created a new two-week interactive public art experience in Osuna Park. Successfully re-imagined and updated the Old Town Holiday Festival with new elements. Updated the assisted listening devices and system, computers, and other key technical equipment, and purchased new theater risers for the PCPA. Provided 19 arts program grants totaling $95,000 and 14 event grants totaling $121,250 to local organizations to foster a diverse offering of programs and events in Peoria. Added 18 new utility box art wraps throughout the city, including partnerships with APS and Park West. • • Increase the exposure of the arts and events grants program and focus on diversity, equity, inclusivity, and accessibility. Increase the opportunities to feature local talent and artists at local venues and events, such as the recurring monthly Peoria’s 2nd Saturdays and various series at the PCPA. Execute two new public art installations in FY25. Continue to expand multi-cultural programming elements to be included in every city event. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 44 52 60 60 84 90 105 110 26,587 45,463 42,180 45,000 29 29 30 32 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) 106 Libraries PURPOSE INITIATIVES Enriching Peoria’s evolving community through equal access to information, while offering inclusive programs, innovative technology, and diverse collections. • • ACCOMPLISHMENTS • • • • • • Awarded over $47,000 in grant funding in FY24. Celebrated the one-year anniversary of the What’s Up Peoria Podcast and accumulated over 60,000 downloads since its inception. The podcast was nominated for an ASU Peoria Forward Innovation award. Successfully trained 142 users to produce their own content at the Amplify Studio. Unveiled the Music Instrument Garden at Sunrise Mountain Library, a one-of-akind engagement space for children; a project supported by grant funds. Processed 1,195 passport applications and will surpass 1,500 in the next fiscal year. Increased programing growth with the addition of sensory programs and staff training, that make our libraries inclusive destinations for all users. • • • Grow the Passport Services program with additional hours available and a new location on the second floor of the Main Library. Create a workforce development and business collaboration space (adjacent to the Passport Services) at the Main Library to provide support, resources and education for small businesses and entrepreneurs, as well as job search support for individuals. Increase library programing and outreach efforts with the senior community throughout Peoria. Expand programing at Sunrise Mountain Library to include music education using the newly constructed Music Garden. Build on the success of the sensory programming by adding additional programs that allow for an all-inclusive environment for all visitors to the libraries. Council Goals These icons indicate the Council Goals addressed by divisions within the department Total Circulation (Physical & Digital) Actual FY 2022 1,244,145 Actual FY 2023 1,355,121 Estimate FY 2024 1,400,000 Target FY 2025 1,450,000 Total Visits (Physical Visits) 253,439 350,130 360,000 370,000 Total Program Attendance 34,722 47,572 50,000 55,000 BUDGET MEASURES 107 108 Operating Budget Summary City Attorney Personal Services FY22 Actual $3,245,494 FY23 Actual $3,619,230 FY24 Budget $4,245,410 FY24 YTD $3,200,018 FY25 Budget $4,927,528 Pct Chg 16.07% Contractual Services $2,344,891 $3,729,034 $4,122,967 $5,488,471 $4,381,572 6.27% Commodities $61,528 $67,690 $91,850 $65,261 $103,350 12.52% Capital Outlay $0 $724 $0 $0 $0 .00% $5,651,913 $7,416,678 $8,460,227 $8,753,750 $9,412,450 11.26% FY22 Actual $2,433,752 FY23 Actual $2,785,247 FY24 Budget $3,263,938 FY24 YTD $2,518,585 FY25 Budget $3,718,393 Pct Chg 13.92% Victims' Assistance Prg $266,463 $291,724 $316,714 $275,296 $330,685 4.41% Criminal $992,437 $1,073,706 $1,291,570 $1,092,314 $1,588,396 22.98% $1,714,239 $3,014,087 $3,291,670 $4,628,940 $3,426,388 4.09% $236,626 $249,414 $278,051 $238,615 $330,304 18.79% $8,394 $2,500 $18,284 $0 $18,284 .00% $5,651,913 $7,416,678 $8,460,227 $8,753,750 $9,412,450 11.26% Expenditures by Category Total Expenditures Expenditures by Division Civil Claims & Insurance Claims Admin St Anti-Racketeering-Cao Total Expenditures 109 110 CITY ATTORNEY DEPARTMENT MISSION To serve the best interests of City of Peoria (“City”) citizens by providing comprehensive, high-quality legal representation and 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. Representing the Mayor and Council, City Manager’s Office, City Departments, and boards and commissions throughout the City, the City Attorney’s Office (“CAO”) serves as in-house counsel for legal advice, represents the City in civil and criminal matters, and manages claims against the City through self-insurance and independent policies. The CAO is comprised of the Civil, Criminal, and Risk Divisions, and is funded by the City’s General Fund. The Civil Division is comprised of General Counsel, Litigation, and Public Records. Four General Counsel attorneys supported by one paralegal and one legal assistant interpret and provide legal guidance on a wide range of areas of law including, without limitation, public safety, economic development, water and natural resources, Gift Clause and other constitutional matters, administrative hearings and mediations, employment and labor, bonds, licensing, permits, taxes, elections, community services, public records, transportation, and contracts. In Litigation, two attorneys supported by one paralegal and one legal assistant represent the City in State and Federal Courts on a variety of matters, ranging from personal injury to public records to § 1983 claims. Public Records is comprised of two legal specialists who gather, review, and redact all public records and body worn camera requests for review by General Counsel attorneys prior to release. In Risk, one coordinator and one specialist handle every Notice of Claim that comes to the City, negotiate and maintain insurance for all City property, process all insurance claims, and collect amounts owed to the City through subrogation. In the Criminal Division, three prosecutors supported by one paralegal, two legal assistants, and 2.5 legal specialists protect the residents of the City by prosecuting misdemeanor cases and City Code violations in the Peoria Municipal Court, while also overseeing the deferred prosecution program. Further, one coordinator and 1.5 legal specialists ensure delivery of victim services, protect the constitutional rights of crime victims, and educate the community through outreach efforts. Recently, the Criminal Division also recruited, hired, and housed a coordinator to oversee the multifaceted Misdemeanor Repeat Offender Program (“MROP”) through the Municipal Court, at the request of Neighborhood and Human Services. All CAO Divisions are further supported by our Legal Administrator, who performs duties akin to a chief of staff or a law firm managing partner, and our Technology Advisor, who provides technology assistance throughout the CAO, manages our document management system, and supports records collection for public records requests, litigation holds, and discovery. The CAO webpage is: https://www.peoriaaz.gov/government/departments/city-attorney. Council Goals These icons indicate the Council Goals addressed by divisions within the department. 111 CITY ATTORNEY ORGANIZATIONAL CHART City Attorney Criminal Civil Risk Prosecution General Counsel Insurance Victim Assistance Civil Litigation Claims 112 Civil Division • PURPOSE The City Attorney’s Office Civil Division provides in-house general counsel legal services throughout the City; represents the City in civil cases, mediations, depositions, and administrative hearings; procures insurance, handles claims, and collects debts through subrogation; and gathers, reviews, and redacts public records. • • ACCOMPLISHMENTS • • • • • • • • Collaborated with PD to successfully streamline public records request response times and overall process improvements. Drafted new Ordinance to empower PD to enforce regulation of massage parlors throughout the City. Met with representatives of Amkor and Vistancia to discuss terms, legal issues, and negotiations to draft the Amkor Economic Development agreement. Conferred with outside counsel on various issues related to the amended Common Bond Development Agreement. Reviewed and prepared the development agreement and oversaw the escrow process. Involved in the Honor Health Closing by meeting with attorneys for stakeholders, drafting documents, and overseeing the closing of the escrow process. Researched and drafted the following agreements: Trailhead DA amendment and TPT reimbursement agreement, Country Diesel DA and PSA, AFRP Water Storage Agreement, Peoria Place Agreement, All in the Game Rio Vista Purchase Agreement, and the Catholic Diocese Well Transaction. Drafted Master Fiber License Agreement. Reviewed and edited City Code legislation to create a master fiber license for providers installing fiber in the ROW that do not fall within the definitions of existing agreements. Provided legal advice and services to Human Resources in employee-related matters including, without limitation, discipline, appeals, wage and hour matters, state and federal protections, OSHA items, and FLSA questions. • Reviewed an average of 70 routine contracts per month for the City. This excludes non-routine contracts that require lengthy negotiations and/or drafting. This year our Public Records Division handled over 375 Public Record Requests totaling over 53,900 pages and 225 Body Worn Camera (BWC) requests resulting in over 2,000 hours spent reviewing and redacting BWC videos. Our Litigation Division won a case regarding a public records request that was brought before the trial court. The trial court upheld the city's narrowed redactions and rejected requesters demand for completely unredacted records reasoning that the rights of one crime victim cannot override the privacy of other crime victims, witnesses, or individuals. Our Claims Division brough in over $600,000 to the City through Subrogation & Restitution efforts. INITIATIVES • • • • • Commenced collaborating with Fire-Medical to explore financial and legal options to recover expenses associated with service to Lake Pleasant Park. Commenced collaborating with Water Services to retain legal representation for the City in the Gila River Adjudication proceedings and in numerous water law and water preservation matters. Continue to assist in furthering the City’s economic development efforts with legal advice and transactional legal work. Developed and updated several internal processes to more efficiently process public records and routine contracts. Commenced working with the City Manager’s Office to develop and implement a system to better prioritize legal requests submitted in a variety of ways by multiple employees in every department. BUDGET NOTES Currently in the process of converting our 18-year-old case management system with updated and cost-effective technology. This will streamline processes, increase productivity and accuracy, and allow staff to spend less time on data entry, allowing the CAO to better allocate resources and provide high-quality legal services to the City. Council Goals These icons indicate the Council Goals addressed by divisions within the department. 113 Criminal Division INITIATIVES PURPOSE • The City Attorney’s Office Criminal Division prosecutes crimes that occur in the City and delivers services to the victims of those crimes. This includes case notifications, support, advocacy, and contacts with community service agencies. The Division also oversees deferred prosecution/probation and MROP coordination efforts. • 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, Neighborhood and Human Services, and the Court to implement a strategy for addressing transient-related 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. Victim Assistance Coordinator provided training at the AZ Victim Assistance Academy in Flagstaff and Phoenix. Continued partnership with the Peoria Police Department and Neighborhood and Human Services to improve strategies for addressing homelessness and better serving individuals and the community through MROP. Worked with Neighborhood and Human Services and the Peoria Police Department to create and establish a grant-funded position (Misdemeanor Probation and Program Coordinator) to assist with MROP and potential MROP defendants. 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. Council Goals These icons indicate the Council Goals addressed by divisions within the department. Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Number of matters opened 2896 3342 3000 3100 Number of cases resolved 2397 2485 2300 2300 Number of notifications sent to victims 5100 5266 5200 5200 Number of victims served 2132 2268 2200 2200 BUDGET MEASURES 114 Operating Budget Summary City Clerk Personal Services FY22 Actual $665,578 FY23 Actual $686,090 FY24 Budget $821,427 FY24 YTD $596,520 FY25 Budget $862,067 Pct Chg 4.95% Contractual Services $311,990 $326,365 $275,431 $260,322 $500,758 81.81% Commodities $16,136 $18,841 $5,695 $1,862 $44,370 679.10% $993,704 $1,031,296 $1,102,553 $858,704 $1,407,195 27.63% City Clerk FY22 Actual $993,704 FY23 Actual $1,031,296 FY24 Budget $1,102,553 FY24 YTD $858,704 FY25 Budget $1,407,195 Pct Chg 27.63% Total Expenditures $993,704 $1,031,296 $1,102,553 $858,704 $1,407,195 27.63% Expenditures by Category Total Expenditures Expenditures by Division 115 116 CITY CLERK DEPARTMENT MISSION The City Clerk’s Office values Integrity, Respect, Teamwork and Resourcefulness. We are committed to providing quality services with fairness, honesty, and the highest ethical standards to sustain a community of trust. 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 Council Goals These icons indicate the Council Goals addressed by divisions within the department. ORGANIZATIONAL CHART City Clerk Agnes Goodwine Deputy CIty Clerk Jill Boltz Part Time Mgmt Analyst Vacant Clerk Specialist II Kyana Hayes Clerk Specialist II Megan Bradford Clerk Specialist Debbie Altman 117 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 • • • • Successfully implemented innovative strategies for the Boards and Commission. Including management of code changes, annual appreciation event; completed 57 interviews; 24 appointments, and 30 reappointments. Established new public notice procedures for council and Boards and Commission liaisons. Implemented E-Qual, an electronic candidate nomination signature portal. Continuous improvement, compliance, and tracking the public records requests. • • • Develop an Election Education and Outreach Program. Update the agenda management software to include Boards and Commission for agendas and minutes process. Continuous improvement of our Public Records Request process by conducting audits of the process and implementing an efficient tracking system. Conduct the 2024 Primary and General Election. Redesign City Clerk’s website. Develop and implement an internal communication process for posting public meeting notices and notification of quorums on the City’s website. BUDGET NOTES The City Clerk’s Office has requested budget supplements requests for the following: • • • • Elections 1 FTE Administrative Assistant Agenda Management Software Public Records Request Software Council Goals These icons indicate the Council Goals addressed within the department. PERFORMANCE MEASURES 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 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 1800 1950 1625 1700 2.01 6 1.83 5 14.29 15 9.83 12 7,541 8,059 11,125 13,000 232 377 325 350 118 Operating Budget Summary Development and Engineering Personal Services FY22 Actual $7,833,299 FY23 Actual $8,235,642 FY24 Budget $9,855,015 FY24 YTD $7,667,856 FY25 Budget $10,286,391 Pct Chg 4.38% Contractual Services $1,881,800 $1,901,326 $2,139,896 $1,859,547 $2,840,827 32.76% Commodities $56,747 $52,327 $63,752 $42,261 $62,317 (2.25%) Capital Outlay $77,670 $123,618 $85,000 $131,137 $85,000 .00% $9,849,517 $10,312,913 $12,143,663 $9,700,801 $13,274,535 9.31% Building Development FY22 Actual $2,998,172 FY23 Actual $3,009,987 FY24 Budget $3,620,201 FY24 YTD $2,823,653 FY25 Budget $3,973,811 Pct Chg 9.77% Engineering Admin $834,584 $878,162 $1,188,336 $973,037 $1,382,424 16.33% Site Development $1,126,815 $1,151,083 $1,293,252 $1,153,821 $1,352,875 4.61% Engineering Services $1,462,693 $1,499,273 $1,990,198 $1,393,694 $2,087,879 4.91% Architectural Services $724,314 $813,948 $877,698 $746,889 $915,732 4.33% Eng Inspection Svc $1,232,669 $1,279,505 $1,380,040 $1,031,239 $1,681,724 21.86% Traffic Engineering $1,470,270 $1,680,956 $1,793,938 $1,578,468 $1,880,090 4.80% Total Expenditures $9,849,517 $10,312,913 $12,143,663 $9,700,801 $13,274,535 9.31% Expenditures by Category Total Expenditures Expenditures by Division 119 120 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 Council Goals These icons indicate the Council Goals addressed by divisions within the department. ORGANIZATIONAL CHART DEVELOPMENT & ENGINEERING DIRECTOR Administration Architectural Services Building Development Engineering Inspections Engineering Services 121 Site Development Traffic Engineering Administration PURPOSE INITIATIVES The Administration Division provides overall management direction and support. Division staff provide financial, administrative, and technical support to the department. • Effectively prepare and manage the department’s fiscal year operating budget and continue to provide support with the capital budget. ACCOMPLISHMENTS • Provide timely and accurate processing of payment requests from vendors. • Complete the Development Impact Fee Study and adopt new fees. • 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. • 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. Provide administrative and analytical support to all department divisions. • • Prepared agendas, transmitted legal notices, assembled packets, compiled minutes, and provided support for the Construction Board of Appeals. 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. Council Goals These icons indicate the Council Goals addressed by divisions within the department. PERFORMANCE MEASURES Percentage of completed pay applications within established timeframes Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 98% 99% 99% 99% 122 Architectural Services PURPOSE • Completed design and awarded construction for: - Gene Mason Fallen Heroes Memorial at Fire Station No. 1 - EOC Renovations in the Public Safety Admin Building - Locker Room Renovations in the Public Safety Admin Building - Evidence Intake Renovations in the Public Safety Admin Building - Peoria Sports Complex Maintenance Building - Jomax WRF Operations Building Photovoltaic Solar Array - Peoria Center for the Performing Arts Ticket & Concessions Renovations 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. ACCOMPLISHMENTS • Completed construction and staff occupancy of: - Fire Station No. 3 Renovation - Fire Station No. 1 Renovation & Finishes Refresh - Municipal Complex Fountain Demolition - NAPA Building Demolition - Salty Seniorita Building Demolition & Site Grading - Sunrise Mountain Library Entry Security Enhancements - Gene Mason Memorial at Fire Station No. 1 - Fire Station No. 3 Fuel Island & Apparatus Apron Replacement • Initiated design of: - Joint Fire-Medical and Police Public Safety Facility - Downtown Peoria Tenant Operated Restaurant / Economic Development Catalyst - Peoria Municipal Fleet Building (resumed design) 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: - Peoria Sports Complex Auxiliary Fields and Parking Council Goals These icons indicate the Council 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) 123 Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 -2.8% -5% -19% -3% $6.1M $11.9M $4.2M $11.6M Building Development PURPOSE INITIATIVES The Building Development Division is responsible for the implementation and regulation of the City’s adopted building codes. Whether people live, work, or visit businesses within Peoria, our codes provide minimum safeguards for everyone. It is the goal of the division to provide 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 3,810 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 work closely with our customers to minimize this impact while maintaining the goal of providing safe structures for our citizens. 510 Council Goals These icons indicate the Council Goals addressed by divisions within the department. Actual FY 2022 PERFORMANCE MEASURES Actual FY 2023 Estimate FY 2024 Target FY 2025 Average number of business days for 1st review of the following plan types*: • Residential Standard Plans 17.1 17.6 18 18 • Residential Plot Plans 2.9 3.2 3 3 • Custom Homes 17.3 17.5 18 18 • New Commercial 18.1 17.2 18 18 • Tenant Improvement 13.5 11.7 14 14 • Solar 5.3 4.7 5 5 98.8% 98.4% 98% 98% 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. 124 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 1,200 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 approximately 600 traffic control plans. • Ensure bore profiles are submitted with each utility horizontal directional drilling (HDD) application. • 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 for development, city, and utility driven projects 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, with the exception of new hires, obtained APWA’s Certified Public Infrastructure Inspector (CPII) Certification, a nationally recognized certification program promoting quality infrastructure. New hires are required to obtain certification within one year of hire. • Ensure current inspection information and processes are available to the public on the Development and Engineering Department webpage. • Ensure inspectors remain up to date on executed franchise and license agreements with the City and all utility design and construction standards. • Continued to serve on Maricopa Association of Governments (MAG) Pavement and Asphalt working group to update MAG Specifications and Details. Council Goals These icons indicate the Council Goals addressed by divisions within the department. BUDGET MEASURES Number of permits issued/inspected related to development and CIP. Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 1,136 1,255 1,200 1,225 125 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: - Vistancia Blvd & Happy Valley Rd Intersection Re-Alignment DCR - El Mirage Rd; L303 to Jomax Rd DCR - Lake Pleasant Pkwy; L303 to SR74 DCR - Proposed new traffic signals to be located at Deer Valley & 105th Ave, Cactus & 89th Ave, Happy Valley & 98th Ave, Northern & 111th Ave, and 83rd Ave (Westwing) & Jomax Rd - 75th Ave & Olive Ave Regional Basin - 83rd Ave/Peoria Ave/Grand Ave Drainage Study - Sonoran Mtn Ranch Emergency Access - ADA Improvements at various locations - Stadium Trail Phase 2; Skunk Creek to ACDC - Stadium Trail Well Drilling & Equipping - Force Main Risk Prioritization - Williams Pump Station Improvements - Zone 6E Reservoir & Booster Pump Station • Completed the 2023 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: - New Traffic Signals at 83rd Ave & Hillcrest Blvd, Lake Pleasant Rd & Rose Garden Ln, and Happy Valley & 98th Ave - Deer Valley Rd Speed Reduction Project - Olive Ave & 93rd Ave Median Improvements - 83rd Ave & Pinnacle Peak and 83rd Ave (Westwing) & High Desert Flashing Yellow Arrows (FYA) - North Peoria Communications Backup - 75th Ave & Thunderbird Rd Intersection Improvements - 75th Ave, Grand to Thunderbird Rd Landscape Improvements - Stadium Trail Phase 1; 83rd Ave to 73rd Ave - Deer Valley Rd Sound Wall - Deer Village Unit III, 91st Ave & Lake Pleasant Parkway, Sound Wall Improvements - Jomax Rd & Lone Mtn Pkwy Dead End Treatments - ADA Improvements at 67th Ave & Brown - Wall Painting at various locations - Sonoran Mtn Park (Vector) Drainage - New River Trail Connections - Reclaimed Water Line -Segments 2 & 4 - Dove Valley Waterline Relocation - Sonoran Mtn Ranch Tank Rehabilitation - Salter Well Site Rehabilitation - Bailey Well Site Improvements 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. • Continue to conduct quarterly meetings with Cities of Phoenix and Surprise, FCDMC, & MCDOT. 126 Engineering Services Council Goals These icons indicate the Council 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 2022 Actual FY 2023* Estimate FY 2024* Target FY 2025** 14 11 11 10 $28.8M $38.9M $35.2M $41.4M *Not Fully Staffed ** Assuming Fully Staffed 127 Site Development PURPOSE • Established a new workflow for cataloging and uploading permitted and as-built plan sets to internal GIS database. 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 • Create new EDR documents and file naming standards to improve file management and review process. ACCOMPLISHMENTS • Implement the process for required submittal checklists on all engineering plan submittals to provide additional clarity for applicants and improve submittal quality. • Completed review and issued permits for Aloravita South, Legacy Place Phase 1 and Vistancia H Parcels, as part of the continued development of these prominent Master Planned Communities. • Create internal Standard Operating Procedures (SOPs) for various tasks performed by Site Development staff. • Hired a full-time Civil Engineer to assist with Engineering Plan Review. This new position will assist with maintaining review times and aim to be below the targeted 3week timeframe. Council Goals These icons indicate the Council 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 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 11 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). The City standard for 1st review of Civil Engineering plans is 21 calendar days. 128 Traffic Engineering PURPOSE The Traffic Engineering Division is responsible for plan review, design, longrange planning, and operation of the Traffic Management Center (TMC) connecting 142 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. ACCOMPLISHMENTS • Implemented reduced speed zone on Deer Valley Road near Liberty High School. • Held a training session for on-call consultants to assist in preparation of traffic signal plans. • Coordinated with development to install a Pedestrian Hybrid Beacon in Mystic. • Presented Peoria’s Network Upgrades Lessons Learned at the AZ ITS Conference. • Completed the North Peoria Redundant Loop project. • Completed video wall and server upgrades to TMC. • Completed the MAG Safe Routes to School project to update the suggested walking maps for all 24 public elementary schools in Peoria. ACCOMPLISHMENTS (continued) • Implemented new Advanced Traffic Management System (ATMS) to monitor and control the traffic signal network. • Coordinated with CIP and Developers to complete installation of new traffic signals at 83rd Ave and Hillcrest Blvd and at Lake Pleasant Rd and Rose Garden Ln. • Coordinated with Public Works to implement striping changes in conjunction with pavement preservation projects, such as providing additional on-street parking near Liberty High School. • Completed a study of 18 multifamily and bungalow communities to provide localized trip generation rate data for use in the Traffic Impact Analysis and Access Management Standards (TIAAMS). INITIATIVES • Identify safe and convenient access to new developments, coordinating with stakeholders. • Deployment of new emerging technologies to address traffic congestion and safety. • Upgrade, bolster, and expand fiber optic and communications network. • Install an Adaptive Traffic Signal Project on Lake Pleasant Parkway and Deer Valley Road. • Proactively identify safety projects based on crash history. • Develop complete set of traffic calming details. • Update Traffic Study Guidelines and Requirements. Council Goals These icons indicate the Council Goals addressed by divisions within the department. PERFORMANCE MEASURES 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) Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 120 138 148 155 7/138 4/142 5/147 5/152 12 12 42 42 3 5 3 3 6/135 4/139 4/143 6/150 66 61 50 50 Signing and Striping Plans 129 130 Operating Budget Summary Economic Development Services Personal Services FY22 Actual $695,942 FY23 Actual $1,051,706 FY24 Budget $1,332,787 FY24 YTD $1,060,704 FY25 Budget $1,412,900 Pct Chg 6.01% Contractual Services $580,170 $700,554 $789,459 $623,869 $2,201,460 178.86% Commodities $40,410 $41,748 $29,797 $19,500 $29,197 (2.01%) Capital Outlay $0 $0 $0 $0 $275,000 100.00% $1,316,521 $1,794,008 $2,152,043 $1,704,073 $3,918,557 82.09% Economic Development Services FY22 Actual $1,316,521 FY23 Actual $1,794,008 FY24 Budget $2,152,043 FY24 YTD $1,680,860 FY25 Budget $3,918,557 Pct Chg 82.09% Economic Development Grants $0 $0 $0 $23,214 $0 .00% $1,316,521 $1,794,008 $2,152,043 $1,704,073 $3,918,557 82.09% Expenditures by Category Total Expenditures Expenditures by Division Total Expenditures 131 132 Economic Development DEPARTMENT MISSION The mission of Peoria’s Economic Development Services (“EDS”) team is to cultivate a diverse and resilient economy by fostering generational growth, innovation, and prosperity. Specifically, we want the people of Peoria to enjoy an improved quality of life through meaningful employment, rewarding business opportunities, lively amenities, and valuable services. DEPARTMENT DESCRIPTION The City of Peoria’s EDS team provides support to executive management in alignment with the Council’s Livability goal, Economic Prosperity. EDS promotes Peoria at the local, regional, national, and global levels. By cultivating relationships with businesses, strategic partners, and key stakeholders, we drive job creation, entrepreneurial and small business growth, tourism, and workforce development. https://www.peoriaed.com Council Goals These icons indicate the Council Goals addressed by the department. ORGANIZATIONAL CHART Jennifer Stein Economic Development Director Amber Costa Agreement Coordinator Alicia Engel Program Coordinator David Valenzuela Chief Business Attraction Officer Dina Mathias Program Manager Susana Trasente Program Manager Karen Calivas Program Coordinator Vacant Analyst 133 Economic Development PURPOSE ACCOMPLISHMENTS (continued) The mission of the Economic Development Services Department is to implement programs, policies and strategies that facilitate job growth and provide a stable tax base for the City of Peoria. Our outcomes ultimately generate revenue for the city from income, sales and use taxes to help fund the Council’s key priorities. • ACCOMPLISHMENTS • • • Develop a comprehensive economic development strategic plan that outlines four goals in alignment with council vision and city manager's priorities. • • Collaborating with Chips Office to build a semiconductor ecosystem strategy. • Pitched semiconductor conference organizer to hold international conference (SMTA) in March that will attract 100 key executives coming to Peoria for several days. • • Continued semiconductor curriculum development with Peoria Unified School District that resulted in 100 students enrolling for 2024-25 school year. • • Strategic Partnership with UC Irvine and LA Trade Tech to recruit students to Peoria for future job opportunities. • • Landed two large semiconductor companies to Peoria- Amkor and Hyperion, both resulting in 3,500 jobs and $4 Billion of capital investment. • Recruited a developer (Concept Companies) to create an innovative tech park at FIVE NORTH in Vistancia to house semiconductor supply chain. • Worked with Aero Credit Union on landing their corporate headquarters in Peoria, resulting in 100 jobs. • Finalized development agreement with Common Bond to develop a unique dining district with top-tier restaurants. • Under contract with a developer on creating 20-30K square feet of office space in former country diesel building. • • • 134 Consistently the finalist city in Arizona for major semiconductor companies looking to relocated through ACA and GPEC. Received seven LOI's for Vistancia Commercial Core Tech Park semiconductor companies - more than 2,000 jobs average salary $75,000. California sales missions generated 45+ meetings with targeted industry businesses. Construction concluded on the Empire Business Park project and KBC; a threebuilding industrial development that was the result of EDS discussions with broker and developer to build a total of 400,000 square-feet. Launched a new lead generation partnership with a national consultant to increase the number of opportunities in southern and northern California. 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 Merit Award from AAED for the "Open for Business" video series. Created "Pitch Book" for use by our EDAB board members and others in their role as ambassadors of our city. Board members then participated in their first, narrated pitching site tour giving them the opportunity to see what Peoria has to offer first-hand. Over 130+ Peoria residents participated in the workforce training program EDS designed and administered with American Rescue Plan Act grant. The training initiative aimed to equip participants with essential skills, such as customer service and interviewing skills, in addition to providing a pathway to opportunities in Hospitality and Tourism, more specifically the Food and Beverage industry. EDS hosted the second annual Women's Leadership Conference, and the 5th Annual Peoria Forward Innovation Night. Both events set record numbers for attendance. Economic Development ACCOMPLISHMENTS (continued) ACCOMPLISHMENTS (continued) • • Successfully launched the first Seed and Acceleration Funding Track in the West Valley; addressing a critical need within the ecosystem for seed and acceleration funding that is accessible to anyone regardless of existing affiliations with schools or institutions. The Peoria Forward Pitch Competition was held in September 2023 three dynamic entrepreneurs received $2K each to grow their ventures. • • • We launched the second iteration of PopUp Peoria with Amor Collective, an innovative space that connects the city of Peoria with the business and residential communities to bring new retail and interactive experiences to the area. The second iteration functions as a retail business incubator (the first of its kind in the west valley) in addition to providing monthly classes for the community. • • The Peoria Forward program has enabled us to continue to build connectivity, sustainability, scalability, and resilience into Peoria's entrepreneurial ecosystem. The focus of the programming has shifted to building the ecosystem's internal capacity to maintain and continue to build upon the established success by providing core programming and technical assistance to a diversity of innovators and entrepreneurs across the community. • • • • • • • The Peoria Forward programming in collaboration with the Peoria Unified School District was pivotal in the launch of the very first Entrepreneurship Club run by and for Peoria High School students. • Construction began on Caliber at Peoria Place, a 3-building industrial multi-tenant complex, that was the result EDS work to securing proper master planning and marketing of the site to developers. • • Conducted multiple marketing sales missions to major conferences (semiconductor, retail, and industrial development) to promote Peoria as a business location, resulting in new leads and awareness of Peoria. 135 Worked with broker to attract LD Products, a printer toner cartridge company that relocated their headquarters to Peoria at Empire 101, leasing 65,474 square feet. EDS facilitated Trader Joe's expansion into Peoria Logistics Park, a 200,000 square foot distribution center for their stores. EDS staff were key speakers at multiple events, including WESTMARC's 2023 Tech Summit Aligned tourism efforts with business attraction target markets. Expanded tourism marketing efforts by marketing in the Wall Street Journal, California and Canada. Highlighted Peoria internationally by speaking to foreign business owners about the potential of moving or expanding their company to Peoria, AZ. Streamlined metrics for business attraction wins. Assisted with the continual organization of engaging our leadership with Economic Development Business Attraction efforts by gathering monthly data and making it readily available for management. Finalized tourism grants received from the Arizona Office of Tourism totaling over $80K. Worked with Center for the Future of Arizona and PUSD on the Career Z Challenge, a grant to connect students interested in the construction/building industry with Peoria businesses. The grant moved to Phase 11 in August 2023 to provide technical support to help further develop a pre-apprenticeship program and workforce development. Recruited businesses for Peoria Unified School District Peoria MET Academy for their new Global Business course in conjunction with ASU Digital Prep & ASU E + I. As a result of the real-world experiences the businesses provided the students, PUSD is projecting enrollment to double from this year to next year. Economic Development ACCOMPLISHMENTS (continued) INITIATIVES (continued) • • • • A commissary kitchen pilot program with Local First Arizona at Arizona Broadway Theatre was launched in September. The commissary kitchen will assist our first food-based business scale and growth. • In collaboration with Local First Arizona, six Peoria food-based businesses were supported with financial assistance to participate in a sixweek Restaurant Bootcamp to help grow their business. • • Support was given to 11 minority businesses with best practices, financial literacy and knowledge to launch or scale their business through the Local First Fuerza program. This six-month program, taught in Spanish, awarded $1,000 to each business that successfully completed the program. • • • INITIATIVES • Implement Strategic Plan that outlines four primary goals, job creation, sales tax revenue increase, workforce development and tourism. • Redevelopment Strategy that identifies 3-4 infill parcels for uses that align with our business attraction plans by working with landowners and developers. • Retail Strategy to attract and recruit new restaurants and shops desired by the community. • Implement Downtown Initiative to bring new restaurants and amenities to city-owned properties through CBRE partnership. • Continue to promote Grow Peoria to connect businesses with those seeking sublease space. • State land strategy to unlock land for industrial and retail attraction by evaluating and identifying key parcels that could serve as development opportunities in alignment with the general plan. • Connect local businesses with joint opportunities to enhance collaboration and growth among the business community. • Continue to build the entrepreneur ecosystem through ASU Peoria Forward. • Continue to grow Pop-Up Peoria to attract additional artisans to participate and engage diverse audiences. • 136 Build semiconductor supply chain through a consortia/cluster strategy at FIVE NORTH Tech Park. Continue efforts with Peoria Unified School District CTE program to place students in Peoria's workforce. Continue to produce marketing materials that highlight our city and enhance our attraction teams' pitch to businesses. 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. Continue to scale Grow Peoria program by identifying businesses that need space with businesses that have underutilized space. Support and sponsor retail businesses with resources and programs, such as the Local First Arizona Retail Boot Camp. Research holding a job fair with Peoria businesses to assist with staffing challenges. Economic Development Council Goals These icons indicate the Council Goals addressed by divisions within the division. BUDGET MEASURES * BR & E Business Touch Points – Includes Concierge, Business Briefs, Direct Outreach Actual 2022 Actual 2023 Estimate 2024 Target 2025 775 1,057 1,513 1,604 33% 10% 10% 12% 139,002 SF 641,000 SF 180,769 SF 808,155 SF 30,000 SF Pending land availability and market conditions 635,115 SF 33,117 SF 336,436 SF 2,839,507 SF 300,000 SF 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 when a company has visited Peoria and has expressed interested in a specific site.** Office and Healthcare Vacant space available at year end Space added or filled by EDS at year end Industrial Vacant space available at year end Space added or filled by EDS at year end *Per calendar year **Lead conversion ratio reflects new lead generation tools. 137 138 Operating Budget Summary Finance and Budget Personal Services FY22 Actual $4,030,424 FY23 Actual $4,271,995 FY24 Budget $5,053,747 FY24 YTD $3,954,853 FY25 Budget $5,679,752 Pct Chg 12.39% Contractual Services $967,575 $1,361,226 $1,360,383 $1,292,150 $1,454,654 6.93% Commodities $313,768 $282,826 $51,626 $999,811 $79,231 53.47% Capital Outlay $0 $0 $0 $751 $0 .00% $5,311,767 $5,916,047 $6,465,756 $6,247,565 $7,213,637 11.57% Finance Admin FY22 Actual $398,619 FY23 Actual $425,258 FY24 Budget $473,000 FY24 YTD $1,205,913 FY25 Budget $1,030,373 Pct Chg 117.84% Financial Services $1,719,470 $1,882,768 $2,026,584 $1,593,284 $2,195,013 8.31% Tax Audit & Collections $683,580 $1,002,904 $1,118,625 $959,244 $1,140,433 1.95% Management and Budget $874,255 $840,105 $1,057,162 $800,007 $1,134,514 7.32% Materials Management $882,695 $992,974 $1,058,888 $898,116 $1,117,524 5.54% Inventory Control $753,148 $772,038 $731,497 $791,002 $595,780 (18.55%) $5,311,767 $5,916,047 $6,465,756 $6,247,565 $7,213,637 11.57% Expenditures by Category Total Expenditures Expenditures by Division Total Expenditures 139 Operating Budget Summary Finance Utilities Personal Services FY22 Actual $3,114,048 FY23 Actual $3,297,986 FY24 Budget $3,593,596 FY24 YTD $2,793,953 FY25 Budget $3,281,179 Pct Chg (8.69%) Contractual Services $1,613,333 $1,833,706 $1,860,569 $1,488,290 $1,441,535 (22.52%) Commodities $391,741 $384,950 $473,359 $373,741 $388,792 (17.87%) Capital Outlay $371,139 $223,595 $469,114 $400,891 $439,114 (6.40%) $5,490,261 $5,740,237 $6,396,638 $5,056,874 $5,550,620 (13.23%) FY22 Actual $2,114,945 FY23 Actual $2,325,668 FY24 Budget $2,525,337 FY24 YTD $1,913,457 FY25 Budget $2,092,756 Pct Chg (17.13%) $727,737 $768,998 $865,908 $593,122 $386,199 (55.40%) Meter Services $1,717,148 $1,657,121 $1,927,774 $1,641,867 $1,943,929 .84% Utility Billing $930,430 $988,451 $1,077,619 $908,429 $1,127,736 4.65% $5,490,261 $5,740,237 $6,396,638 $5,056,874 $5,550,620 (13.23%) Expenditures by Category Total Expenditures Expenditures by Division Customer Service Revenue Administration Total Expenditures 140 FINANCE & BUDGET DEPARTMENT MISSION To provide responsible fiscal stewardship and professional financial management with integrity, accountability, and exceptional customer service. DEPARTMENT DESCRIPTION The City of Peoria’s Finance and Budget Department provides a wide variety of financial services and support to departments and executive management to ensure responsible management of public funds, superior public service, and fulfilment of Council goals. Primary functions include development and management of the city’s budget, financial accounting and reporting, disbursements, procurement, revenue administration, utility rate setting, and sales tax and business licensing services. Funding comes from both the general fund and utility funds. The Revenue Administration division primarily serves external customers while the Materials Management, Financial Services, and Management and Budget divisions provide services to internal customers in various departments. https://www.peoriaaz.gov/government/departments/finance Council Goals These icons indicate the Council Goals addressed by divisions within the department ORGANIZATIONAL CHART Chief Financial Officer Revenue Administrator Materials Management Financial Services Customer Service Purchasing Accounting and Reporting Utility Billing Inventory Control Accounts Payable and Payroll Meter Services Sales Tax and Licensing Business Systems 141 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. • In partnership with Human Resources, Materials Management will begin offering Procurement training to newly hired or promoted supervisors. • Continue to review existing policies and formalize our policies which have not previously been documented. ACCOMPLISHMENTS BUDGET NOTES • Materials Management staff have encountered challenges in meeting target metrics the past three years. There has been an increase to the CIP as well as the number of city staff who manage projects which has had a direct impact on the volume of procurement requests. There is also a heavy focus on projects involving development agreements requiring Materials Management involvement and oversight. In addition, the current labor market and availability of certain building materials are requiring lengthier contractual negotiations resulting in extended timelines for some of our formal solicitation processes. For the third consecutive year, we have not met our target metric of 80 percent of formal solicitations completed within 120 days. We anticipate challenges meeting the target in FY25 as well, due to increased processing times in the City Attorney’s Office. One additional FTE has been added to the Materials Management division which is expected to improve the processing times. • • Converted two (2) manual forms to electronic forms utilizing BlueInk. The Notice to Proceed and Single Source Request form are now available via BlueInk SmartLink, allowing us to save manual processing time for both of these documents. Amended City Procurement Code; involving increasing limits for job order contracting and clarifying certain procurement exemptions. In alignment with the Code updates, we also updated the Procurement Administrative Guidelines to coincide with the code changes. The Procurement Administrative Guidelines are our day-to-day administrative processes and complement the City Procurement Code. 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. 142 Materials Management Council Goals These icons indicate the Council Goals addressed by divisions within the department. Actual FY 2022 Actual FY 2023 Estimated FY 2024 Target FY 2025 0/0 0/0 0/0 0/0 Percent of Formal Solicitations awarded within 120 days 75% 77% 80% 80% Compliance with Procurement Code Yes Yes Yes Yes BUDGET MEASURES # of Protests Received/Sustained PERFORMANCE MEASURES 143 Financial Services PURPOSE INITIATIVES To provide accurate and timely financial information that complies with Generally Accepted Accounting Principles, and to ensure responsible management of public funds. • • ACCOMPLISHMENTS • • • • Received a clean audit opinion and the GFOA Certificate of Achievement for Excellence in Financial Reporting for the 38th consecutive year. Reached the 80% funded threshold for both the Peoria Police and Peoria Fire PSPRS pension funds. 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 39th 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. Council Goals These icons indicate the Council Goals addressed by divisions within the division BUDGET MEASURES Compliance with the Principles of Sound Financial Management Received "clean" audit opinion from independent CPA firm Compliance with Investment Policy Compliance with Debt Policy Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes AA+ Aaa AAA AA+ Aaa AAA AA+ Aaa AAA AA+ Aaa AAA AA+ Aa2 AA AA+ Aa2 AA+ AA+ Aa2 AA+ AA+ Aa2 AA+ 87.73% 85.46% 85% 85% 63.17% 65.15% 68% 70% 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 Percent of vendor invoices paid within 30 days of invoice date Percent of A/P payments made electronically 144 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/iNovah update • Miscellaneous Account Receivable (MAR) transition to PeopleSoft • Advanced Metering Infrastructure (AMI) Consulting ACCOMPLISHMENTS • • • Complete Neptune 360 update and transition to cloud support. Complete 8x8 telephone, IVR and outbound call solution. Switched from a vendor-absorbed model to a consumer-pay model for card payment fees associated with utility bill payments. BUDGET NOTES No significant change in division budget from prior year. Council Goals These icons indicate the Council Goals addressed by divisions within the department. BUDGET MEASURES Metering Services Total water meter accounts Billing Total utility account Customer Service: Total Calls Answered Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 61,020 63,131 64,950 65,960 68,326 68,609 69,356 70,000 61,824 55,367 58,980 60,000 99.7% 99.6% 99.7% 99.7% 4% 41.7% 79% 5% 53.4% 74% 5% 55.0% 75% 5% 57.0% 76% $0.7M $1.3M $1.6M $1.7M 99.9% 100% 100% 100% 32% 45% 47% 50% 6:00 13% 2:52 6:20 9% 2:00 5:30 10% 1:30 5:30 10% 1:30 PERFORMANCE MEASURES Metering Services - Number of service orders resolved within 24 hours Billing - Delinquency percent - Percent of customer 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: - Average call handling time - Calls abandoned rate - Average speed of answer 145 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 • • • • • • Received the GFOA Distinguished Budget Presentation Award for the 30th consecutive year. Maintained Aaa rating for general obligation bonds, the highest rating possible. Assisted Finance with the Enterprise Resource Management System RFP. Updated Questica software and reports to new version. Provided training to city staff on new version of Questica Receive the GFOA Distinguished Budget Presentation Award for the 31st consecutive year. Continue to implement changes and updates to Questica as needed. Assist with implementation of new finance enterprise resource management system. Conduct utility rate and cost of service study for Water, Wastewater, and Solid Waste. BUDGET NOTES No significant changes to the division budget from the prior year. Council Goals These icons indicate the Council Goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Maintain a (+-) 3.0 percent variance in budget forecasts from the original forecast (September) to the final forecast (March Study Session). -0.25% -1.15% +1.07% <3% Maintain a (+-) 3.0 percent variance in revenue forecasts from the original forecast (September) to the final forecast (March Study Session). +1.57% -0.29% +2.40% <3% 146 Operating Budget Summary Fire-Medical Personal Services FY22 Actual $35,752,894 FY23 Actual $42,350,351 FY24 Budget $42,010,211 FY24 YTD $35,162,578 FY25 Budget $46,300,329 Pct Chg 10.21% Contractual Services $5,574,185 $5,942,043 $6,198,906 $5,852,728 $6,766,817 9.16% Commodities $1,824,247 $2,373,970 $2,027,726 $2,137,781 $1,959,426 (3.37%) Capital Outlay $48,734 $104,373 $0 $0 $0 .00% $43,200,060 $50,770,737 $50,236,843 $43,153,087 $55,026,572 9.53% Expenditures by Category Total Expenditures Fire Admin FY22 Actual $1,586,275 FY23 Actual $5,759,514 FY24 Budget $1,621,653 FY24 YTD $1,601,389 FY25 Budget $1,872,364 Pct Chg 15.46% Fire Prevention $1,071,581 $1,037,795 $1,488,624 $1,027,084 $1,541,577 3.56% Fire Support Services $1,299,777 $1,877,033 $1,214,249 $1,301,053 $1,318,889 8.62% Emergency Medical Services $1,033,198 $1,248,078 $1,720,640 $1,020,288 $1,726,966 .37% Fire Training $572,126 $743,446 $818,646 $1,364,841 $959,068 17.15% Emergency Management $269,611 $288,086 $295,834 $275,628 $339,232 14.67% Fire Operations $30,876,174 $33,063,816 $35,100,119 $30,002,081 $38,742,520 10.38% Ambulance Operations $6,338,431 $6,617,750 $7,914,028 $6,385,353 $8,520,856 7.67% Smart & Safe AZ - Fire $0 $54,086 $0 $0 $0 .00% Tohono O'Odham Grant $10,125 $0 $0 $82,428 $0 .00% Homeland Security Grant $108,831 $45,117 $57,950 $56,483 $0 (100.00%) Community Paramedicine IGA $20,757 $29,642 $0 $31,784 $0 .00% Vol Firefighter Pension Trust $13,175 $6,375 $5,100 $4,675 $5,100 .00% $43,200,060 $50,770,737 $50,236,843 $43,153,087 $55,026,572 9.53% Expenditures by Division Total Expenditures 147 148 FIRE-MEDICAL DEPARTMENT MISSION The Peoria Fire-Medical Department is committed to protecting and caring for our neighbors, our guests, and each other while maintaining the community’s 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 firefighters of the Peoria Fire-Medical Department, in cooperation with our local, regional, and statewide partners, deliver all services. The department staff consists of 243 personnel and operates eight fire stations throughout the city, including a station at Lake Pleasant. The Fire-Medical Department consists of eight divisions: Administration, Emergency Management, Operations, Support Services, Fire Prevention, Training, 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 Council Goals These icons indicate the Council Goals addressed by divisions within the department. ORGANIZATIONAL CHART Fire-Medical Chief Administrative/ Emergency Administrative Division Emergency Management Division Fire Prevention/ Training Operations/Su pport Operations Division Fire Prevention Division Support Services Public Relations Public Education 149 Training Division Emergency Medical Services Emergency Medical Services Division Emergency Transportation Division Administration and Emergency Management PURPOSE INITIATIVES The Administration Division provides department leadership and support to the department including oversight, strategic planning, budget management, grant administration, personnel and payroll coordination in order to ensure efficient operation. The Emergency Management Division directs emergency preparedness, homeland security programming, maintains contracts with Maricopa County and the State of Arizona to coordinate development of plans for Emergency Operation, Hazard Mitigation, Flood Control Response and Community Wildfire Mitigation. Emergency Management also conducts emergency preparedness exercises to improve citywide preparedness and response. • • • • • • • • BUDGET NOTES ACCOMPLISHMENTS • Awarded two Arizona Department of Homeland Security federal grants to support specialized operations. • Awarded a Tohono O’odham Grant for Firefighter Cancer Screenings. Completed renovation of Fire Stations 191 and 193. Completed the Gene Mason Memorial located at Station 191. Selected site and began the design process for Station 198, located in the northwest portion of Peoria. Coordinated fire emergency drills for buildings on the City Hall campus. • • • • Complete design of Station 198 and hire station staff. Design and complete refresh projects at Stations 196 and 197. Begin renovation of the Emergency Operations Center. Review and update the City’s Emergency Operations Plan (EOP). Review and update City Hazard Mitigation plan. Initiate Stop the Bleed Program at City facilities. Conduct table-top and full-scale exercises for active threat scenarios. Continue to seek grant opportunities for services and equipment. • The department sworn personnel were affected by COVID throughout the pandemic. Increased coverage from those not affected by the virus impacted overtime. Those hours have decreased this fiscal year. Coverage for training has returned to pre-pandemic level. The department contractual and commodities budgets continue to be impacted by supply demand challenges and inflation. Emergency management training and software costs have increased as well. Council Goals These icons indicate the Council Goals addressed by divisions within the department. PERFORMANCE MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Initiate Cancer Screening Process for All Line Personnel 0 0 50% 100% 150 Operations and Support Services PURPOSE INITIATIVES The Operations Division provides fire protection, technical rescue, hazardous material emergency responses, and fire/rescue boat operations. The Operations Division staffs 8 front-line fire engines, 3 reserve fire engines, 2 ladder trucks with fire support and technical rescue capabilities (i.e. swift water, trench, confined space, and high angle rescue), 2 ladder tenders, a technical rescue support truck, 2 brush trucks, a hazardous materials truck, a technical rescue truck, 2 Battalion Command vehicles, a fireboat, and one 6x6 Utility Terrain Vehicle. The Support Services Division oversees new station construction/renovations, fire station and equipment maintenance/repair. It provides fire fleet maintenance/repair and vehicle, equipment and personal protection equipment procurement in order to ensure the efficient daily operations of the FireMedical Department. • • • • • • BUDGET NOTES The cost of goods and services continues to increase due to inflation. The cost of replacement vehicles has increased approximately 50% from the previous vehicle purchase price. Replacement vehicles currently have a minimum of a two-year delivery date. The delayed delivery date will increase repair and maintenance costs. Increased maintenance may impact timely repairs by the support services staff. ACCOMPLISHMENTS • Completed refresh of Stations 191 and 193 and fuel island replacement at 193 • Ordered a Utility Truck and Tanker to augment the existing firefighting equipment. • Procured replacement of ladder, engine and brush truck vehicles. Begin hiring process for 15 firefighters for Station 198 in North Peoria Design and complete refresh projects at Stations 196 and 197. Research new and improved firefighter safety equipment. Analysis of replacement and cost of vehicles and equipment. Evaluate projected life cycle of vehicle and equipment replacement. Refresh support services building and support services warehouse. Council Goals These icons indicate the Council Goals addressed by divisions within the department. PERFORMANCE MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 90% 90% 90% 90% 98% 98% 98% 98% 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 Ensure operations fleet is in service 98% of total service hours annually. 151 Fire Prevention and Training 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, and delivers fire and life safety education programs to Peoria residents. The Training Division is responsible for the coordination of fire suppression and rescue training, employee professional development and continuing education, in addition to supervisory and managerial development to all field personnel. • INITIATIVES • • • • • ACCOMPLISHMENTS • • • Four fire inspectors completed Fire Inspector I training, two inspectors obtained their ICC certification. Fire Prevention has reviewed all City Special events and assigned fire inspectors when appropriate for inspections and consultation on fire safety. Implemented process to track training hours to improve assessment of training needs. • Implement additional specialty training classes. • Received two grants from Arizona Homeland Security for training and equipment. Tohono O’odham Grant award used to purchase training equipment. • Scheduled throughout the year for visits to schools and various community events to teach fire safety, CPR and first aid. Scan building plans into a new RMS system for fire inspection proposes. Train fire inspectors on aspects of basic plan review. Train Fire Investigation Technicians (FIT) per IAAI standards. Continue to provide in-house training when possible. Continue to apply for training and equipment grants. BUDGET NOTES The need for inspections has returned to prepandemic levels. The newly hired staff is challenged to meet the annual inspection demand until fully trained. Required fire prevention training costs have increased due to inflation. The shared training facility cost has increased. Training and training equipment costs have increased as well. Council Goals These icons indicate the Council Goals addressed by divisions within the department. PERFORMANCE MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Inspect 100% of occupied businesses annually 73 40 60 80 Fire plan review average turnaround time (days) 7 7 21 14 152 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 • • • Replacement of four ambulances. • Replacement of heart monitor equipment. • Analyze the potential need of a peak time rescue program. Continue the Community Paramedicine Program. Adopt current medical resuscitation models to improve patient outcomes. • • ACCOMPLISHMENTS • Ambulance transports increased to 10,259, an increase from 9,833 transports the previous year. Hired a pre-billing specialist and logistics clerk. Billing staff achieved Certified Ambulance Coder Certifications. Continued utilization of ARPA funds for a full-time Peoria resident Community Paramedicine Program. Fourteen firefighters will complete paramedic school. All power load gurney lifts installed. BUDGET NOTES The budget is challenged by the availability of commodities and equipment, and associated inflation costs. Increased service demand has affected staffing and supply costs. Council Goals These icons indicate the Council Goals addressed by divisions within the department. PERFORMANCE MEASURES Actual FY 2022 Actual FY 2023 Estimate FY2024 Ambulance Transports 8,971 10,392 10,600 10,800 12,976 12,384 12,962 13,567 Basic Life Support (BLS) Call Volume 6,952 7,277 7,609 7,957 Total Call Volume 19,928 19,661 20,571 21,524 Advanced Life Support (ALS) Call Volume 153 Estimate FY2025 154 Operating Budget Summary Human Resources Personal Services FY22 Actual $2,285,739 FY23 Actual $2,701,509 FY24 Budget $3,093,122 FY24 YTD $2,608,479 FY25 Budget $3,411,748 Pct Chg 10.30% Contractual Services $23,017,577 $18,571,368 $27,762,683 $23,109,576 $30,881,738 11.23% $76,660 $102,131 $81,250 $95,759 $157,295 93.59% $25,379,976 $21,375,008 $30,937,055 $25,813,814 $34,450,781 11.36% Expenditures by Category Commodities Total Expenditures Human Resources FY22 Actual $3,608,490 FY23 Actual $4,349,512 FY24 Budget $5,135,786 FY24 YTD $4,358,496 FY25 Budget $5,670,982 Pct Chg 10.42% Workers Compensation Self-Insurance $1,696,631 ($3,040,242) $2,423,000 $2,092,435 $2,768,000 14.24% Employee Benefits - Health $18,970,446 $18,737,568 $22,080,269 $18,183,607 $24,721,799 11.96% Employee Benefits - Dental/Vision $1,103,660 $1,322,777 $1,290,000 $1,162,859 $1,290,000 .00% $0 $0 $0 $11,246 $0 .00% $750 $5,394 $8,000 $5,171 $0 (100.00%) $25,379,976 $21,375,008 $30,937,055 $25,813,814 $34,450,781 11.36% Expenditures by Division Misc Human Resources Grants Employee Event Fund Total Expenditures 155 156 HUMAN RESOURCES DEPARTMENT MISSION Supporting Superior Public Service through people! DEPARTMENT DESCRIPTION The City of Peoria Human Resources Department, through strategic partnerships and collaboration, recruits, develops, and retains a high-performing and diverse workforce. The Human Resources department fosters a healthy, safe, and productive work environment in order to maximize individual and organizational potential, position the City of Peoria as an employer of choice, and support City employees in providing Superior Public Service. https://www.peoriaaz.gov/government/departments/human-resources Council Goals These icons indicate the Council Goals addressed by divisions within the department ORGANIZATIONAL CHART Human Resources Director Engagement/ Appreciation Workforce Management Recruitment & Workforce Programs Benefits/HR Systems Compensation Administration Employee Relations Recruitment Self-Funded Benefits Administration Classification & Compensation Labor Relations Education & Training Development Self-Funded Workers' Compensation Time/Leave Employee/Public Records Safety Disability Management Position Management HR Policies Wellness HR Systems Performance Management 157 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. By providing superior public service, the Human Resources department ensures internal and external customers receive HR services grounded in best practices. • • Implemented Maintaining a Respectful Workplace training for supervisors and above, a series of trainings with a valuedriven approach to setting expectations and enforcing Personnel Administrative Regulation (PAR) 5-1. • Implemented the STAR (Satisfaction Tracking and Retention) program for newly hired employees. • Hosted 154 in-person and 1000+ online employee development opportunities through the Learning Management System. • Conducted departmental hiring and interview training to assist departments in maintaining regulatory and retention requirements, resulting in reduced risk to the City. • Continued collaboration with the FireMedical department and implemented the Firefighter Cancer Screening program, resulting in an increase of 34 (68% over FY23) sworn fire personnel enrolling in the program. • Revised and improved the process for absences due to qualifying Family and Medical Leave Act (FMLA) events, benefitting employees, departments, and HR personnel alike. • Conducted a survey of nine (9) neighboring municipalities regarding employee benefit programs. Analyzed results and compared them with Peoria benefits to ensure competitiveness. • Successfully conducted a competitive selection process for a short-term disability provider and health plan thirdparty administrator/healthcare provider network. • Completed a confined space inventory program to meet Occupational Safety and Health Administration (OSHA) requirements. Documented confined spaces at over 130 sites throughout the City of Peoria. ACCOMPLISHMENTS • Facilitated and successfully completed the executive recruitment and onboarding of seven department director-level recruitments: City Clerk, Development & Engineering Director, Finance Director, Municipal Judge, Police Chief, Public Works Director, and Water Services Director. • Successfully negotiated successor agreement with PPOA (Peoria Police Officers Association), reaching a competitive, sustainable agreement that meets the needs of the employees and the organization through the meet and confer process. Implemented an employment engagement survey through Gallup with follow-up department action plans to increase engagement. Implemented the Non-Represented Credited Years of Service Vacation Accrual Rate Adjustment Program, which allows employees to request “credit” for years they worked at another government or public agency within Arizona. • • • • Developed and implemented the Police Department New Hire Referral program (Talent Spotters). Implemented the Water Services certification pay program to recruit highly qualified candidates and retain current highly qualified employees. Implemented a minimum wage increase to $18.00 per hour for all regular status employees, contributing to our retention efforts. recruitment and 158 Human Resources ACCOMPLISHMENTS (continued) INITIATIVES • • • • • • Hosted first citywide Safety Fair, attended by 300 employees. Received Platinum level of the Healthy Arizona Worksites Program (HAWP) for the seventh year in a row. Peoria is one of 52 public and private organizations throughout Arizona to reach the highest level of the program. Held 64 wellness events (screenings, seminars, vaccine clinics, Wellness Expo, etc.). Installed three (three) additional Wellness chairs/kiosks to promote employee health and wellness, for five (5) chairs/kiosks located at various city work sites. Through a grant from the State of Arizona, updated three existing lactation rooms on the City Municipal Campus and added a fourth room at MOC. • • • • • • 159 Develop and implement Ignite Peoria training and performance program to promote and reinforce the P.E.O.R.I.A values in everything City of Peoria staff do. Conduct an employee engagement survey and secure at least 85.0 percent response rate. Develop and implement New Supervisor Onboarding training program to provide training and support for new supervisors. Implement the Volunteer and Intern Tracking module in ADP. Develop additional training opportunities for supervisors and managers. Explore opportunities to increase efficiencies and automate existing processes through technology. Develop a pilot safety incentive program to increase near-miss reporting and awareness and ultimately reduce workplace injuries. Human Resources Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Number of in-person learning opportunities provided to employees* Number of wellness activities/events provided to employees* Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 102 152 154 140 70 102** 64*** 70 76% 76% 90% 90% 92% 88% 82% 90% n/a 86% 86% 86% n/a 4.04 4.05 4.05 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 Gallup engagement survey employee participation rate Gallup engagement survey overall engagement mean score *Includes live and virtual options **Includes multiple cooking demonstrations as part of a Financial Wellness Grant for FY2023 ***Discontinued duplicating webinar topics in a single day and began providing recorded sessions for employees who could not attend live. 160 Operating Budget Summary Information Technology Personal Services FY22 Actual $5,211,840 FY23 Actual $5,605,640 FY24 Budget $6,538,902 FY24 YTD $5,318,835 FY25 Budget $7,141,502 Pct Chg 9.22% Contractual Services $4,731,334 $5,625,266 $6,385,176 $6,180,913 $8,565,425 34.15% Commodities $548,300 $697,101 $3,364,449 $358,426 $2,848,956 (15.32%) Capital Outlay $54,727 $102,041 $211,750 $156,550 $84,620 (60.04%) $10,546,202 $12,030,048 $16,500,277 $12,014,723 $18,640,503 12.97% Expenditures by Category Total Expenditures FY22 Actual $9,976,492 FY23 Actual $11,347,547 FY24 Budget $15,699,490 FY24 YTD $11,547,542 FY25 Budget $17,945,464 Pct Chg 14.31% Res For System Comp Eqt $45,526 $88,275 $160,000 $156,550 $80,000 (50.00%) Res For Personal Comp Eqt $466,594 $594,225 $610,787 $310,632 $615,039 .70% IT Projects $57,589 $0 $30,000 $0 $0 (100.00%) $10,546,202 $12,030,048 $16,500,277 $12,014,723 $18,640,503 12.97% Expenditures by Division IT Operations Total Expenditures 161 162 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. Council Goals These icons indicate the Council 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 Geographic Information Services (GIS) Security Business Analysis 163 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. • • • INITIATIVES ACCOMPLISHMENTS • • • • • • • • Expanded two-form factor authentication across the enterprise and Microsoft 365. Updated administrative procedures and policies and defined and reviewed criteria. Pilot digital signage in key City locations. • • Under budget for FY2024. Identified and funded enhancements of customer systems, advancing the use of technology and enterprise applications. Enhanced asset management tracking and reporting system. Negotiated new ESRI Enterprise Agreement (EA) for GIS. 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. Implemented new security solutions to better protect City resources. • • • • Enhance the IT Asset Management process. Continue providing professional project management to City departments. Establish a citywide data governance program to facilitate data initiatives. 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. Council Goals These icons indicate the Council Goals addressed by divisions within the department. Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 100% 100% 100% 100% Cost optimization for renewing technology products and services 98% 98% 98% 98% Citywide security awareness and training * 81% 85% 90% BUDGET MEASURES Stayed within budgeted expenses PERFORMANCE MEASURES *New security awareness training solution implemented in FY23. 164 Operations PURPOSE ACCOMPLISHMENTS (continued) To provide operational services including service desk support, network infrastructure, engineering, and systems administration. • • Automate patching, software updates and imaging process. New disaster recovery network capabilities. ACCOMPLISHMENTS • • • • • • • • • • • INITIATIVES Upgraded data center storage, core network and compute solutions. Initial data center infrastructure in place for disaster recovery site including dedicated network connectivity. Improved the design and architecture of the network, server, security, active directory, microwave, and SCADA infrastructure. Maintained security and compliance on all infrastructure and personal computing devices. Enhanced backup solution for City data. Continued security camera replacement program. Implemented fiber SCADA ring providing redundancy to primary plants. Implemented fiber ring at Rio Vista replacing microwave network. Deployed Office 2021 to licensed users. Implemented new firewalls, enhancing security citywide. Implemented new panic button solution to all City buildings. • • • • • • • • • • 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. Implement and enhance desktop productivity features from the Microsoft Enterprise Agreement (EA). Establish documented baselines for critical infrastructure. Complete SCADA network refresh. Establish disaster recovery runbooks for server and network infrastructure. Council Goals These icons indicate the Council Goals addressed by divisions within the department. Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Total uptime of infrastructure systems 99% 99% 99% 99% Service Desk Tier 1 resolution rate – calls are resolved at the Tier 1 level 70% 96% 95% 90% PERFORMANCE MEASURES 165 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. • INITIATIVES • • ACCOMPLISHMENTS • • • • • • • • • Upgraded Police interview rooms infrastructure. • Application upgrades successfully completed for several systems including meter reading system, electronic document management system, fleet management, cashiering, Netmotion, computer aided dispatch (CAD), and staffing for Police and Fire. Continued in the automation of manual processes to improve workflows. Enhanced roadmap for enterprise applications determining on premise or cloud-hosted solution. Expanded use of GIS enterprise licenses. Prepared data and reports for business intelligence and data initiative. Continued application process mapping and documentation. Continued implementation of integrated payment portal. Expanded mobility within applications. Enhanced GIS in support of NextGen 911 implementation. • • • • Expand business intelligence and data initiative, working to create data dictionary, and facilitate integrated reporting. 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. Evaluate and complete server and application upgrades based upon end of life. Engage in citywide ERP replacement project. Evaluate Police mobile computing technology. Council Goals These icons indicate the Council Goals addressed by divisions within the department. PERFORMANCE MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Preventive maintenance – identify and maintain a preventive maintenance and upgrade cycle for all supported applications 50% Tier 1 & 2 completion 80% Tier 1 & 2 completion 95% Tier 1 & 2 completion 98% Tier 1 & 2 completion Percentage of known reports identified to convert for Business Intelligence 0% 35% 75% 75% 166 Operating Budget Summary Leadership and Management Personal Services FY22 Actual $2,959,204 FY23 Actual $3,441,523 FY24 Budget $3,975,393 FY24 YTD $3,143,429 FY25 Budget $3,837,518 Pct Chg (3.47%) Contractual Services $666,955 $537,675 $1,195,159 $976,604 $2,309,728 93.26% Commodities $23,593 $32,445 $82,895 $39,856 $282,305 240.56% $3,649,752 $4,011,642 $5,253,447 $4,159,889 $6,429,551 22.39% City Manager's Office FY22 Actual $3,131,201 FY23 Actual $3,283,032 FY24 Budget $3,750,600 FY24 YTD $3,310,391 FY25 Budget $5,206,787 Pct Chg 38.83% Governmental Affairs $518,551 $680,225 $894,681 $576,208 $668,068 (25.33%) Office of Innovation $0 $48,385 $608,166 $273,291 $554,696 (8.79%) $3,649,752 $4,011,642 $5,253,447 $4,159,889 $6,429,551 22.39% Expenditures by Category Total Expenditures Expenditures by Division Total Expenditures 167 168 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 Council Goals These icons indicate the Council Goals addressed by divisions within the department ORGANIZATIONAL CHART Henry Darwin City Manager Rick Buss Assistant City Manager Kevin Burke Deputy City Manager Travis Cutright Deputy City Manager 169 Mike Faust Deputy City Manager Office of City Management INITIATIVES PURPOSE • To implement and support Council priorities and provide management direction and leadership of the organization in a fair, transparent, and accountable manner. The office aligns municipal service delivery with community needs, council priorities, and organizational goals. • • • • • ACCOMPLISHMENTS • • • • Hiring and Placement of 11 leadership team members. Established Office of Innovation. Secured funding from the State of Arizona for the purchase of the City’s first helicopter. Completed three of four expansion segments of the Reclaimed Water Distribution System. Entered into agreement to bring semiconductor facility to Peoria. • Establish an Aviation Unit to support Police, Fire and Medical operations. Begin multi-year implementation for Real Time Crime Center. Begin multi-year project for five new groundwater recovery wells. Design and acquire land for new Fire station in Vistancia. Complete Airport Feasibility Study. Make meaningful progress on Stadium Pointe development. Establish new Citywide grants program. BUDGET NOTES The budget and planned initiatives will be evaluated throughout the year as revenues and expenditures are calculated. Council Goals These icons indicate the Council Goals addressed within the department Actual FY 2023 Actual FY 2024 Estimate FY 2025 Target FY 2025 13 10 9 7 Percent of citizen inquiries responded to or acted upon within defined service level agreements. Expand percentage of reporting via citizen relationship management system versus alternate methods. Reduce number of past due audit recommendations. 75% 80% 83% 86% N/A 38% 55% 65% 14 9 2 0 Audit Cycle Time (in days) N/A 156 154 150 BUDGET MEASURES Reduce number of budget contingency requests. PERFORMANCE MEASURES 170 Operating Budget Summary Mayor and Council Personal Services FY22 Actual $429,222 FY23 Actual $435,247 FY24 Budget $471,959 FY24 YTD $357,761 FY25 Budget $487,557 Pct Chg 3.30% Contractual Services $364,937 $360,268 $431,923 $358,051 $453,461 4.99% Commodities $20,838 $11,797 $8,800 $11,825 $8,800 .00% $814,998 $807,312 $912,682 $727,637 $949,818 4.07% Mayor & City Council FY22 Actual $814,998 FY23 Actual $807,312 FY24 Budget $912,682 FY24 YTD $727,637 FY25 Budget $949,818 Pct Chg 4.07% Total Expenditures $814,998 $807,312 $912,682 $727,637 $949,818 4.07% Expenditures by Category Total Expenditures Expenditures by Division 171 172 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. Council Goals set by City Council include: Economic Development, Innovative Government, Public Safety, and Water Security. Mayor and City Council | City of Peoria (peoriaaz.gov) 173 174 Operating Budget Summary Municipal Court Personal Services FY22 Actual $1,898,535 FY23 Actual $2,184,527 FY24 Budget $2,634,688 FY24 YTD $1,992,334 FY25 Budget $2,575,424 Pct Chg (2.25%) Contractual Services $595,970 $598,053 $596,133 $591,675 $1,262,503 111.78% Commodities $23,216 $25,572 $20,457 $23,316 $81,957 300.63% Capital Outlay $2,050 $0 $0 $0 $0 .00% $2,519,770 $2,808,152 $3,251,278 $2,607,324 $3,919,884 20.56% FY22 Actual $2,414,169 FY23 Actual $2,662,999 FY24 Budget $3,067,062 FY24 YTD $2,526,746 FY25 Budget $3,827,973 Pct Chg 24.81% Ftg Trust Fund (Court) $37,301 $0 $0 $0 $0 .00% Municipal Court Enhancement Fd $68,300 $145,153 $184,216 $80,578 $91,911 (50.11%) $2,519,770 $2,808,152 $3,251,278 $2,607,324 $3,919,884 20.56% Expenditures by Category Total Expenditures Expenditures by Division Municipal Court Total Expenditures 175 176 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 Council Goals These icons indicate the Council Goals addressed by divisions within the department ORGANIZATIONAL CHART Presiding Judge Associate Judge & Pro Tem Judges Court Administrator Court Supervisor Court Supervisor Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant Lead Judicial Assistant 177 Municipal Court PURPOSE ACCOMPLISHMENTS (continued) Enhancing Professionalism Within Arizona's Courts: • Court personnel completed a combined total of 505 hours of judicial education training that fostered a culture in maintaining a high level of service and professionalism throughout the court system. 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 Promoting Access to Justice: INITIATIVES • Peoria Court participated in Glendale’s Stand Up for Veterans & Maricopa County Veterans Stand Down programs that provided outreach opportunities to enhance efficient case resolution and meaningful service to various qualifying cases. • Peoria Court received and processed case referrals from Maricopa County Regional Homeless Court resulting in defendants receiving credit for community service in lieu of fines. • • • • Public Trust and Confidence: • Compliant with Supreme Court Administrative Order 2011-96 in ensuring that the rule of law protects the rights of all those who are non-English speaking members of the public who appear in court. • Court’s webpage updated to include website link to a dashboard that reflects case activity relating to the efficiency and fairness. • 178 E-Warrant interface provides a paperless workflow process with Peoria Police Department that will enhance accessibility, improve collaboration, increase accuracy. Courtroom A/V technology upgrade to improve operations, improve public access to court information and services. Maintain compliance with Arizona Supreme Court Minimum Accounting Standards as to financial and case data reporting. Cultivate community change in addressing mental-health issues. Develop framework that guides and lays out steps for beginning the movement toward change in the court and community’s response to mental health by collaborating with stakeholders to participate in commencing and sustaining responses for long-term impact. Peoria Municipal Court employees shall comply in completing a minimum of 16 hours of judicial education training that targets personal development and advocating for justice related issues, improving our court, communities, and educating court professionals. Municipal Court Council Goals These icons indicate the Council Goals addressed within the department PERFORMANCE MEASURES Percent of cases with customer service complaints Percent of cases adjudicated (Cases terminated/closed) 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 Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 <1% <1% <1% <1% 104% 100% 102% 103% 0% 0% 0% <1% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 179 180 Operating Budget Summary Neighborhood & Human Services Personal Services FY22 Actual $5,948,902 FY23 Actual $8,161,467 FY24 Budget $9,167,906 FY24 YTD $6,987,901 FY25 Budget $10,057,631 Pct Chg 9.70% Contractual Services $4,103,321 $5,983,842 $7,188,540 $3,202,884 $6,501,387 (9.56%) Commodities $266,978 $816,452 $637,239 $398,053 $722,874 13.44% Capital Outlay $15,123 $91,003 $100,000 $0 $0 (100.00%) $10,334,324 $15,052,764 $17,093,685 $10,588,837 $17,281,892 1.10% Expenditures by Category Total Expenditures FY22 Actual $1,172,291 FY23 Actual $1,278,885 FY24 Budget $1,501,933 FY24 YTD $1,254,686 FY25 Budget $1,524,010 Pct Chg 1.47% Community Assistance $946,639 $854,253 $1,394,247 $719,012 $1,404,256 .72% Community Engagement $343,527 $532,639 $623,131 $494,703 $954,266 53.14% $0 $0 $1,415,607 $1,295,548 $1,397,099 (1.31%) NHS Administration $645,751 $627,749 $809,354 $558,733 $754,913 (6.73%) Am/Pm Program $680,609 $1,290,942 $2,489,347 $633,319 $2,939,673 18.09% Little Learners Program $245,775 $435,174 $509,643 $508,090 $543,375 6.62% Summer Recreation Program $67,258 $58,911 $300,223 $52,600 $252,765 (15.81%) Summer Camp Program $501,624 $806,061 $1,102,219 $673,052 $1,294,754 17.47% Active Adult Program $169,192 $222,117 $242,138 $196,588 $244,678 1.05% Adaptive Recreation Program $178,361 $196,196 $335,086 $322,838 $350,953 4.74% Teen Program $85,052 $125,414 $260,923 $117,833 $224,284 (14.04%) $1,021,907 $1,105,084 $1,182,640 $1,114,750 $1,181,957 (.06%) $173,907 $45,084 $886,639 $111,237 $997,978 12.56% $1,893,965 $1,150,050 $1,870,557 $650,330 $1,650,634 (11.76%) $534,341 $632,697 $857,267 $550,518 $886,361 3.39% $0 $0 $350,094 $0 $679,936 94.22% $1,247,761 $4,835,190 $677,362 $1,335,000 $0 (100.00%) Lil' Learners (Federal Grant) $191,542 $169,523 $105,108 $0 $0 (100.00%) Summer Camp $234,824 $686,795 $180,167 $0 $0 (100.00%) $10,334,324 $15,052,764 $17,093,685 $10,588,837 $17,281,892 1.10% Expenditures by Division Code Compliance Business Services Community Center Home Grant Comm Dev Block Grant Adult Day Prg Grant Opioid Settlement AM/PM Program (Federal 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 Council Goals These icons indicate the Council Goals addressed by divisions within the department ORGANIZATIONAL CHART Neighborhood & Human Services Director Neighborhood & Human Services Deputy 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 • • Provided project management assistance and budget oversight related to Childcare Stabilization grant funding from DES. Supported cross departmental project to update fee maximums, adopt a new Administrative Procedure regarding the fee change procedure and adopt an updated Council Policy regarding cost recovery goals and the fee allocation process. • 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. Develop cross departmental plan for potential Arizona minimum wage increase to living wage in FY2025, to include fee increases, program changes, etc. in support of cost recovery goals and service offerings for residents and visitors. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES HR related actions in ADP New accounts created for recreation and childcare programs (in PerfectMind) Total registrations for recreation, parks and childcare programs Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 1,160 1,290 1,400 1,505 6,942 6,814 7,000 7,500 18,820 27,590 30,000 34,000 184 Community Assistance/Engagement 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 • • • • • Oversaw the implementation, reporting and monitoring of 30 projects and activities utilizing over $16M of $21M in American Rescue Plan Act (ARPA) funding. Developed methodology for use of recently received Opioid Settlement Agreement funds. Utilized ARPA grant funding to create internet and cellular connectivity programs to bridge the digital divide for qualified residents. Continued managing multi-departmental homeless assistance task force and utilized grant funding to create a fixed-term Court Navigator position. Increased usage of Neighborhood Grants in Traditional Neighborhoods to 41% of available funding. • • Continue reporting and monitoring of $21M American Rescue Plan Act (ARPA) funding as well as Opioid Settlement Agreement Funds. Assist with implementation of performance measurements of Court processes and the fixed-term Court Navigator position dealing with Misdemeanor Repeat Offender Programs (MROP). Manage process to competitively procure homeless street outreach and shelter programs reaching the end of their allowable renewals through contract terms. Increase usage of Neighborhood Grants in Traditional Neighborhoods to 75% of available funding. BUDGET NOTES Continued use of pandemic-related funding is represented in the budget. Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY2025 Number of community engagement and outreach activities or projects performed 63 68 68 70 Number of residents served through community engagement and outreach activities 4,721 4,580 4,654 4,741 Residents served through community assistance programs and non-profit partners at the Community Assistance Resource Center 4,884 7,225 6,500 6,500 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 for active. • • • 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. Introduce alternative and offsite classes to expand lifelong learning opportunities. Collaborate with two (2) medical partners to host two (2) wellness events. Establish an Active Adult Scholarship Program for seniors with limited income and seek community partners to support this program. BUDGET NOTES • Added new programs, events, and trips such as fishing, birdwatching and genealogy in the last quarter of FY23, continuing to current year. • Experiencing increased costs for transportation, fuel, venues, and admissions. Begin utilizing former Pogo vehicle to increase participation and decrease cost. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 12,594 15,455 16,000 16,200 N/A 91% 95% 95% Active adult participation PERFORMANCE MEASURES Satisfaction surveys rated above average to excellent *Survey was not conducted in FY21 or FY22 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 9,931 code compliance cases. Addressed 13,382 city code violations. Abated 623 graffiti tags (49,553 ft²). Facilitated 26 residential property cleanups with volunteer groups. Revised operating procedures to improve initial response times for resident complaints, resulting in an improved average response rate of 1.97 days. Partnered with the Community Engagement Section to staff seven Neighborhood Pop-up events addressing community concerns. Collaborated with the Office of Communication to produce three new videos for the award-winning Code Talk educational series, with topics that included sign codes, how to report resident concerns, and the City’s revised bulk trash program. Collaborated with the Ad Hoc Code Subcommittee on potential city code amendments. • • • Protect the public's health and safety in neighborhoods citywide through responsive and comprehensive Code Compliance activities. Continue reviewing and improving processes to address the needs of the community through educational and outreach programs. Focus on continuous improvement of operating procedures to enhance and maintain customer responsiveness and timely communication. Update city codes in collaboration with the Ad Hoc Subcommittee for accessory structures, recreational vehicle/trailer parking, and Code Compliance appeals. Continue to focus on citywide property abatements and cleanup projects on abandoned properties. Council Goals These icons indicate the Council Goals addressed by divisions within the department PERFORMANCE MEASURES Percentage of code violation cases resolved through: - Voluntary compliance - Compliance via judicial and abatement process 187 Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 98.5% 1.5% 98.5% 1.5% 98% 2% >95% <5% 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 • • • • • Successfully spent down $6.9M Child Care Stabilization Grant funds from the Department of Economic Security (DES) to offset the expenditures for the AM/PM Program. Successfully began program accreditation with Arizona Center for Afterschool Excellence (AZCASE). 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 88% over 12 months for part-time non-benefited staff. The high percentage is attributed to use of grant funds. 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. Continue the Arizona Center for After School Excellence Pathway to Accreditations with the intent for all programs to receive accreditation by the end of Fiscal Year 24. 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 • Consolidated three (3) programs and facilitated one (1) closure due to low registration and limited staff availability. Registrations increased and site waitlists were reduced or eliminated wherever possible. Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 321 / 522 366 / 575 424 / 652 475 / 725 850 1051 1200 1350 Revenue $1,686,822 $2,102,292 $3,078,163 $4,075,800 Waitlist (August / May) 1155 / 756 505 / 4 467 / 25 100 / 25 82% 82% 85% 85% BUDGET MEASURES Average Weekly Attendance (AM/PM) Registrations PERFORMANCE MEASURES 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 in and prepare for Kindergarten. • • ACCOMPLISHMENTS • • • Embedded on-going Kindergarten readiness testing in programming. Successfully spent $477K Child Care Stabilization Grant funds from the Department of Economic Security (DES) to offset the expenditures for the Lil Learner’s Program. Maintained 95% capacity on average throughout the year due to increased participant retention rate. • Research and select an accreditation program with the intent for the program to receive accreditation by the end of Fiscal Year 24. Add an outdoor educational learning space and increase overall capacity from 80 to 83. Document and refine Standard Operating Procedures (SOPs). BUDGET NOTES Current waitlist is due to facility capacity, not staff availability. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Average Annual Weekly Attendance 57 72 76 80 Registrations (Current max # is 80) 64 79 80 83 $327,230 $482,838 $642,874 $654,180 PERFORMANCE MEASURES Revenue 189 Family and Youth Services – Summer Rec PURPOSE INITIATIVES Summer Rec is a non-licensed program which focuses on providing a safe, enriching, and creative place for youth to grow, learn, and develop friendships during the summer months. • • • 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 and their families. This new model focuses on providing unique enrichment experiences including sports, arts, STEM, cooking and more. The program will reopen in summer 2024 after a hiatus due to past staffing and retention challenges. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 0 0 90 180 $0 $0 $12,500 $37,500 Registrations PERFORMANCE MEASURES Revenue 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 the program for both staff and participants. Implemented new accommodation process, including a Participant Inclusion Services Form. Proactive resource materials are available at sites. Collaborated with Peoria Unified School District (PUSD) on safety and security training for all staff and administration. • Evaluate social emotional learning and diversity, equity, and inclusion training effectiveness through quality programming surveys, quality assessments, and observations. Develop and implement succession planning for part-time non-benefited employees for future growth and leadership opportunities. Expanded the Summer Camp Preparedness Plan to include state and national best practices. BUDGET NOTES FY24 estimates reflect an increase in site space capacity. Summer Camp Registrations account for 10 weeks of care during the summer. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Average Annual Weekly Attendance 767 650 725 750 Registrations 823 1064 1100 1240 $526,697 $636,052 $1,093,453 $1,506,000 72% 88% 90% 92% PERFORMANCE MEASURES Revenue Satisfaction surveys rated above average to excellent 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 2023 Special Olympics Unified Bowling Championships in Reno, Nevada. A total of four (4) athletes, partners, and coaches attended. “Time to Shine” Adaptive Theater Troupe performed Frozen to two (2) sold out shows at the Peoria Center for the Performing Arts. Partnered with AZ Disabled Sports to offer a West Valley Veterans Day Cycle Ride. A total of 15 Veterans participated in a cycle ride down Skunk Creek. Expand opportunities for individuals ages 3-10 with a disability 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 Develop new Special Olympics registration process to improve efficiency and accuracy of overall program logistics. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 5,014 11,894* 13,000 13,200 90% 93% 95% 95% Participation PERFORMANCE MEASURES Satisfaction surveys rated above average to excellent 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 teens, youth, and families, and which provide the opportunity to meet new people. • • • ACCOMPLISHMENTS • • • • Continued the summer Leadership in Training (LIT) program for youth ages 13-17 years, increasing the number of participants from two (2) to fifteen teens who successfully completed the program. Relocated the Summer high school program from Vistancia Elementary to Sunrise Mountain High School, resulting in a 226 participant increase from last year. Introduced a home school outreach program to focus on enhancing curriculum in a community setting. Introduce alternative and offsite classes to expand lifelong learning opportunities. Cross promote citywide youth programs to offer inclusive and diverse youth and teen classes. Expand digital media programs to complete a showcase event. Develop themed monthly family events to increase involvement and cohesiveness within the family. Council Goals These icons indicate the Council Goals addressed by divisions within the department. BUDGET MEASURES Participants Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 1,268 2,302 3,000 3,200 193 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 non-profit agencies embedded within the on-site Resource Center and through referrals to additional partnering agencies. • Increase marketing for rental opportunities and Resource Center providers. Expand summer programming for youth and teens. BUDGET NOTES Budget includes approved rental increase fees for both the Community Center and Women’s Club ACCOMPLISHMENTS • • Hosted 3rd Annual 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. Council Goals These icons indicate the Council 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 FY22 Actual FY23 Actual FY24 Estimate FY25 Target 6,681 42,737 4,448 9,895 26,789 10,000 26,800 10,200 26,800 11,024 12,000 12,500 1,290 4,955 5,000 5,200 908 831 900 1,000 *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 (GSE). A Certified Therapeutic Recreation Specialist oversees all programs. Provide inclusive program opportunities for youth registered in the DDD Oakwood Elementary site. DDD participants would have the opportunity to participate in the Summer Kids Club located at the same site, engaging with peers of the same age. BUDGET NOTES Revenue is based on DES/DDD’s published reimbursement rate, which is contingent upon Arizona State budget appropriations. ACCOMPLISHMENTS • • • • Successfully submitted new DDD contract scheduled to be implemented July 2024. Relocated youth summer program back to Oakwood, increasing participation to 25. Expanded GSE job opportunities to catering jobs throughout city and providing baked goods at the Java Café. Reclassified Adult Day Program staff to Programmers and Family & Youth Services Specialist to reflect increased job responsibilities. Council Goals These icons indicate the Council Goals addressed by divisions within the department. PERFORMANCE MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 290 294 320 325 90% 92% 95% 95% Number of participants PERFORMANCE MEASURES Satisfaction surveys rated above average to excellent 195 196 Operating Budget Summary Non-Departmental FY23 Actual $543,903 FY24 Budget Personal Services FY22 Actual $35,903,414 $0 FY24 YTD $346,161 FY25 Budget $22,581 Pct Chg 100.00% Contractual Services $11,783,386 $6,000,139 $9,743,090 $8,751,162 $11,645,646 19.53% Commodities $258,584 $74,164 $2,302,045 ($4,346) $1,467,273 (36.26%) Capital Outlay $1,297,676 $201,398 $2,628,423 $1,208,014 $417,099 (84.13%) $49,243,059 $6,819,604 $14,673,558 $10,300,992 $13,552,599 (7.64%) FY22 Actual $25,826,076 FY23 Actual $1,088,277 FY24 Budget $981,299 FY24 YTD $1,232,103 FY25 Budget $955,094 Pct Chg (2.67%) $3,930 $33,451 $0 $0 $0 .00% $10,761,766 $2,709,584 $2,593,671 $2,555,091 $4,256,929 64.13% $160,909 $0 $0 $1,087,014 $0 .00% Muni Off Complex Reserve $0 $0 $0 $149 $0 .00% GO Bonds 2019 $0 $0 $0 $0 $0 .00% GO Bonds 2021 $6,792 $21,029 $0 $12,450 $0 .00% GO Bonds 2022 $0 $6,294 $0 $10,465 $0 .00% Capital Prj-Outside Sources $39,316 $0 $0 $0 $0 .00% Streets Zone 3 Dev Fee $855,896 $0 $0 $0 $0 .00% $5,808,710 $798,091 $5,000,000 $3,937,674 $5,000,000 .00% $172,250 $105,200 $139,157 $139,157 $148,087 6.42% $0 $0 $0 $0 $597,707 100.00% $3,519,775 $271,988 $847,963 $0 $600,663 (29.16%) $839,186 $1,214,008 $2,233,045 $1,220,125 $1,398,273 (37.38%) $1,086,017 $423,361 $393,303 $0 $0 (100.00%) ARPA-Small Business Assistance $0 $26,900 $250,000 $66,934 $156,166 (37.53%) ARPA-Infrastructure $0 $0 $2,235,120 $0 $417,099 (81.34%) ARPA Grant General $84,000 $121,419 $0 $39,830 $22,581 100.00% Law Enforcement Dev - Post 8-1-2014 $78,437 $0 $0 $0 $0 .00% $6,819,604 $14,673,558 $10,300,992 $13,552,599 (7.64%) Expenditures by Category Total Expenditures Expenditures by Division Non-Departmental Gen Fund Capital Projects Half Cent Sales Tax Economic Development Intersection Zone 3 Dev Fee Transportation Sales Tax COUNTY ARPA-HOMELESS SHELTER ARPA Grant ARPA-Health & Social Services ARPA-Healthy Work Environment Total Expenditures $49,243,059 197 198 Operating Budget Summary Office of Communications Personal Services FY22 Actual $1,188,031 FY23 Actual $1,128,044 FY24 Budget $1,410,531 FY24 YTD $1,109,864 FY25 Budget $1,473,027 Pct Chg 4.43% Contractual Services $512,168 $453,319 $454,094 $393,085 $465,177 2.44% Commodities $50,846 $72,405 $34,348 $25,718 $32,098 (6.55%) $1,751,045 $1,653,768 $1,898,973 $1,528,668 $1,970,302 3.76% FY22 Actual $1,302,070 FY23 Actual $1,157,252 FY24 Budget $1,384,056 FY24 YTD $1,124,277 FY25 Budget $1,443,427 Pct Chg 4.29% $448,975 $496,516 $514,917 $404,391 $526,875 2.32% $1,751,045 $1,653,768 $1,898,973 $1,528,668 $1,970,302 3.76% 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 provides timely, clear and transparent messaging to Peoria residents, internal/external partners, businesses, visitors and the media using a variety of print, video and digital tools to build and maintain public awareness, trust and engagement. DEPARTMENT DESCRIPTION The Office of Communications utilizes digital and traditional communications to effectively promote the advancement of the City Council’s Strategic Priorities; engage with and inform residents about city issues and events; assist in marketing Peoria as a community of connection and opportunity for residents, visitors and business; advise city departments in their communications needs; and supervise internal employee communications. https://www.peoriaaz.gov/government/departments/communications. Council Goals These icons indicate the Council Goals addressed by divisions within the department ORGANIZATIONAL CHART Diane Arthur Communications Director Maryann Loya Marketing/Communications Analyst Jennifer Doan Tim Eiden Marketing & Communications Director Digital Media Manager Monty Hoffman Jeff Ames Digital Media Specialist Multimedia Marketing/ Communications Specialist Nick Serpa Mike Iverson Digital Media Specialist Graphic Designer Bret Edson Trevor Freeman Digital Media Specialist 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 • Gallup Employee Survey promotion garnered an 86% response rate. • Assisted in the promotion for Police Chief and Development & Engineering Director recruitment. • Designed City Manager Council Meeting Report and monthly Staff Update templates. • Created unique Mayor of Peoria Facebook and X accounts. • Produced daily city headline report to track media coverage of city initiatives/events. • Updated city collateral to brand City Council Priorities (Public Safety, Water Security, Economic Development, Innovative Government). • Fully staffed the Office of Communications by successfully filling department director and communications manager vacancies. • Completed OC director and manager meetings with all city departments to identify ways to raise public awareness and engagement opportunities of the work being accomplished at all city levels. • Launched Employee Spotlight intranet page to promote the good works of city staff that go ‘above-and-beyond’ traditional public service roles. • Created marketing pre-and-post special event, art event and library event videos for social media promotion and City Manager Reports at Council Meetings. • Installed new cameras in the Council Chambers to enhance viewer experience of public meetings. • 202 Increase Code Enforcement public engagement through monthly video series, social media “tip of the month” posts Created drone and on-the-ground video asset file of all city 24 parks and amenities to assist in future outreach for turf management program and other needs. Support City Manager and Human Resources Employee Engagement initiatives through branding, design and promotion support. Successfully led the 2023 Peoria Leadership Institute with a class rating of excellent and a 99% class graduation rate. Office of Communications INITIATIVES • • • • • • • • • Develop and brand 2024 State of the City through video production; program and webpage design; event promotion. Design new City Manager Annual Report brochure. Promote Election 2024 dates through news releases, social media posts, web updates and new logo images. Launched monthly water education video series “Ripple Effect: Our Water. Our Future.” Developed #WaterWednesday social media campaign to highlight water conservation programs. Created comprehensive Social Media calendar to assist with timely engagement and to boost followers. Launched “Bite to Eat” video series to promote local restaurant scene. Support Human Resources in recruitment efforts: produced city recruitment videos; highlighting featured open positions in News in Briefs and Job of the Week online news section; social media job postings and newspaper ads. • • • • 203 Produced and promoted “Flash Point: The History of Peoria Fire-Medical Department” documentary. Produced School Resource / School Liaison Officer partnership video. Highlighted downtown revitalization efforts through video of the NAPA building and City Hall fountain demolitions, developing talking points and future engagement opportunities for future use. Launched new public engagement Zencity platform to provide community feedback related to city priority programs, such as the development of an Aviation Unit and quarterly Community Surveys. Increasing city promotion of Spring Training, as an Economic Development initiative, through Welcome from the Mayor video; interactive scoreboard video promotions; news release and social media promotional posts; assisting in live media pitches and coverage. Office of Communications Council Goals These icons indicate the Council Goals addressed by divisions within the department Performance Actual FY 2022 Actual FY 2023 Estimate FY Target FY 2025 Measures 2024 Social Media followers to city206,000 205,000*** 210,000 215,000 owned accounts Social Media 15 million 21.2 million 23.32 million 25.65 million Impressions YouTube viewership (in 157,000 228,000 250,800 275,880 minutes) City-generated print news items; event promotion (via News 276 254***** 300 330 releases***, PeoriaNOW, weekly news briefs) Increase total web traffic to the city’s 1,853,237 2,027,356 2,128,000 2,234,400 (5) websites **Slight decline with the removal of an existing mayor social platform ***non-public safety issued news releases ****FY24 began tracking this print engagement separately from social media 204 Operating Budget Summary Parks and Recreation Personal Services FY22 Actual $8,559,494 FY23 Actual $9,763,593 FY24 Budget $11,792,057 FY24 YTD $9,096,729 FY25 Budget $12,337,780 Pct Chg 4.63% Contractual Services $8,875,815 $11,381,848 $11,450,557 $10,517,678 $14,125,513 23.36% Commodities $1,411,520 $1,842,595 $2,126,947 $1,520,987 $2,022,537 (4.91%) Capital Outlay $95,879 $168,010 $550,000 $152,653 $1,962,333 256.79% $18,942,708 $23,156,046 $25,919,561 $21,288,047 $30,448,163 17.47% Expenditures by Category Total Expenditures FY22 Actual $1,245,826 FY23 Actual $1,484,509 FY24 Budget $1,460,200 FY24 YTD $1,006,103 FY25 Budget $1,571,452 Pct Chg 7.62% $5,584 $36,192 $22,008 $17,000 $20,935 (4.88%) Enrichment - Youth $114,737 $173,658 $192,043 $192,537 $273,468 42.40% Enrichment - Adult $15,850 $37,375 $75,400 $62,467 $139,809 85.42% Sports Programs - Youth $615,093 $630,925 $807,199 $562,870 $770,486 (4.55%) Sports Programs - Adult $204,072 $353,839 $480,109 $367,271 $436,088 (9.17%) Rio Vista Community Park $944,842 $960,549 $1,180,034 $1,163,802 $1,200,483 1.73% Rio Vista Rec Center $1,363,402 $1,844,325 $1,678,068 $1,393,765 $1,586,287 (5.47%) Pioneer Community Park $1,144,028 $1,092,557 $1,313,757 $1,047,084 $1,343,137 2.24% Paloma Community Park $1,058,837 $1,221,956 $1,653,471 $1,018,149 $1,679,123 1.55% $0 $0 $492,942 $390,799 $899,198 82.41% Parks North $2,114,651 $2,036,542 $2,070,538 $1,878,028 $2,084,688 .68% Parks South $1,897,388 $1,955,326 $1,839,911 $1,652,756 $2,193,104 19.20% $245 $462,388 $1,133,283 $1,006,286 $1,000,916 (11.68%) $677,765 $763,813 $948,209 $620,078 $1,422,963 50.07% $1,998,469 $2,198,780 $2,435,276 $2,270,691 $2,442,772 .31% $448,220 $589,039 $1,028,571 $635,407 $810,709 (21.18%) $4,936,366 $5,887,306 $5,746,800 $5,694,136 $6,364,462 10.75% $37,536 $978,830 $730,742 $4,600 $850,000 16.32% Stdm&Cmplx - ConsessionSrchrg $0 $0 $0 $0 $500,000 100.00% Sports Complex Improvement Reserve $0 $0 $350,000 $68,454 $450,000 28.57% Sports Complex GA Surcharge $0 $21 $0 $0 $200,000 100.00% $95,879 $168,010 $196,000 $104,846 $219,333 11.90% Parks and Recreation Grants $0 $0 $0 $0 $1,903,750 100.00% AZ S&T Authority Grant $0 $0 $0 $15,672 $0 .00% Prop 302 Grant Program $23,916 $280,106 $85,000 $115,248 $85,000 .00% $18,942,708 $23,156,046 $25,919,561 $21,288,047 $30,448,163 17.47% Expenditures by Division Swimming Pools Outdoor Recreation Program Parks Administration Facility Maintenance and Operations Park Rangers Contracted Landscape Maintenance Trails Maintenance Complex Operations/Maint Spring Training Complex Eqt Reserve 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 Peoria's Parks and Recreation Department provides leisure, entertainment, amenities, and services that promote individual mental and physical health and wellness for both residents and visitors. This is accomplished by the department's six divisions: Facilities Services, Field Operations, Park Operations, Planning Services, Recreation Services, and Venue Operations. Each of these areas are accountable for the following: • • • • • • • • Aquatic Programs Community Parks Community Pools Contracted Maintenance Enrichment Programs Facility Maintenance • • • • Neighborhood Parks Open Space/Preserves Parks Planning Parks Programming Park Ranger Programs Recreation Center • • • • Rights of Way Sports Complex Operations Sports Programs Trail Systems In addition to managing park land, community facilities and recreation programs for Peoria’s 202,000 citizens, the Parks and Recreation Department also stewards tourism opportunities, water conservation initiatives, protects natural environments and champions economic impacts for the citizens of Peoria. Peoria Parks and Recreation Department Council Goals These icons indicate the Council Goals addressed by divisions within the department ORGANIZATIONAL CHART Parks & Recreation Director Venue Operations & Recreation Services FIeld Operations & Planning Services Park Operations & Facilities Services Recreation Center Neighborhood Parks Community Parks & Sports Complex Maintenance Sports Complex Operations Park Rangers ROW and Landscape Aquatics & Sports Program Facilities Maintenance Open Space, Preserves, & Trails Enrichment & Parks Programs Contracted Services Outdoor Recreation 207 Facilities Services PURPOSE INITIATIVES To meet the needs of the citizens of Peoria by maintaining the Park and Recreation Department’s essential facility assets. • ACCOMPLISHMENTS • • • • • • Successfully facilitated the implementation of a parks wide janitorial services contract. Conducted a parks-wide lighting asset inventory program, aimed at asset tagging, condition indexing, and prioritized LED replacements for all park lighting assets. Dispositioned 1,102 work orders in the new Computerized Maintenance Management System. Completed a re-paint of both the San Diego Padres and Seattle Mariners team clubhouses. Completed a re-key of the stadium at the Peoria Sports Complex, increasing security and consolidating access for staff and other parties. • • • Began utilization of the City’s Computerized Maintenance Management System to perform scheduled preventative maintenance tasks and comprehensive asset management. Began a parks-wide restroom painting and wing wall reduction program to serve as an effective deterrent for unwanted park usage. Evaluate the internal client relationship of the multiple divisions that Parks Facilities services. This is accomplished via a survey that is distributed to stakeholders. Identify, evaluate, and actualize efficiencies in opportunity costs and operating costs through cross- functional collaboration, public-private partnerships, and intradepartmental resources. Monitor and evaluate utility usage trends for maximum efficiencies within the essential facility assets. Council Goals These icons indicate the Council Goals addressed by divisions within the division. PERFORMANCE MEASURES Complete 80% of electrical work orders within established turnaround time* Complete 80% of plumbing work orders within established turnaround time* Complete 80% of lighting work orders within established turnaround time* *Automated data collection began in March of 2023 208 Actual FY 2023 Estimate FY 2024 Target FY 2025 67% 80% 82% 67% 69% 70% 62% 56% 60% Aquatics PURPOSE INITIATIVES To respond to the recreational needs of the community by providing opportunities for aquatic activities which contribute to the overall public water safety well-being of community members, provides leisure time, physical development, and well-being of the participants. • • • ACCOMPLISHMENTS • • • • • • Facility utilization rate for aquatics for FY24 peak programming months of July and August was 91%. Installed automatic emergency safety shutoff drives for the chlorine gas system, ensuring the immediate closure of the connected chlorine gas source in the event of a gas leak. Registration fulfillment rate for aquatics for FY23 was 90%. Quality control metrics for aquatics (measuring customer satisfaction with service cost, service quality, customer retention and customer referrals) for FY23 was 98%. Utilized approved supplemental funding to procure inflatable water attraction for Peoria Pool. Improve lifeguard working conditions with shift adjustments, shade canopies and equipment. Pursue public-private partnerships for incentives and training to improve lifeguard retention. Improve participant safety with re-certified pool zone coverage, additional lifeguards on deck and updated operating procedures. Perform external water safety audits of the three community pools. Council Goals These icons indicate the Council Goals addressed by divisions within the department. Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Programmable Budget Revenue Earned 69% 78% 96% 100% Program Registration Capacity Utilized 86% 90% 92% 94% Maintain a 90% or higher overall satisfaction from participant surveys 98.6% 98.4% 98.2% 99% Social Impact Surveyed N/A 96.8% 96.7% 99% BUDGET MEASURES PERFORMANCE MEASURES 209 Sports PURPOSE INITIATIVES To provide recreational opportunities and organized sports leagues that promote active and social engagement in an inclusive and safe environment. • • ACCOMPLISHMENTS • • • • • • • Facility utilization rate for sports for FY24 peak programming months of July, October and November was 55%. Reduced community park field holds for city programs to maximize external user group rental opportunities. Registration fulfillment rate for sports programs for FY23 was 94%. Utilized grant funding to purchase and install volleyball nets at several school sites throughout the City. Quality control metrics for sports (measuring customer satisfaction with service cost, service quality, customer retention and customer referrals) for FY23 was 94%. Doubled adult pickleball program size, yet only utilized 10% of Paloma Community Park courts’ total public time availability. • Procure new portable basketball hoops to expand the quantity of school gyms we can offer for multiple age groups. Procure replacement electronic scoreboard equipment to improve the program experience. Expand sports programming through third party partnerships to diversify total offerings and program ages. Provide multiple sports camp opportunities for introduction into organized sporting activities. Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Programmable Budget Revenue Earned 51% 50% 82% 90% Program Registration Capacity Utilized 95% 94% 96% 98% 93.6% 93.7% 94.4% 96% BUDGET MEASURES PERFORMANCE MEASURES Recreation Service Satisfaction Surveyed 210 Rio Vista Recreation Center PURPOSE INITIATIVES To provide exceptional customer service with quality recreation, fitness, and rental facilities and programs. To contribute to an overall healthy and social community with a high quality of life. • • ACCOMPLISHMENTS • • • • • • Renovated the adventure room with new gaming equipment and added new active exercise inclusive play feature. Renovated facility audio/visual system for all meeting and event spaces. Rental conversion metric for recreation center has been developed for the second half of FY24. Quality control for recreation center (measuring customer satisfaction with service cost, service quality, customer retention and customer referrals) for FY23 was 96%. Social metrics for recreation center (measuring citizen impact with improved mental wellness, physical health, social opportunities and educational growth) for FY23 was 93%. Introduced Peoria Plus annual membership incentive program, which has tripled annual membership upgrades over the same December-January period as previous years. • • • Expand Peoria Plus program to attract new customers in addition to upgrading existing customers. Utilize grant funding to renovate and repurpose the limited functionality of the dance room into a new exercise program space and attract new business or partnership opportunities. Refresh the front reception area of the recreation center to improve customer experience. Increase the user base at the Recreation Center. Utilize technology and update the check-in process for day passes and annual pass holders at the recreation center. Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Programmable Budget Revenue Earned 41% 52% 98% 100% Event Rental Capacity Utilized 21% 16% 39% 45% 95.8% 96.3% 98.5% 100% BUDGET MEASURES PERFORMANCE MEASURES Maintain a 90% or higher overall satisfaction (above average/excellent) rating from rec center surveys 211 Community Parks PURPOSE INITIATIVES To provide exceptional recreation experiences for the City of Peoria residents and various external user groups and promoters, while offering a diverse range of amenities. • • ACCOMPLISHMENTS • • • • • Utilized capital improvement program funding to perform large scale renovation at Pioneer Community Park, to include a total playground replacement, splash pad and playground resurfacing, signage updates, concrete refreshes, and facility painting, among others. Facility utilization rate for community parks for FY24 peak programming months of September through December was 62%. Utilized supplemental funding to resurface the splash pad at Rio Vista Community Park. Over 43,000 hours of reserved athletic field usage was programmed between the three community parks (Paloma, Pioneer, and Rio Vista Community Park). Rental conversion metric for community parks has been developed for the second half of FY24. • Update field allocation policy to add a resident priority tier and customer-friendly rental process. Diversify park rental usage to include nonsport categories such as small festivals, run events, and trail events. Integrate the best water conservation practices across the park system to preserve the long-term capacity to fulfill recreation demand. Continue to assess the rental rates for the community park amenities. Council Goals These icons indicate the Council Goals addressed by divisions within the department. Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Programmable Budget Revenue Earned 102% 89% 95% 100% Event Rental Capacity Utilized 53% 46% 57% 60% 96.7% 100% 85% 95% BUDGET MEASURES PERFORMANCE MEASURES Recreation Service Satisfaction Surveyed 212 Outdoor Recreation PURPOSE INITIATIVES Plan and implement outdoor recreational, educational, and interpretive programs. Provide support to the department’s programs through volunteerism and stewardship. • • ACCOMPLISHMENTS • • • • • Organized seven River clean-up events, using 909 volunteer hours to clean 9,140 pounds of trash. Increased community outreach through the Trail Stewards Program growing engagement to 240 people. Hosted a public meeting in which over 70 people attended and provided feedback on mountain trails and open space preserve connections. Hosted Earth Day Leave No Trace event at Paloma, which included educational booths on rattlesnakes and lizards, kids table with activities, Sustainable U, and Junior Ranger program. Hosted several school groups providing education on Sonoran Desert plants and wildlife. • • • • Integrate into existing departmental outreach efforts (Peoria Junior Park Rangers, Peoria+) to leverage constituency and best practices. Expand Community Outreach and volunteerism opportunities in the department. Sustain the department outdoor programming to meet the demand of the community through partnerships and volunteerism opportunities. Apply for grants to help support educational and stewardship programs. Complete the Trail Ambassadors Training manual to begin recruitment and deployment of volunteer Trail Ambassadors. Continue to grow the ‘Friends of New River’ participation through local business pledges. Council Goals These icons indicate the Council Goals addressed by divisions within the department. Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Volunteer Hours 852 885 300 950 Number of Trail Stewards and Ambassadors 110 276 375 425 BUDGET MEASURES 213 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 • • • • • • • • Implemented and completed the second phase of the turf reduction study. Converted irrigation communication hardware to cellular to increase efficiencies and operational programming. Formalized scope of work for park enhancement projects and ongoing landscape maintenance upgrades. Created learning opportunities for front line staff to improve collaboration across divisions. Completed court renovations, playground replacements, sports field enhancements and trip hazard removals. Completed a parks wide entry sign replacement modernizing the entry aesthetic of the park. • • • • Implement the turf reduction study to develop a comprehensive water management conservation program and a phased drought management plan. Complete the RFP process for turf reduction. Complete the turf reduction and landscape enhancements to projected park projects funded by the WIFA grant. Create a high-performance work environment to promote self-improvement and citizen support. Continued implementation of the Parks Renovation Program (Park Refreshes, Playgrounds, Courts, ADA and Turf Reduction). Continued utilization of contracted vendors to gain operational efficiencies (janitorial, contracted mowing, and playground safety inspections). Utilize the City’s Computerized Maintenance Management System to perform scheduled preventative maintenance tasks and monthly park inspections. Council Goals These icons indicate the Council Goals addressed by divisions within the department. BUDGET MEASURES Percent Reduction of turf in current neighborhood park inventory Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 3% 1% 1% 3% N/A N/A 79% 81% PERFORMANCE MEASURES Complete 80% of scheduled park inspections within established turnaround time 214 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 two new Park Rangers and a Park Ranger Supervisor. • Provided extensive front-line customer service for 3 Community Parks, 37 Neighborhood Parks, and over 65 miles of multi-use pathways and mountain trails. • Responded to 1,021 citizen calls for service, a 35.7 % increase over FY23. • Ongoing collaboration with Neighborhood and Human Services resulted in a 14.5% decrease in encounters with those experiencing homelessness. • Participated in City’s ParkFests, where the Park Rangers engage with the Peoria community through events held in the City’s neighborhood parks. • Manage the performance of contracted janitorial services for all community parks, neighborhood parks, and community pools. • • • • • • • Increase park ranger participation in homeless outreach efforts with collaboration with internal and external agencies, completing field contacts and coordinating clean-up projects with the contractor. Implement a Park Ambassador program to provide better front-line customer service for park users at Community Parks to better allow Park Rangers to address priority calls for service. Hire, train, and schedule part-time staff for working weekend shifts to support existing park and recreation staff. Enhance Field Training Manual for Park Rangers and increase field training opportunities. Support operations in the neighborhood and community parks. Continue patrol of City mountain trails and multiuse pathways. Continue to support education and outreach efforts in the Parks public spaces. Manage and provide oversight of the new open space preserve areas. Provide training to park and trail staff on park locking / public safety relationships and homeless encampment reporting. Support the department’s facilities assets by documenting and inputting work orders where appropriate. Conduct park user surveys where appropriate. Council Goals These icons indicate the Council Goals addressed by divisions within the department. PERFORMANCE MEASURES Completed Citizen Service Calls Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 752 1,021 1,300 1,325 215 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 • • • • Reduced water consumption by 35% in City streetscapes. Completed basin renovations on MID018, BN019 and MID021 with improved landscape and irrigation. MID021 included the removal of 1.25 acres of turfgrass. Collaborated with the community on the Leash Up, Clean Up campaign, including neighborhood popup event, additional pet waste station installation, and social media. Hosted Arbor Day event at Calbrisa Park in collaboration with Peoria High School Future Farmers of America program, Desert Harbor Elementary School and Palo Verde Senior Living. • • Continued review of existing and potential contractual relationships to ensure maximum leverage and efficiencies. 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. Utilize the City’s Computerized Maintenance Management System to perform scheduled preventative maintenance tasks and track customer service inquiries. Implement monthly audit inspection tracking for contractor performance metric reporting. Council Goals These icons indicate the Council Goals addressed by divisions within the department. BUDGET MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Maintain at least $5.43 per capita spending on Community Forestry expenditures * $7.85 $8.00 $8.17 $9.00 N/A N/A 80% 82% PERFORMANCE MEASURES Complete 80% of scheduled park inspections within established turnaround time * T * 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. Reporting is based on calendar year. 216 Trails & Open Space PURPOSE INITIATIVES To facilitate the operations and maintenance of City owned multi-use pathways (MUP), mountain trails, and multi-use trails within river or wash corridors and open space preserves. Work with Planning and Site Development to ensure lands are dedicated or easements provided for public recreation or land conservation.  ACCOMPLISHMENTS  • • • • •  Expanded trail networks in existing preserves to provide additional opportunities, including one new trail to Eastwing and Westwing, and two new trails to Calderwood Butte. Implemented re-paving program for trailheads with Calderwood Butte the first one completed. Continued systematic updates to map kiosks with new header panels as well as new wayfinding posts associated with the new trails. Completed the trails and open space analysis of Mystic development’s Recreational Amenity Master Plan, with collaboration from Planning department. Completed draft of Recreational Agreement for the CAP pathway right-of-way with Bureau of Reclamation.     Amend parks and recreation code to reflect trail and multi-use pathway updated user etiquette and modality technologies. Continued evaluation of programming opportunities in the City’s six Open Space Preserves (Agua Fria, Calderwood Butte, EastWing Mountain, Paloma Regional, Sunrise Mountain, and WestWing) Continued maintenance of the City trail inventory 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. Collaborate with Planning Department on development reviews for trails and open space dedications to ensure pedestrian connectivity across communities. Finalize RFP for solicitation for citywide trails and open space study. Develop process template for consistent open space dedications to be accepted by the city for land preservation and sustainable maintenance oversite. Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Linear Miles of Trail Added 3 4.6 3.2 2.1 Acres of Open Space Added (estimated) 0 218 0 200 BUDGET MEASURES 217 Peoria Sports Complex PURPOSE INITIATIVES To provide a venue for the City of Peoria which provides a destination tourism asset that hosts two Major League Baseball Spring Training teams that not only engages community baseball fans, but also a venue for community members to engage in diverse programming and enjoy a variety of activities utilizing multiple outdoor assets as well as indoor amenities found in the colonnade. • • • • ACCOMPLISHMENTS • • • • • • • Utilized approved supplemental funding to procure metal detectors for stadium security mandates. Significant repairs were made to fencing, windscreen, as well as renovations to half of the Sports Complex infield skins and the replacement of new hitting tunnel nets. Successfully bid for premiere national entertainment tour show of the Savannah Bananas, which sold out in one day. Facility utilization rate for Sports Complex for FY24 peak programming months of September through November was 62%. Rental conversion metric for Sports Complex has been developed for the second half of FY24. Quality control metrics for Sports Complex (measuring customer satisfaction with service cost, service quality, customer retention and customer referrals) for FY23 was 100%. • • • • Renovate remaining practice fields and field fencing. Open new maintenance shop with operational efficiencies and staff collaboration. Reorient oversight of janitorial services and supplies to venue operations team to improve real-time event needs and adjustments. Align line-item budget responsibilities between venue operations, facilities services and field operations to improve overall budget management. Develop alternative scheduling and event opportunities during construction projects to manage growth and economic impact goals. Strive for cost recovery neutrality. Track utility expenditures for efficiencies and updated technology opportunities. Implement routine operational, facility, and field maintenance area audit checklists and inspections. Increase sponsorship dollars for the Sports Complex. Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Programmable Budget Revenue Earned 50% 171% 128% 100% Event Rental Capacity Utilized 56% 41% 62% 65% 97.6% 100% 100% 100% BUDGET MEASURES PERFORMANCE MEASURES Recreation Service Satisfaction Surveyed 218 Enrichment INITIATIVES PURPOSE • To provide essential learning and engaging services to the community which contribute to the physical health, mental wellness, social engagement, skill development, and quality of life for citizens. • ACCOMPLISHMENTS • • • • • • Facility utilization rate for enrichment for FY24 through second quarter was 54%. Utilized approved supplemental funding to enhance the revenue share distribution to private public partnerships providing enrichment classes due to increased program development. Registration fulfillment rate for enrichment for FY23 was 60%. Quality control metrics for enrichment (measuring customer satisfaction with service cost, service quality, customer retention and customer referrals) for FY23 was 87%. Social metrics for enrichment (measuring citizen impact with improved mental wellness, physical health, social opportunities and educational growth) for FY23 was 91%. • • Design changes to the recreation brochure to manage costs and content efficiency by consolidating content, reducing pages and utilizing technology. Diversify adult program offerings to integrate more educational opportunities related to job occupations such as trade skills, technology skills and resume writing. Diversify youth program offerings to include more opportunities for older youth ages 12+. Further develop private public partnership opportunities for additional content and offerings. Develop a sponsorship opportunity through donations, scholarships, or grants for enhanced programming and partnerships. Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 99% 141% 145% 100% Recreation Service Satisfaction Surveyed 87.8% 87.2% 84.6% 90% Social Impact Surveyed N/A 90.8% 78.9% 90% BUDGET MEASURES Programmable Budget Revenue Earned PERFORMANCE MEASURES 219 220 Operating Budget Summary Planning and Community Development Personal Services FY22 Actual $1,385,506 FY23 Actual $1,539,447 FY24 Budget $1,941,172 FY24 YTD $1,365,197 FY25 Budget $2,179,022 Pct Chg 12.25% Contractual Services $221,219 $185,973 $620,506 $306,875 $717,717 15.67% Commodities $24,881 $11,118 $14,795 $4,890 $14,645 (1.01%) $1,631,606 $1,736,539 $2,576,473 $1,676,963 $2,911,384 13.00% Community Dev Administration FY22 Actual $409,188 FY23 Actual $454,257 FY24 Budget $541,412 FY24 YTD $399,666 FY25 Budget $557,367 Pct Chg 2.95% Planning $1,222,419 $1,282,282 $2,035,061 $1,277,297 $2,354,017 15.67% Total Expenditures $1,631,606 $1,736,539 $2,576,473 $1,676,963 $2,911,384 13.00% Expenditures by Category Total Expenditures Expenditures by Division 221 222 PLANNING DEPARTMENT DEPARTMENT MISSION Cultivate innovative and sustainable solutions in advancing the responsible development of the City in alignment with the General Plan and other goals, principles, and policies. DEPARTMENT DESCRIPTION The Planning Department plays a key role in guiding the growth and redevelopment of the city. The Department performs this effort by advancing the voter-adopted 2040 General Plan through strategic land use policies administered through enabling documents such as the Zoning Code and the Peoria Community Design Guidelines. Periodic updates to these documents are responsive to legislative mandates, community values and priorities, development pressures, advancements in technology, and evolving regional and citywide needs. The Department strives to become a leader among its peers for its visionary and insightful approach to planning. OUR VALUES 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 Council Goals These icons indicate the Council Goals addressed by divisions within the department ORGANIZATIONAL CHART Planning Director Current & Strategic Planning Administration 223 Administration PURPOSE ACCOMPLISHMENTS (continued) The Administration Division provides overall leadership, policy direction, and support for the Department. This division is responsible for the guidance and completion of the department’s overall budget and policy initiatives. ACCOMPLISHMENTS • Community Promotions / Memberships: o American Planning Association – Arizona Chapter o Urban Land Institute (ULI) o Maricopa Associate of Governments o Valley Partnership – City / County Committee o Luke AFB – Fighter Country Foundation • INITIATIVES • Boards & Commissions – Prepared agendas and provided support for the following boards and commission meetings in FY24 (through January): o Planning & Zoning Commission: 8 o Board of Adjustment: 1 o Design Review Board: 0 Enhancements: o Completion of enhanced management and tracking metrics. o Vast majority of meetings and review processes conducted electronically and/or remotely for client convenience and/or efficiency. o Updates to the webpage user experience. • • • • 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. Department Employee Engagement Plan. BUDGET NOTES No notable changes to budget. Council Goals These icons indicate the Council Goals addressed by divisions within the department FY22 Actual FY23 Actual FY24 Estimate FY25 Target Board of Adjustment 0 3 3 3 Design Review Board (DRB) 9 6 2 3 Historic Preservation Commission (HPC)* 7 * * * Planning and Zoning Commission (P&Z) 16 13 18 18 32 22 23 24 BUDGET MEASURES Boards and Commission Meetings Total *Note: HPC host department transferred to ACLS Department in FY23 - Planning Department remains in supporting role. 224 Administration FY22 Actual FY23 Actual FY24 Estimate FY25 Target Total number of budgeted positions (FTEs) 13 14 14 14 Operational Resiliency – Staffing levels 85% 79% 71% 92% Annexed Land (acres) 434.4 19.5 3.4 N/A Rezoned Land (acres) 837 504 190 N/A Preliminary Plat acreage 550 3,458 528 N/A Preliminary Plat lots proposed 1,504 970 795 N/A BUDGET MEASURES Staffing Capacity and Efficiency Growth and Development 225 Current & Strategic Planning PURPOSE ACCOMPLISHMENTS (continued) The Current & Strategic Planning Division works collaboratively with a multitude of internal and external stakeholders to advance the evolution of the community in alignment with the General Plan, Council priorities and other relevant objectives. Our philosophical position is to ensure services are rendered as efficiently as possible with an eye towards finding the appropriate solution-oriented approaches. It’s important that processes and codes are continuously monitored and refined. • ACCOMPLISHMENTS Notable Site Plan / Preliminary Plat Cases: o Stadium Point o Common Bond Group – Peoria Dining Complex o American Leadership Academy o Legacy Place – Plats/Project Nemo o Peoria Place – Industrial/Residential o Honor Health Stadium Creek o Genesis of Peoria o Echo Suites o Mystic at Lake Pleasant Heights o Vistancia – Villages I and J o Saddleback Heights Village B o Aloravita North & South Plats/Park • Expansion of partnerships and opportunities with the State Land Department. • Integration of new Park & Recreation Planner into coordinating role. • • Played a key role in several high-profile entitlement and conceptual planning efforts. Continued collaboration with Arizona State Land Department (ASLD) on annexation, entitlement, and other strategic initiatives. • Annexation and Entitlement of 1,620-acre North Peoria Gateway (NPG) near L303 and Happy Valley Road. • 2024 Major General Plan Amendments • Integrated Path/Trails Systems Plan • Code Amendments: o Self-Storage facilities o Refinement of Downtown District(s) o Phase 2 – Landscape Code • Downtown Redevelopment • Department Engagement Plans • Conversion of all remaining static files to electronic. • • INITIATIVES Continued processing of development cases within target review timeframes. Adoption of Code Amendment pertaining to delivery services for Marijuana Establishments. • Annexation of 3.4 acres into the city. • Development of new tracking and management metrics. • Panelist for Growing Water Smart for the Sonoran Institute. • Conference Co-Chairs at 2023 AzAPA State Conference in Litchfield Park. • Notable Entitlement Cases: o Vistancia Major PCD Amendment o Overland Peoria Commons o Streamliner PAD o Carioca PAD Amendment o Haciendas 5 PAD BUDGET NOTES • 226 No notable changes to budget. Current & Strategic Planning Council Goals These icons indicate the Council Goals addressed by divisions within the department FY22 Actual FY23 Actual FY24 (Jan) Major Rezones/Amendments 9 21 7 9 1 9 Site Plans 33 25 19 Preliminary Plats 13 13 5 Variances 0 4 1 Conditional Use Permits 12 12 4 Non-Residential Design Review 11 18 15 Wall Waiver 3 4 8 Administrative Relief 4 3 2 Rezoning 33 29 30 Preliminary Plats Site Plan Reviews 37 33 38 30 20 30 Number of Applications Submitted 93 107 63 Number Adopted by City Council 0 4 1 Native Plant Permits 6 4 4 Sign Permits Temporary Use Permits 176 59 196 68 92 55 Total Inspections completed 268 536 93 BUDGET MEASURES Major Cases (Number of Cases filed) General Plan Amendments Other Cases (Number of Cases filed) Average Review Times (Calendar Days) Pre-Applications Code Amendments / Development Policy Update Permits and Licenses Planning Inspections 227 FY25 Target 228 Operating Budget Summary Police Personal Services FY22 Actual $45,583,541 FY23 Actual $51,797,749 FY24 Budget $58,030,116 FY24 YTD $43,395,264 FY25 Budget $64,813,577 Pct Chg 11.69% Contractual Services $9,119,675 $10,232,280 $11,727,393 $10,986,800 $15,017,440 28.05% Commodities $1,547,250 $1,908,901 $2,678,323 $2,605,327 $7,723,689 188.38% Capital Outlay $111,173 $422,656 $3,743,378 $3,158,406 $1,238,387 (66.92%) $56,361,640 $64,361,586 $76,179,210 $60,145,797 $88,793,093 16.56% Expenditures by Category Total Expenditures Police Administration FY22 Actual $3,278,409 FY23 Actual $5,522,323 FY24 Budget $7,466,110 FY24 YTD $3,022,836 FY25 Budget $3,944,411 Pct Chg (47.17%) Criminal Investigation $6,807,333 $8,123,822 $8,910,515 $7,573,151 $9,530,142 6.95% Patrol Services - South $16,323,733 $17,654,372 $22,548,252 $15,098,700 $24,266,643 7.62% Patrol Services - North $10,179,024 $11,059,641 $13,170,498 $10,100,668 $14,452,189 9.73% Operations Support $7,730,361 $8,609,506 $8,753,722 $7,321,249 $11,027,817 25.98% Pd Technical Support $5,310,330 $6,110,837 $6,522,312 $6,191,592 $7,344,772 12.61% Staff Services $1,386,421 $1,736,286 $2,188,914 $1,914,674 $2,416,777 10.41% Pd Communications $3,344,555 $3,552,887 $4,461,865 $3,307,696 $4,518,977 1.28% Strategic Planning $618,569 $725,047 $742,683 $799,932 $1,135,451 52.89% Radio Systems Operations (Citywide) $0 $0 $123,515 $0 $1,165,439 843.56% Aviation Unit $0 $0 $0 $781,958 $3,422,600 100.00% Smart & Safe AZ - Police $0 $70,097 $76,984 $444 $0 (100.00%) St Anti-Racketeering-Pd $163,473 $125,204 $258,604 $100,520 $203,518 (21.30%) Federal Forfeiture $98,490 $8,074 $19,183 $0 $19,183 .00% School Resource Officer IGA $360,260 $382,607 $0 $428,841 $0 .00% Postal Inspection System Grant $17,445 $11,026 $6,004 $17,957 $25,184 319.45% Victims Of Crime Act Grant $180,478 $155,304 $228,395 $207,605 $444,139 94.46% Justice Assistance Grant $30,684 $20,475 $45,556 $33,609 $105,642 131.89% FBI MOU $5,779 $3,869 $19,841 $4,874 $19,841 .00% Governor of Highway Safety Grants (GOHS) $382,530 $336,265 $344,187 $141,140 $267,197 (22.37%) Bulletproof Vest Partnership $13,989 $11,316 $44,822 $0 $16,753 (62.62%) Federal DEA IGA $24,200 $14,884 $21,069 $11,185 $21,069 .00% Miscellaneous PD Grants $4,500 $2,690 $25,000 $3,051,116 $4,244,132 16876.53% Homeland Security CFDA# $90,073 $114,787 $186,179 $36,018 $186,217 .02% Citizen Donations-Pd $9,409 $10,269 $5,000 $30 $5,000 .00% Police Explorer Trust Fd $1,595 $0 $10,000 $0 $10,000 .00% $56,361,640 $64,361,586 $76,179,210 $60,145,797 $88,793,093 16.56% Expenditures by Division Total Expenditures 229 230 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 Council Goals These icons indicate the Council Goals addressed by divisions within the department. ORGANIZATIONAL CHART Police Chief PIO Office of Professional Standards PIO Patrol Services Community Relations Public Affairs Patrol South Patrol North Operations Support Criminal Investigations Patrol SouthSpecial Enforcement Criminal Investigations Special Enforcement Personnel and Training Communications Administrative Services 231 Administration PURPOSE • 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 Media and Community Relations 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. • ACCOMPLISHMENTS • • • • • The Department took steps to make significant changes to its hiring and recruitment efforts. These efforts included implementation of background investigation software, changes to social medial outreach, development of a QR Code, hiring incentives for both Lateral Police Officers and Communication Specialists, and regular testing and hiring dates. The Training Unit hired a dedicated Recruiter to enhance recruitment efforts. The Training Unit coordinated and instructed active threat responses training for all sworn employees. Training Unit staff also assisted AZPOST in the development and implementation of a state-wide active shooter response curriculum for academies across the state. The Firearms Training Unit hosted multiple Red Dot Sight pistol transition courses and completed a range cleaning and AZDEQ audit inspection. Working in collaboration with the City Clerk to demo, review, and provide input for online public records request solutions for Police Department and general public interactions. This would assist in streamlining the request process between public and department personnel, allow for more accurate statistical tracking, and improve internal workflow. • • In an effort to increase efficiency of the public records request process and provide more timely service to the general public, the Records unit has implemented a streamlined process change regarding the handling of public records requests. This process focuses on keeping a majority of the public records request process within PD, essentially removing much of the burden this workload may cause on the City Attorney Office. This updated process includes more guidelines for the staff processing requests, an internal review process of high-profile records, and increased communication with command staff on pertinent cases. The Administrative/Finance Support division managed 24 Grants/IGA’s crossing through this fiscal year. $1.5M+ in funding was granted to support patrol salary, overtime needs, specialty equipment and programs such as: DUI Task Force, Victims of Crime services and School Resource Officers (SRO’s). The Administrative/Payroll team maintained an accurate payroll system. This process includes working in two different systems, with three unions and four employee classes, i.e. AFSCME, COPPS, PPOA and Non-Represented. Cross training was completed this FISCAL YEAR to ensure coverage. It is important to maintain a high level of training throughout the department, the Administrative/Finance Support team processed 370+ travel for training requests. Approval, reservations to reconciliation. INITIATIVES • • • • • • • • • Recruiter Red Dot Sights (RDS) for recruits Simulator Training Upgrade Range cleaning Force-on-Force training equipment Recruitment trips Internal Refresher Administrative training Process Improvement – Payroll Financial Support Unit BUDGET NOTES No significant change in division budget from the prior year. 232 Administration Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FISCAL YEAR 2022 Actual FISCAL YEAR 2023 Estimate FISCAL YEAR 2024 Target FISCAL YEAR 2025 NIBRS Group A crimes per 1,000 residents (CY) - Crimes Against Persons (CY) - Crimes Against Property (CY) - Crimes Against Society (CY) 9 25 7 11 23 6 10 22 6 10 20 6 Calls for Service per 1,000 residents (CY) - Citizen Initiated (CY) - Officer Initiated (CY) 281 160 273 163 271 162 272 162 Average response time to priority one calls (CY) - Call to Dispatch (CY) - Dispatch to Arrival (CY) 1:25 5:25 1:34 5:23 1:25 5:20 1:20 5:15 % of NIBRS Group A crimes cleared (CY) - Crimes Against People (CY) - Crimes Against Property (CY) - Crimes Against Society (CY) 54.2% 15.8% 86.3% 57.3% 16.6% 84.8% BUDGET MEASURES PERFORMANCE MEASURES 233 57% 17% 85% 58% 17% 85% Operations Division PURPOSE ACCOMPLISHMENTS (continued) The Operations Bureau is comprised of the North and South Patrol Services Divisions. The Patrol Divisions are responsible for partnering with the community to provide professional, responsible, and proactive law enforcement. Activities include responding to emergency and non-emergency calls for service, investigating crimes, traffic enforcement, and solving community livability issues and civil problems are just a few examples. • Patrol focuses on reducing crime and the fear of crime in our community. With that mission in mind, the Bike Patrol Unit was revitalized with new equipment and training new personnel. The Bike Unit assists at significant city events, patrolling the trails, and community engagements. Scottsdale Police Department requested help from our Bike Unit during the Waste Management Phoenix Open Golf Tournament. • The Peoria Police Department is dedicated to reducing violent encounters with police officers by increasing the availability of nonlethal use of force options to officers. The purchase of several Pepperball systems and 40mm impact weapons will assist officers by stopping or preventing violent attacks, saving lives, and reducing injuries. • Patrol officers face life-saving decisions, and having the proper tools available is essential. All patrol sergeants and lieutenants were issued new rifle-rated bullet-resistant shields and entry tools to help prevent injuries and save lives. The Operations Bureau also includes Crime Analysts and Patrol Services Officers. Crime Analysts are responsible for collecting, researching, and studying crime data to help the department prevent and solve criminal acts. The Patrol Service Officers are nonsworn personnel that transport prisoners, enforce complaints of parking violations, and assist officers at accident scenes. ACCOMPLISHMENTS • Patrol continues to evaluate resource allocation by adjusting officers’ work schedules based on data collected to improve police services and reduce response times. • 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. • Peoria P.D. was instrumental in establishing the (WVLETA) West Valley Law Enforcement Training Academy. This is a partnership with eight (8) west valley agencies, Luke AFB and Glendale Community College. INITIATIVES • • • • • • Operations Functions Management Functions Administrative Support Crime Analysis Provide Strategic Planning Information Less-Lethal program expansion (Pepperball and 40mm) BUDGET NOTES Created an Aviation Unit to support aerial operational services. Council Goals These icons indicate the Council Goals addressed by divisions within the department. 234 Support Services Division PURPOSE • The Support Services Division contains the Operations Support Bureau, the communications Section, and the Administration 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 & Liaison Officer Program, Traffic Enforcement, Vehicular Crimes, the Special Assignment Unit (SWAT,CNT and TST), 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. Also, in partnership with Peoria Unified School District, Peoria Police Department was able to hire four School Liaison Officers for the elementary schools within PUSD. Two canines (Quinzee and Gibbs) retired this year. Replacement canines were purchased and are currently in the academy. The current narcotic detection canines were also certified to locate fentanyl. • 235 Two Motorcycle Safety Event were held, instructing on average 20 riders in each Motorcycle Safety Event. The registration was free, made possible by a grant from the Governor’s Office of Highway Safety. The communications section added two parttime positions to assist with recruiting. The section continues to evaluate training, employee wellness and alternate work schedules to increase recruitment and retention. The Vehicular Crimes Unit is comprised of three detectives, and they are responsible for the investigation of serious injury and fatal traffic collisions. In 2023, VCU investigated twenty-two (22) serious injury collisions, of which fourteen (14) of the collisions resulted in fatal injuries to one or more of the occupants. Five of the (41) callouts did not involve traffic collisions but rather were callouts to assist the Criminal Investigation Section with diagramming their scenes. Misdemeanor Repeater Offenders Program (MORP) in conjunction with Neighborhood Services organized 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. The Bulk Room shelving project was completed in September 2023. The new shelves have created an additional 20% capacity. The shelves are more stable and secure for holding the heavier property. All evidence is now on shelves and off the floor. Support Services Division BUDGET NOTES ACCOMPLISHMENTS (Continued) • • • Health and Wellness were a big topic this last year. With Communication employees limited to their ability to go to the gym during their shift, it was asked if we could purchase some workout equipment. The Department was able to purchase two treadmills and two exercise bikes for employees to use at their consoles. The 9-1-1 Center went live with the Justice Web Interface (JWI) this past year. Not only did Communications employees take JWI training, but other department employees were provided specific JWI training as well. Also, with JWI we went from paper validations to E-Validations, which have been a huge improvement with system processes. INITIATIVES Created a Radio Division. The Police Department has absorbed radio services/maintenance and inventory from Information Technology (I.T.) for citywide needs. • 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 and Liaison Officer Program • Crisis Intervention Team/Misdemeanor Repeater Offender Program - Homeless Outreach • Officer Peer Support Program • 911 Communications • Property and Evidence Unit • Records Unit Council Goals These icons indicate the Council Goals addressed by divisions within the department. 236 Operating Budget Summary Public Works Personal Services FY22 Actual $14,340,162 FY23 Actual $15,140,898 FY24 Budget $17,631,366 FY24 YTD $13,909,391 FY25 Budget $18,896,222 Pct Chg 7.17% Contractual Services $23,832,109 $26,166,166 $28,943,929 $26,879,642 $28,979,945 .12% Commodities $5,619,155 $6,468,222 $6,740,899 $5,945,060 $6,862,251 1.80% Capital Outlay $1,183,926 $4,066,824 $19,086,003 $12,304,337 $21,219,839 11.18% $44,975,353 $51,842,110 $72,402,197 $59,038,430 $75,958,257 4.91% Expenditures by Category Total Expenditures Public Works Administration FY22 Actual $652,637 FY23 Actual $788,809 FY24 Budget $814,773 FY24 YTD $607,865 FY25 Budget $782,473 Pct Chg (3.96%) Commercial Front Load $1,924,222 $2,019,462 $2,056,080 $2,091,894 $2,232,750 8.59% Commercial Roll-Off $560,283 $620,165 $676,763 $585,987 $728,726 7.68% Solid Waste Admin $717,286 $774,692 $920,692 $837,328 $1,095,275 18.96% Residential Collection $9,109,909 $9,732,612 $10,632,090 $9,660,853 $11,598,575 9.09% Residential Recycling $3,810,114 $4,204,735 $4,355,466 $4,690,213 $4,898,835 12.48% Solid Waste Environmental $633,205 $780,013 $862,102 $721,739 $870,290 .95% Solid Waste Eqt Reserve $98,949 $1,280,949 $5,125,000 $2,592,533 $5,636,509 9.98% Solid Waste Expansion $31,979 $0 $0 $0 $0 .00% Drainage Systems Operations $1,305,839 $1,341,584 $1,471,461 $1,295,587 $1,772,967 20.49% Fleet Maintenance $6,672,015 $7,429,143 $7,900,649 $7,057,872 $8,154,816 3.22% Fleet Reserve $991,409 $2,785,875 $12,778,753 $9,122,489 $12,981,708 1.59% Streets/Transit Equipment Reserve $61,875 $0 $939,250 $109,032 $2,425,622 158.25% Facilities Admin $305,211 $301,075 $408,862 $288,793 $418,076 2.25% Daytime Facility Services $2,041,357 $2,078,354 $2,731,524 $2,337,311 $2,433,008 (10.93%) Nighttime Facilities Services $839,429 $748,567 $1,124,841 $772,254 $1,268,552 12.78% Utility Management $951,375 $1,020,100 $925,981 $1,083,973 $1,098,268 18.61% Facilities Operating Projects $498,121 $680,613 $912,412 $647,465 $675,762 (25.94%) Technical Operations $1,837,576 $1,987,908 $1,760,859 $1,587,561 $1,890,627 7.37% Streets Admin $1,076,157 $1,029,797 $1,131,920 $899,356 $1,083,941 (4.24%) Signs And Striping $1,140,368 $1,086,475 $1,402,374 $1,141,510 $1,526,609 8.86% Traffic Signal Maintenance $3,100,795 $3,126,905 $3,537,733 $3,285,203 $3,739,103 5.69% Street Maintenance $3,209,028 $3,449,951 $4,174,439 $3,203,317 $4,268,598 2.26% Sweeper Operations $941,663 $937,661 $1,047,093 $983,676 $1,086,372 3.75% $1,382 $0 $0 $0 $0 .00% $2,463,169 $3,636,666 $4,711,080 $3,434,620 $3,290,795 (30.15%) $44,975,353 $51,842,110 $72,402,197 $59,038,430 $75,958,257 4.91% Expenditures by Division Streets Oper Capital Projects Transit Division Total Expenditures 237 238 Public Works DEPARTMENT MISSION To preserve and enhance the City of Peoria’s infrastructure and programs for future generations through sustainable practices, innovative government 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 2023 and 2024. https://www.peoriaaz.gov/government/departments/public-works-and-utilities Council Goals These icons indicate the Council Goals addressed by divisions within the department ORGANIZATIONAL CHART Public Works Administration Facilities 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 Fixed Route Residential Trash Pavement Management Environmental Services & Inspectors Drainage System Operations Facilities Technical Operations Construction 239 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 • • In FY24, the Municipal Operations Center’s Administration Building and Finance Warehouse had the complete replacement of the Fire Alarm System. This included replacing the main fire panel, all detection and notification devices, and new wiring throughout both facilities. The 4-year Facility Assessment contract was completed this year with the survey of 36 buildings spanning 688,126 square feet. The compiled engineer assessments have facilitated the ability to forecast, prioritize and program the fiscal year Capital Improvement Program. Since the contract award, Facilities has utilized these assessments to fund $12.2M worth of facility upgrades and improvements. • • Heating, Ventilation and Air Conditioning upgrades have been programmed as part of the FY25 Capital Improvement Program. To note, the replacement of the air conditioning and ventilation system for the Firing Range and the Chiller Plant at the Public Safety Administration Building are focused ensuring proper ventilation and comfort cooling is provided to critical work areas. Utilizing the recently completed Facility Assessments, $4.9M for Capital Improvement Projects have been programmed to be accomplished in FY25 to correct annotated deficiencies, and replace failing or end of life facility systems. In keeping with the Council’s and City Leadership’s Security Initiative, Facilities will continue with their automated gate upgrade and replacement program. Gates scheduled for replacement in FY25 include FS 191, 192, 194, Butler WTP, and Butler IPS. BUDGET NOTES • Programming and budgeting for additional maintenance, repair, renovation, and custodial support for the newly acquired helicopter hangar. • An increase of approximately 10% to the cost of supplies and services have been identified across all maintenance and repair sectors. Council Goals These icons indicate the Council Goals addressed by divisions within the department • Completed the replacement of the employee badge access system to include all wiring, badge readers, and control boards at the Municipal Operations Center, Fire Station 193 and the Public Safety Administration Building. BUDGET MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Total Number of Work Orders Completed 4,548 4,529 4,800 5,000 86% 90% 91% 6,678,100 6,506,000 6,600,000 PERFORMANCE MEASURES Maintain turnaround time benchmark on AC, plumbing and electronic work orders. 92% Reduce total electricity consumed by 1% per year 6,639,840 240 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 • • • • • Ninth consecutive year as an ASE Blue Seal of Excellence facility. 4,659 work orders opened on more than 757 different pieces of equipment accomplished by 15,228 labor hours. This work included 1,429 preventive maintenance services. Managed the facilities, product, and record keeping of 778,285 gallons of dispensed fuel. Specify, order, register, and/or perform “in service” work on 113 new vehicles/equipment with an acquisition cost of $9,870,151. Two solar electric vehicle and emergency power charging stations put in service. Maintain skilled staff in a competitive market environment for technicians. Maintain 100 percent ASE certification among Fleet technicians for ASE Blue Seal of Excellence. Reduce scope of new Fleet Maintenance Facility to lower projected cost by $5,000,000 and advance project to 30% design. BUDGET NOTES • Parts and tire expenditures have experienced a 45% increase over the past five years from inflation and fleet size increases. The increase was 6% from 2022 to 2023. • Lubricants and oils have experienced a 45% increase in cost over the previous year from commodity inflation and fleet size increase. • Vehicles and equipment have averaged a 35% cost increase over the past three years. Extended delivery delays continue from ongoing supply chain issues and a recent United Auto Workers union strike. Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Percent of repairs with one-day turn around 68.7% 70.5% 66.2% 70% Percent of Fleet Available 93.8% 94.6% 93.2% 93% PERFORMANCE MEASURES 241 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 • • • Implemented a “by appointment” bulk trash collection method. This method replaced the previous collection program that used predetermined collection schedules. The level of service transitioned to customer-centric. Conducted three Household Hazardous Waste collections. Peoria residents called to schedule the removal of hazardous waste from their homes. Doing so allows for safe disposal and keeps hazardous waste out of drains and the landfill. Adjusted days of collection and collection routes throughout the city, transitioning from a four to a five-day schedule. This change was made to mitigate the impact of added residential accounts and maximize collection days. • Using a data driven approach to efficiently manage collection routes and driver productivity. Increase residential waste diversion to 21 % 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 rates increased from $30.00 per ton to $32.00 per ton. This increase will be used to cover the cost of landfill maintenance. Recycling Processing Fees – Peoria is paying to process recycling instead of receiving revenue. Increased labor costs and changes in the commodity market have resulted in increased processing fees. This trend is expected to continue in the foreseeable future. Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FY2022 Actual FY2023 Estimate FY2024 Target FY2025 29,956 20,037 19,216 20,000 Diversion rate for household recycling 19% 20% 20% 21% Tons of recycled material collected 16,634 16,348 16,379 16,450 BUDGET MEASURES Number of bulk trash homes serviced PERFORMANCE MEASURES 242 Streets PURPOSE INITIATIVES To ensure the safe and efficient operation of the city's transportation infrastructure by maintaining streets and related facilities, applying established industry practices, and utilizing sound technical evaluation criteria, with a focus on safety, accessibility, aesthetics and sustainability. • • ACCOMPLISHMENTS BUDGET NOTES During Fiscal Year 2023 (FY23), the Streets Division accomplished the following: • • • • • • • Develop a 5-year plan to address preservation and rehabilitation of all city facility parking lots. Continue replacement of streetlight poles that are 25-years and older, and outdated street lighting fixtures to new LED fixtures to improve energy efficiency. • Treated approximately 100 lane miles of paved roads using preservation and/or rehabilitation pavement management methodologies. Removed 201 tons of debris from various drainage systems and maintained 216 acres of channels, and basins. Fabricated 1,615 street signs, of those fabricated 862 were replacement signs. Continued conversion of streetlights to LED status. To-date, 8,606 (approximately 50 percent) of 17,260 streetlights have been converted. Assessed, evaluated, and presented the third citywide technical conditional survey of the city’s street network, including parking lots, and sidewalk systems. Swept 30,270 lane miles and maintained an average of five weeks for residential sweeping cycles. Striped 1,633,500 feet of long-line striping, using 5,167 gallons of traffic paint. • Data gathered in June of 2023, from the Arizona Department of Transportation’s construction cost index, confirmed costs of asphalt and concrete construction materials and maintenance services increased by 20% during FY23. Recently passed legislation dictates certain pavement surface treatments must address and bring all adjoining ADA facilities up to current standards. Council Goals These icons indicate the Council Goals addressed by divisions within the department. Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 2,816 3,908 2,000 2,000 Average number of weeks to complete residential sweeping cycle 4 5 6 6 Average number of days to repair streetlight outage 10 11 15 10 BUDGET MEASURES Number of potholes repaired PERFORMANCE MEASURES 243 Transit PURPOSE INITIATIVES Deliver transit options that link people to their community. Peoria Transit provides freedom of 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. • • Conduct annual customer satisfaction surveys to ascertain how the Dial-A-Ride service is performing for our customers and identify areas of improvement. Explore new technologies, such as a mobile fare application for electronic payments, online scheduling, and mobile appointment notifications. ACCOMPLISHMENTS BUDGET NOTES • • • • • In FY24, Peoria Dial-A-Ride completed 20,200 trips compared to 18,906 trips in FY23, which is a 7% increase. Implementation of new technology allowing operators to perform vehicle inspection reports electronically, which reduces time and paper. Peoria Dial-A-Ride added three new buses to its fleet. The purchase of these new buses includes tablets equipped with improved mapping capabilities to enhance operations. Administered the Travel Reduction Program for the City of Peoria to reduce carbon emissions. In FY24, 49 employees carpooled compared to 34 in FY23, which is a 44% increase. • Implementation of mobile video solutions for Dial-A-Ride buses, which enhances passenger and driver safety, improves accountability, and ensures operational efficiency. Launch a pilot program for microtransit in certain areas of Peoria to determine feasibility and demand for this innovative transit service solution that bridges traditional forms of transportation like fixed bus routes and personal vehicle use. Council Goals These icons indicate the Council Goals addressed by divisions within the department. PERFORMANCE MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Fixed route revenue miles of service provided. 393,093 500,307 374,765 375,000 Maintain 95.0 percent, or better, on-time service for Dial- A-Ride. 96% 96% 97% 97% 244 Operating Budget Summary Water Services Personal Services FY22 Actual $10,066,745 FY23 Actual $10,959,247 FY24 Budget $13,028,448 FY24 YTD $10,176,176 FY25 Budget $14,043,882 Pct Chg 7.79% Contractual Services $29,619,595 $34,259,073 $35,020,414 $34,428,677 $39,645,092 13.21% Commodities $2,720,704 $3,284,950 $3,265,117 $2,856,768 $3,313,954 1.50% Capital Outlay $178,920 $388,104 $905,500 $306,446 $1,529,376 68.90% $42,585,964 $48,891,374 $52,219,479 $47,768,067 $58,532,304 12.09% Expenditures by Category Total Expenditures Water Services-Water/Ww Admin FY22 Actual $1,742,160 FY23 Actual $2,109,802 FY24 Budget $2,639,735 FY24 YTD $2,160,485 FY25 Budget $3,060,693 Pct Chg 15.95% Water Services-Operations Admin $0 $0 $0 $0 $0 .00% $3,183,196 $3,897,544 $3,755,781 $3,449,985 $4,028,737 7.27% Quintero Treatment Plant $367,555 $420,370 $465,178 $392,577 $473,290 1.74% Operational Technology $1,497,879 $1,829,842 $1,881,576 $1,621,327 $1,933,776 2.77% Production Svcs $4,818,968 $4,583,518 $5,046,728 $4,750,798 $5,288,814 4.80% Distribution Services $3,340,568 $3,298,339 $3,633,430 $3,179,923 $3,822,222 5.20% Blue Staking $481,829 $501,785 $519,547 $483,249 $556,838 7.18% Sustainability & Conservation $641,726 $744,451 $976,040 $738,990 $1,007,856 3.26% Planning and Engineering $1,470,848 $1,168,234 $1,351,850 $1,061,019 $1,273,550 (5.79%) Environmental Resources $473,048 $440,369 $492,020 $453,496 $489,892 (.43%) Water Supply $10,479,677 $14,722,650 $13,979,476 $14,902,206 $17,052,870 21.99% Regulatory Compliance $1,148,896 $1,379,735 $1,536,864 $1,314,660 $1,557,846 1.37% Wtr Oper Capital Projects $22,410 $98,482 $0 $11,599 $0 .00% Wtr Eqt Reserve $155,947 $220,951 $738,500 $262,603 $637,372 (13.69%) $0 $0 $0 $0 $0 .00% $217,998 $54,750 $265,270 $132,860 $299,641 12.96% $0 $3,531 $0 $3,698 $0 .00% Beardsley Water Reclamation Facility $1,870,659 $1,919,830 $2,411,204 $1,882,119 $2,629,626 9.06% Wastewater Collection/Prevention $2,180,959 $2,213,980 $2,582,328 $2,221,056 $2,840,461 10.00% Program Enforcement $1,091,411 $1,189,441 $1,471,868 $1,042,991 $1,657,034 12.58% Jomax Water Reclamation Facility $1,372,557 $1,638,617 $1,900,794 $1,644,977 $2,477,602 30.35% Butler Water Reclamation Facility $6,027,674 $6,382,644 $6,404,290 $6,022,757 $6,552,180 2.31% Ww Eqt Reserve $0 $68,748 $167,000 $30,759 $892,004 434.13% Prp W/S Rev Bonds 2021 (WW) $0 $3,758 $0 $3,936 $0 .00% $42,585,964 $48,891,374 $52,219,479 $47,768,067 $58,532,304 12.09% Expenditures by Division Greenway Potbl Wtr Trt Plant Water Impact Fees - Post 1-1-2012 Water Resource Fees - Post 8-1-2014 Prp W/S Rev Bonds 2021 (Wtr) Total Expenditures 245 246 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 4,3 million gallons of wastewater and delivered 9,642.56 million gallons of potable water in FY23. Water Services is organized into five divisions: • Administration • Plant operations • Field operations • Engineering and sustainability • Water resources and environmental https://www.peoriaaz.gov/government/departments/water-services Council Goals These icons indicate the Council Goals addressed by divisions within the department ORGANIZATIONAL CHART Water Services Director Deputy Director Environmental and Wastewater Services Manager Water Resources Manager Engineering Environmental Water Resources Field Operations Wastewater Plants Operational Technology Water Plants Sustainability 247 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 Employee engagement City leadership metrics 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. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Operational Resiliency - Staffing level per population served Operational Resiliency - Staffing levels at a minimum of 95% of budgeted positions Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 1,942.12 2,072 2,125 2,000 Yes Yes Yes Yes 100% 100% 95.92% 88.58% Yes <8/0 Yes Yes <8/0 Yes PERFORMANCE MEASURES Employee and Leadership Development OSHA recordable incident rate less than 8 Financial Viability - Maintain AA Bond Rating or higher 248 Yes <8/0 Yes Yes <8/0 Yes 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 Installation of a Hypochlorite Generation System at Greenway for on-site generation of sodium hypochlorite, a 0.8 percent solution of chlorine used for disinfection of drinking water. The new system replaces the gaseous chlorine system, which improves safety for plant staff and the surrounding community. Replacement of the granular activated carbon (GAC) and sand filtration media in Greenway’s six filters. Installed a fixed ladder in the Greenway pre-sedimentation basin, making it safer for staff to enter when maintenance is required. Increased the diameter of a key drainage point for annual maintenance from 3 inches to 24 inches, including the replacement of a butterfly valve with a slide gate. Additional drainage capacity saves multiple hours of maintenance time during a short window to conduct maintenance activities. Replaced and replumbed Quintero’s plant process raw water pumps. Maintained compliance status with OSHA Process Safety Management requirements. • Optimize treatment processes utilizing results from water process control testing. Operate distribution system via SCADA command center to maximize use of surface water supplies and minimize well pumping. Address items identified in Peoria’s federally mandated Risk and Resiliency Assessment. 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 • • • 249 Greenway and Quintero Water Treatment Plants are both on track for FY24. 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 costs resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Water Treatment Plants Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 95.91% 113.73% 100% 100% Yes <8/0 1,483 Yes <8/0 1,502 Yes <8/0 1,440 Yes <8/0 1,516 24.5% *7.4% N/A 15% 99.99% 100% 100% 100% PERFORMANCE MEASURES 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) Maintain and Enhance Product Quality Compliance with 100 percent of all regulatory water quality standards *This is an estimate. Actuals will be available soon. 250 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. Completed pull, inspection and repair of 5 wells and 3 booster pumps. Annual chlorine system preventative maintenance program performed on 29 inservice wells and booster sites. Tank cleaning and inspection performed on 5 reservoirs. Rehabilitation of the Salter reservoir and booster station. Rehabilitation of the Bailey well and Sonoran Mountain Ranch booster station. 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 costs resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Stakeholder Understanding and Support – Percent of operating budget expended Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 104.24% 94.98% 100% 100% 100% 100% 100% 100% Yes <8/0 100% Yes <8/0 100% Yes <8/0 100% Yes <8/0 100% 24.5% *7.4% N/A 15% 99.99% 100% 100% 100% PERFORMANCE MEASURES 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) Maintain and Enhance Product Quality Compliance with 100% of all regulatory water quality standards *This is an estimate. Actuals will be available soon. 251 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 12 percent of all 4 inch to 30inch main line water valves in the water distribution system Responding to water main breaks with limited customer service disruptions Continued hydrant painting program throughout the City of Peoria Hydrant replacement program is on track to replace 75 fire hydrants this fiscal year Distribution completed the following repairs/replacements: o Water main breaks – 13 o Water main valve replacements – 18 o Fire hydrant replacements – 38 o Fire hydrant repairs – 125 o Service line replacements – 15 o Service line repairs – 24 252 Increased budget costs resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Water Distribution Services Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 106.04% 94.51% 100% 100% 100% 100% 100% 100% Yes <8/0 7.2% Yes <8/0 N/A Yes <8/0 N/A Yes <8/0 6% 18.40% 21.57% 12% 20% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% PERFORMANCE MEASURES 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. Operational Resiliency - Average time to address unplanned water service disruptions less than four hours. Maintain and Enhance Product Quality Compliance with 100 percent of all regulatory water quality standards 99.99% *This is an estimate. Actuals will be available soon. 253 100% 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. For the calendar year 2023, the Blue Stake division have marked: o 81 Damaged Utility o 158 Unknown Lines o 286 Emergency o 4,736 Updates o 8,544 Routine Increased budget costs resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 101.10% 99.14% 100% 100% Yes <8/0 100% Yes <8/0 100% Yes <8/0 100% Yes <8/0 100% PERFORMANCE MEASURES Employee and Leadership Development OSHA recordable incident rate less than 8 Customer Satisfaction-Respond to all customer contacts within established timeframes 254 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 with the State, and to achieve reductions in indoor and outdoor water use that assist our Assured Water Supply standing. The section is also responsible for city wide sustainability efforts and coordinates movement with the city’s ‘Sustainable Peoria Plan’. • Successfully delivered the FY24 water/wastewater CIP Oversaw the completion of several large water/wastewater related development projects Provided ongoing management of expansions to two water reclamation facilities Continued updating the ‘Integrated Water Utility Master Plan’ (IWUMP) Implemented the ‘Sustainable Peoria Plan’ Created the Sustainable Peoria Dashboard INITIATIVES • • • • • • • Establish a robust asset management 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 • 255 Increased budget cost resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Engineering and Sustainability Council Goals These icons indicate the Council Goals addressed by divisions within the department PERFORMANCE MEASURES Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 100% 100% 100% 100% Yes <8/0 176.6 Yes <8/0 N/A Yes <8/0 N/A 24.5% *7.4% N/A Yes <8/0 Decrea se 3year avg GPCD year over year 15% 92.61% 85.23% 95% 100% 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 *This is an estimate. Actuals will be available soon. 256 Environmental Resources Administration PURPOSE INITIATIVES Environmental Resources Administration provides administrative, business systems, and management support for the environmental resources division, which includes environmental resources administration, regulatory compliance, and program enforcement sections. • • • • • 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. • • Business systems support includes the development and maintenance of the databases and programs used to manage and store the data collected by the Environmental, Plant, and Field Operations Divisions. • • BUDGET NOTES • Administrative support includes ordering and purchasing of supplies and services, mailing, recordkeeping, and other administrative responsibilities. • ACCOMPLISHMENTS • • • Management and administration of the environmental resources division Facilitate budget review and development for the environmental resources division Order and purchase supplies and services Provide support for division business systems Liaison to the information technology department Prepare weekly update reports to department management Provides guidance and information to division, department, and city on environmental regulatory issues Respond to public records requests Customer service Provided technical guidance and support to other Water Services Department divisions and City Departments on environmental regulatory issues. Provided administrative support to the Operational Technology Division Worked with the Plant and Field Operations Divisions to implement Field Data Collection, allowing field staff to leverage technology to enter real-time results in the field and reduce duplicative data entry and errors. 257 Purchasing of additional lab equipment will allow in-house analysis of disinfection byproducts. Increased budget costs resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Environmental Resources Administration Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 105.38% 96.24% 100% 100% 100% 100% 100% 100% Yes <8/0 99.99% Yes <8/0 100% Yes <8/0 100% Yes <8/0 100% PERFORMANCE MEASURES Customer Satisfaction - Respond to all customer contacts within established timeframes. Employee and Leadership Development OSHA recordable incident rate less than 8 Maintain and Enhance Product Quality Compliance with 100% of all regulatory water quality standards 258 Regulatory Compliance PURPOSE INITIATIVES The Regulatory Compliance 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 • Completed voluntary baseline monitoring of all active drinking water sources and the water reclamation facilities for perand polyfluoroalkyl substances (PFAS). • The new Gas Chromatograph/Mass Spectrometer (GCMS) was brought online, allowing the city to conduct inhouse analysis of samples for Total Trihalomethanes (TTHMs). This gives Water Services next-day results to allow for proactive adjustments to reduce customer exposure to TTHMs. • • • 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 • Upgrade of the Laboratory Information Management System, improving the efficiency and accuracy of laboratory data management. 259 Increased budget costs resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Regulatory Compliance Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 85.61% 94.02% 100% 100% 100% 100% 100% 100% Yes <8/0 99.99% Yes <8/0 100% Yes <8/0 100% Yes <8/0 100% PERFORMANCE MEASURES Customer Satisfaction - Respond to all customer contacts within established timeframes. Employee and Leadership Development OSHA recordable incident rate less than 8 Maintain and Enhance Product Quality Compliance with 100% of all regulatory water quality standards 260 Water Reclamation Facilities PURPOSE INITIATIVES • Wastewater is treated and reclaimed at the Butler, Beardsley, and Jomax Water Reclamation Facilities (WRF). 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 treats wastewater from the areas south of Beardsley Road and east of the Agua Fria River. The Butler WRF recharged over 250 million gallons to the aquifer in 2023 through its Aquifer Storage and Replenishment (ASR) well. Butler also provides irrigation water for several HOAs, City Hall, and Pioneer Park. The Jomax WRF treats wastewater from areas located in the Vistancia development and provides reclaimed water to golf courses and parks within the Vistancia community. The Beardsley WRF treats wastewater from areas north of Beardsley Road and recharges 100% of the facility’s water in recharge basins at the facility. • BUDGET NOTES • • ACCOMPLISHMENTS • • • • • Optimize treatment processes to enhance treatment and sustain regulatory compliance. Maintain treatment process equipment, buildings, and grounds. Maintain all OSHA standards. Maintain and maximize the Butler reclamation system on site and ASR well. Develop new standard operating procedures for all new equipment per the O & M on the filters, UV and other equipment during the plant construction upgrades at Beardsley and Jomax. Deliver operating initiatives and Effective Utility Management Practices on cost and operational efficiencies. Completed the year with zero discharge violations at all facilities. Inspected and reconditioned the Underground Storage and Replenishment well at Butler to maintain its full potential of 1.3 million gallons per day (MGD). Received safety awards from AZ Water for zero lost workdays at all water reclamation plants. The Beardsley WRF expansion is still underway, expanding Beardsley to a 6 MGD plant and completing a new reclaimed water system that will eventually feed water to Paloma Park. The Jomax WRF expansion continues with a new aeration basin, new centrifuge for solids; a new ultraviolet disinfection system and new disk filtration. • 261 Increased budget costs resulted from increased solids handling and disposal fees and electrical costs, 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 FY24. 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 Council Goals These icons indicate the Council Goals addressed by divisions within the department Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 Operational Optimization - kWh/MG Wastewater Treated 4,971 4,839 4,795 4,900 Stakeholder Understanding and Support – Percent operating budget expended 101.44% 101.76% 100% 100% 99.99% 100% 100% 100% Yes <8/0 Yes <8/0 Yes <8/0 Yes <8/0 BUDGET MEASURES 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 8 262 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. • • • • • • • • 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) Hydrogen Sulfide (H2S) odor mitigation BUDGET NOTES 62 manhole frame and cover rehabilitated at various locations in the wastewater collection system. 791,472 linear feet /149.9 miles of sewer pipeline Hydro-Vac cleaned for sanitary sewer maintenance 116,160 linear feet / 22 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 costs resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 96.09% 88.60% 100% 100% Yes <8/0 20% Yes <8/0 20% Yes <8/0 20% Yes <8/0 20% 100% 100% 100% 100% PERFORMANCE MEASURES Employee and Leadership Development OSHA recordable incident rate less than 8 Infrastructure Stability and Performance Clean 20.0 percent of sewer lines every year. Customer Satisfaction - Respond to all customer contacts within established timeframes. 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 • • • • • • Automation of Cross Connection compliance testing notices, minimizing postage costs and staff time creating and mailing letters Implemented an inspector app that allows inspectors to schedule, receive documents from contractors, and complete inspection documentation in the field from a phone or tablet. Created an online fillable form for dental dischargers to complete and submit to Program Enforcement to meet EPA pretreatment requirements. 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 costs resulted from a rise in the cost of materials, labor, and service fees from contractors and vendors. Council Goals These icons indicate the Council Goals addressed by divisions within the department BUDGET MEASURES Stakeholder Understanding and Support – Percent operating budget expended Actual FY 2022 Actual FY 2023 Estimate FY 2024 Target FY 2025 101.54% 87.21% 100% 100% 100% 100% 100% 100% Yes <8/0 99.99% Yes <8/0 100% Yes <8/0 100% Yes <8/0 100% PERFORMANCE MEASURES Customer Satisfaction - Respond to all customer contacts within established timeframes. Employee and Leadership Development OSHA recordable incident rate less than 8 Maintain and Enhance Product Quality Compliance with 100 percent of all regulatory water quality standards 264 Capital Improvement Program 266 City of Peoria FY2025 - FY2034 Capital Improvement Program Introduction 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. 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. Due to 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 Fiscal Year FY2025 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 $1,387,763,462. The FY2025, budgeted capital projects total $432,312,909. 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. Salter Well Site 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. Alta Vista Tennis Court Renovation Capital projects are non-routine expenditures that generally cost more than $100,000 and have a useful life of five years or more. Capital projects include design and construction, as well as the acquisition of land and the purchase of fixed assets. A fixed asset is any single item or single cohesive system that has a life expectancy of at least one year and a value of at least $5,000. All land is capitalized as a fixed asset, regardless of cost. 267 City of Peoria FY2025 - FY2034 Capital Improvement Program Financial 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. 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 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). • 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). FY 2025-2034 CIP Funding Sources Funding Source 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’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 Excise Tax Debt $72,966,387 5% G.O. Bonds $212,816,739 15% Impact Fees $15,272,398 1% Outside Sources $2,089,282 1% Pay-As-You-Go $91,984,403 7% Revenue Bonds $297,782,838 21% T.S.T./Streets $237,218,380 17% Utility Rates $457,633,035 33% $1,387,763,462 100% Total 268 10-Year Total City of Peoria FY2025 - FY2034 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. Stadium Trail Phase 1 at Skunk Creek 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 session/s. The proposed budget, including the CIP is made available to the public prior to budget study session/s. 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 are established, a preliminary plan is prepared for the review of the CIP Management Committee. This committee is made up of the city manager, 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 FY2025 - FY2034 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. FY 2025-2034 CIP Project Types 10-Year Total Percent of Total $77,312,771 6% $45,726,576 3% $63,093,260 5% $54,945,627 4% Public Safety $113,460,564 8% Streets & Traffic Control $296,457,933 21% Wastewater $422,418,817 30% Water $314,347,914 23% Total $1,387,763,462 100% Project Type Drainage Economic Development Operational Facilities Parks & Recreation The 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. Those goals for fiscal year 2025 are: (1) Public Safety, (2) Water Security, (3) Economic Development, and (4) Innovative Government. 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: • Office buildings, police and fire stations, court facilities, libraries, and recreation centers. • Parks, trails, open space, right-of-way landscaping, and sports facilities. Jomax Booster Pump Station Upgrades • 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 2025-2034 CIP includes major investments in parks, roadways, public safety facilities, and water service infrastructure. This includes funding for the construction of several major projects, such as the 67th Avenue Widening project that extends from Pinnacle Peak Road to Happy Valley Road, the investment to increase the use of the Glendale Regional Public Safety Training Center, the Vistancia Boulevard and Happy Valley Road Intersection realignment, and the extension of El Mirage Road from the Loop 303 to Jomax Road. 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 FY2025 - FY2034 Capital Improvement Program The Water Conservation project for turf reduction in various parks and retention basins as part of the City’s effort to reduce consumption and increase resiliency. In addition, the FY 2025 CIP continues to devote longterm investment in the Parks 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. The Fleet Shop Replacement project to build a new replacement maintenance facility sized and equipped to meet the needs of the City's fleet growth and increase efficiency in the delivery of services. 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. The Whitney Drive project will extend Whitney Drive from Cotton Crossing North. The project includes a multi-use path, sidewalk, landscaping, lighting, and traffic signal at Cotton Crossing. This will create an opportunity for future parking and city facilities. Country Meadows Parks Refresh The Downtown redevelopment project for creating a “place to be” for families, while improving economic vitality of the downtown area. Additionally, this project is funding the Calwell County BBQ and the Jefferson House projects. Public Safety Facility project for a new fire station in the northwest section of the City that will mirror a fire station 4-bay prototype but also accommodate a police patrol operation. This project will also include the installation of a traffic signal. The Municipal Complex project includes renovations to Council Chambers, a City Hall Roof Replacement, and improvements to the Municipal Complex Entry Plaza. The Stadium Trail Phase 2 project will construct a pedestrian bridge over Skunk Creek, as well as add a trail connection to ACDC Trail and Skunk Creek Trail. As part of the water conservation and water sustainability effort, the Beardsley Water Reclamation Facility (WRF) Expansion project will increase treatment capacity from 4 MGD to 6 MGD. This project will also include a new reclaimed water pump station. Additionally, the Jomax Water Reclamation Facility (WRF) Expansion project will increase treatment capacity from 2.25 MGD to 3 MGD. This is a joint development project with Vistancia LLC. Centennial Plaza Decades Walk, honoring historical civic events The CAP/LLP Intersection Wellfield for the addition of five new potable water wells to provide redundancy and enhance water reliability. The Zone 6E Reservoir & Booster Pump Station will serve as a regional storage and booster pump facility to serve commercial and residential growth near the Lake Pleasant Parkway corridor, as well as provide water treatment to various nearby wells. 271 City of Peoria FY2025 - FY2034 Capital Improvement Program Impacts on the Operating 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 FY2025 FY2026 FY2027 FY2028 FY2029 Drainage $83,005 $182,591 $214,401 $221,501 $221,501 Economic Development $4,000 $282,210 $103,010 $416,934 $138,792 $0 $0 $0 $0 $0 $29,332 $29,332 $29,332 $29,332 $29,332 $0 $2,792,189 $3,411,482 $3,553,204 $3,937,956 Streets & Traffic Control $151,695 $506,170 $497,371 $1,305,441 $1,204,781 Water & Wastewater $5,000 $545,000 $560,000 $702,000 $1,249,500 $273,032 $4,337,492 $4,815,596 $6,228,412 $6,781,862 Operational Facilities Parks & Recreation Public Safety Total 272 City of Peoria FY2025 - FY2034 Capital Improvement Program Financing the CIP The Capital Improvement Program for fiscal years 2025-2034 is a $1,387,763,462 million investment in 246 different capital projects over the next 10 years. The program represents a significant investment of City resources in infrastructure, facilities, and recreational assets, and is designed to address the highest priority needs of the community. It is both financially feasible and can be accomplished within the suggested time frame. The 10-year plan relies on several major revenue sources to finance capital projects. The use of these funding sources is governed not only by federal and state law, but also by the City’s own Principles 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. • 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. 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 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: Reclaimed Water Project to expand the use of recycled water in Peoria 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 FY2025 - FY2034 The target for the maturity of general obligation bonds will typically be between 20 and 30 years. The target for the “average weighted maturities” for general obligation bonds of the City will be 12.5 years (11.07b). • Generally, the City will structure general obligation bond issues to create level debt service payments over the life of the issue (11.07c). • Debt supported by the City’s general fund will not exceed 10 percent of the annual general fund revenues (11.07d). • Secondary property tax rates will be determined each year as part of the budgetary process (pursuant to state law) to pay the necessary debt service payments of general obligation bonds currently outstanding or expected to be issued within the fiscal year (11.07e). • In accordance with requirements of the State of Arizona Constitution, total bonded debt will not exceed the 20 percent limitation and 6 percent limitation of the total secondary assessed valuation of taxable property in the City (11.07f). • Reserve funds, when required, will be provided to adequately meet debt service requirements in subsequent years (11.07g). • Interest earnings on bond fund balances will only be used to pay debt service on the bonds unless otherwise committed for other uses or purposes of the project (11.07h). • The term of any bond will not exceed the useful life of the capital project/facility or equipment for which borrowing is intended (11.07i). For FY 2025, 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. HISTORIC AND PROJECTED ASSESSED VALUATION Dollars (in Millions) • Capital Improvement Program $2,500 $2,000 $1,500 $1,000 $500 $0 General Obligation Debt Limitations. The Arizona Constitution limits a City’s bonded indebtedness (outstanding principal) to 20 percent or 6 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 6 percent category include economic development, historic preservation and cultural facilities, general government facilities, and libraries. 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 FY2025 - FY2034 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/LLP Intersection Wellfield project. In Fiscal Year 2025, 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. 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 FY2025 - FY2034 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, 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, parks, 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 Leadership and Management 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 FY2025 - FY2034 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 re-alignment project at Happy Valley and Vistancia Blvd, a traffic signal installation at Yearling and Lake Pleasant Blvd, and Adaptive Signal Control Technology installations though out the city. 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. Northern Traffic Signal construction at 111th 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 and $1.5 million for rightof-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 to date 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. 277 FY 2025-2034 Capital Improvement Program Capital Improvement Program FY2025-2034 Summary by Funding Source Fund Number and Name 1000 - General FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $24,524,278 $11,428,232 $2,983,334 $2,983,334 $2,450,000 $4,750,000 $49,119,178 1111 - Percent for the Arts $720,000 $190,000 $0 $0 $0 $0 $910,000 1210 - Half Cent Sales Tax $32,448,159 $537,500 $537,500 $37,500 $10,037,500 $6,772,500 $50,370,659 1970 - Municipal Asset Reserve $9,068,500 $0 $0 $0 $0 $0 $9,068,500 2003 - Sports Complex GA Surcharge $151,500 $0 $0 $0 $0 $0 $151,500 2004 - AZSTA Sports Complex Improve $14,897,500 $1,010,000 $0 $0 $0 $0 $15,907,500 2050 - Water $29,186,873 $24,329,197 $20,507,456 $13,605,591 $12,546,838 $51,647,724 $151,823,679 $7,218 $0 $0 $0 $0 $0 $7,218 2161 - Water Expansion 2162 - Water Impact Fees - Post 1-1-2012 $138,548 $0 $0 $0 $0 $0 $138,548 2163 - Water Impact Fees - South of Bell Rd $1,808,267 $0 $3,535,000 $35,000 $0 $5,000 $5,383,267 2164 - Water Impact Fees - North of Bell Rd $2,447,111 $606,000 $0 $0 $0 $0 $3,053,111 2165 - Water Impact Fees - 2019 WofAguaFria $2,617,805 $1,901,830 $3,955,041 $1,162,000 $5,344,500 $3,060,000 $18,041,176 2166 - Wtr IF 2019 N of Bell $2,085,487 $1,064,500 $1,946,340 $25,000 $2,978,500 $6,311,069 $14,410,896 2167 - Water Resource Fees - Post 8-1-2014 $0 $0 $0 $2,338,022 $724,529 $1,963,551 $5,026,102 2222 - W/S Rev Bonds 2022 (Wtr) $4,034,400 $0 $0 $0 $0 $0 $4,034,400 2227 - Future Water Revenue Bonds $28,755,088 $7,841,640 $29,746,000 $24,050,000 $4,361,180 $0 $94,753,908 2228 - Cap Prjct-Wtr Outside Sources $4,752,041 $0 $14,925,000 $14,925,000 $0 $0 $34,602,041 2271 - WIFA Loan 2017 (Pyramid Peak) $16,789 $0 $0 $0 $0 $0 $16,789 $1,212,000 $0 $0 $0 $0 $0 $1,212,000 2273 - WIFA 2021 Loan (Reclaimed Water) 2274 - WIFA 2023 LPP Wellfield $33,974,729 $0 $0 $0 $0 $0 $33,974,729 2400 - Wastewater $26,741,165 $6,580,615 $8,330,679 $10,805,988 $7,717,455 $41,629,465 $101,805,367 2453 - W/S Rev Bonds 2022 (WW) $8,550,022 $0 $0 $0 $0 $0 $8,550,022 2457 - Future WW Revenue Bonds $19,860,519 $16,396,850 $25,174,250 $25,174,250 $0 $164,983,500 $251,589,369 2506 - Wastewater Impact Fees - East of Agua Fria $305,000 $0 $0 $4,024,500 $0 $29,500 $4,359,000 2507 - Wastewater Impact Fees - West of Agua $2,604,720 $0 $0 $193,046 $0 $20,500 $2,818,266 2509 - Wastewater Impact Fees - Post 1-1-2012 $777,700 $0 $0 $0 $0 $0 $777,700 2590 - Commercial Solid Waste $70,022 $0 $0 $257,000 $0 $30,000 $357,022 2600 - Residential Solid Waste 2647 - Future SW Revenue Bonds 2700 - Storm Water Drainage System $132,951 $0 $0 $528,000 $0 $55,000 $715,951 $13,816,800 $0 $0 $0 $0 $0 $13,816,800 $5,000 $0 $0 $70,000 $0 $0 $75,000 3400 - IT Reserve $1,500,494 $380,000 $0 $0 $0 $0 $1,880,494 4254 - GO Bonds 2021 $8,144,470 $0 $0 $0 $0 $0 $8,144,470 4255 - GO Bonds 2022 $21,139,987 $0 $0 $0 $0 $0 $21,139,987 4256 - Future GO Bonds $29,863,329 $30,684,670 $11,534,372 $18,347,129 $11,234,919 $24,288,683 $125,953,102 4550 - Other CIP Capital Projects $3,494,243 $0 $0 $1,085,000 $1,144,000 $7,763,000 $13,486,243 4551 - LPP Street Construction $7,855,561 $15,445,057 $25,260,665 $25,260,665 $0 $0 $73,821,948 4810 - Capital Projects-Outside Srces $24,200,572 $0 $0 $0 $3,185,402 $9,371,472 $36,757,446 7000 - Highway User $18,306,349 $6,687,300 $6,229,440 $6,387,300 $6,529,440 $32,479,276 $76,619,105 7003 - Street IF 2014 NofDV & EofAF $10,471,120 $0 $1,000,000 $26,600 $0 $2,101,680 $13,599,400 7006 - Street IF 2014 WofAguaFria $1,002,015 $1,226,130 $1,243,050 $11,687,640 $0 $0 $15,158,835 7010 - Transportation Sales Tax $29,186,214 $14,494,175 $8,319,054 $4,604,787 $8,655,439 $30,188,313 $95,447,982 7125 - ARPA Grant $2,526,701 $0 $0 $0 $0 $0 $2,526,701 $2,000 $0 $1,697,240 $8,009,000 $0 $0 $9,708,240 $1,638,662 $0 $0 $0 $0 $0 $1,638,662 7932 - Law Enforcement Dev - Post 8-1-2014 7936 - Fire & Emergency Svc Dev Post 1-1-2012 278 FY 2025-2034 Capital Improvement Program Appendix C - Funding by Source Capital Improvement Program FY2025-2034 Summary by Funding Source 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $7,202,000 $0 $0 $9,000 $0 $7,704,149 $14,915,149 7943 - Park IF 2014 WofAguaFria $1,000 $0 $0 $9,000 $0 $0 $10,000 7944 - Park IF 2019 Bell to HVR $59,000 $0 $0 $9,000 $0 $0 $68,000 7945 - Park IF 2019 NofHVR & EofAF $9,000 $0 $0 $9,000 $0 $0 $18,000 $432,312,909 $140,803,696 $166,924,421 $175,658,352 $76,909,702 $395,154,382 $1,387,763,462 Total 279 280 City of Peoria FY2025 - FY2034 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 - $77,312,771 $45,000,000.00 $40,000,000.00 $35,000,000.00 $30,000,000.00 $25,000,000.00 $20,000,000.00 $15,000,000.00 $10,000,000.00 $5,000,000.00 $0.00 FY25 FY26 FY27 FY28 FY29 281 FY30 FY31 FY32 FY33 FY34 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Drainage Summary by Funding Source Project Name Pg# FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total 67th Ave & Pinnacle Pk Regional Drainage 284 $35,145,688 $0 $0 $0 $0 $0 $35,145,688 75th Av & Olive Av Regional Basin 284 $900,000 $6,978,000 $0 $0 $0 $0 $7,878,000 83rd Ave/Peoria Ave/Grand Ave Drainage 285 $800,000 $0 $0 $0 $1,833,039 $15,003,256 $17,636,295 91st Ave & Hatfield Rd Drainage Facilities 285 $100,000 $0 $0 $262,139 $1,127,000 $2,920,905 $4,410,044 Bedford Village Units 1 and 2 Basin Upgrades 286 $0 $0 $0 $0 $171,000 $800,840 $971,840 Deer Village Park Drainage Improvements 286 $0 $148,071 $499,584 $0 $0 $0 $647,655 Fletcher Heights Park (South) 287 $0 $113,166 $695,082 $0 $0 $0 $808,248 Greenway Channel Repairs 287 $0 $0 $0 $0 $0 $989,300 $989,300 Neighborhood Drainage Program 288 $700,000 $555,000 $0 $0 $0 $0 $1,255,000 New River & Jomax Concrete Box Culvert 288 $0 $0 $3,099,301 $0 $0 $0 $3,099,301 New River Trail Erosion Repair 289 $591,400 $0 $0 $0 $0 $0 $591,400 Parkridge Greenbelt 289 $1,287,795 $0 $0 $0 $0 $0 $1,287,795 Section 12 Neighborhood Drainage Improvements 289 $23,575 $0 $0 $0 $0 $0 $23,575 Storm Drain Land Preservation - Land Preservation 290 $0 $0 $800,000 $0 $0 $1,600,000 $2,400,000 Suncliff Drainage Study 290 $0 $0 $0 $168,630 $0 $0 $168,630 $39,548,458 $7,794,237 $5,093,967 $430,769 $3,131,039 $21,314,301 $77,312,771 Total - Drainage 282 City of Peoria FY2025-2034 Capital Improvement Drainage Summary by Funding Source and Type Fund Number and Name FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total 4254 - GO Bonds 2021 $773,575 $0 $0 $0 $0 $0 $773,575 4255 - GO Bonds 2022 $10,851,940 $0 $0 $0 $0 $0 $10,851,940 4256 - Future GO Bonds $4,979,195 $7,794,237 $4,093,967 $430,769 $2,034,919 $12,342,829 $31,675,916 4810 - Capital Projects-Outside Srces $22,943,748 $0 $0 $0 $1,096,120 $8,971,472 $33,011,340 7003 - Street IF 2014 NofDV & EofAF $0 $0 $1,000,000 $0 $0 $0 $1,000,000 $39,548,458 $7,794,237 $5,093,967 $430,769 $3,131,039 $21,314,301 $77,312,771 Total - Drainage 283 City of Peoria FY2025 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: Public Safety 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. Base/ Category Construction Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Future GO Bonds Base $1,700,000 $0 $0 $0 $0 $0 $1,700,000 Capital Projects-Outside Construction Srces Base $10,000,000 $0 $0 $0 $0 $0 $10,000,000 Construction GO Bonds 2022 Carryover $8,120,069 $0 $0 $0 $0 $0 $8,120,069 Design GO Bonds 2022 Carryover $2,312,356 $0 $0 $0 $0 $0 $2,312,356 Land Acquisition GO Bonds 2022 Carryover $300,000 $0 $0 $0 $0 $0 $300,000 GO Bonds 2022 Carryover $119,515 $0 $0 $0 $0 $0 $119,515 Carryover $11,993,748 $0 $0 $0 $0 $0 $11,993,748 Carryover $600,000 $0 $0 $0 $0 $0 $600,000 Total $35,145,688 $0 $0 $0 $0 $0 $35,145,688 Street System Capital Projects-Outside Construction Srces Capital Projects-Outside Land Acquisition Srces 75th Av & Olive Av Regional Basin Project Number: EN00792 Project Location: Southwest Corner of 75th Ave & Olive Ave Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover Future GO Bonds Base FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $110,000 $0 $0 $0 $0 $110,000 Cap ENG Chargebacks Construction Future GO Bonds Base $0 $6,800,000 $0 $0 $0 $0 $6,800,000 Design Future GO Bonds Base $600,000 $0 $0 $0 $0 $0 $600,000 Commission Future GO Bonds Base $0 $68,000 $0 $0 $0 $0 $68,000 Studies Future GO Bonds Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total $900,000 $6,978,000 $0 $0 $0 $0 $7,878,000 Svc Charges-Arts 284 City of Peoria FY2025 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: Public Safety This project will provide for the drainage study to identify drainage improvements and the future design, land acquisition and construction phases for the drainage improvements identified by the drainage study. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Chargebacks Future GO Bonds Base $0 $0 $0 $0 $113,788 $227,592 $341,380 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $5,079,952 $5,079,952 Design Future GO Bonds Base $0 $0 $0 $0 $616,961 $0 $616,961 Land Acquisition Future GO Bonds Base $0 $0 $0 $0 $0 $673,440 $673,440 Commission Future GO Bonds Base $0 $0 $0 $0 $6,170 $50,800 $56,970 Cap ENG Capital Projects-Outside Base $0 $0 $0 $0 $170,680 $341,384 $512,064 Base $0 $0 $0 $0 $0 $7,619,928 $7,619,928 Base $0 $0 $0 $0 $925,440 $0 $925,440 Cap ENG Svc Charges-Arts Chargebacks Srces Capital Projects-Outside Construction Srces Capital Projects-Outside Design Srces Capital Projects-Outside Land Acquisition Srces Studies GO Bonds 2021 $0 $0 $0 $0 $0 $1,010,160 $1,010,160 Carryover Base $450,000 $0 $0 $0 $0 $0 $450,000 Carryover $350,000 $0 $0 $0 $0 $0 $350,000 Total $800,000 $0 $0 $0 Capital Projects-Outside Studies Srces $1,833,039 $15,003,256 $17,636,295 91st Ave & Hatfield Rd Drainage Facilities Project Number: EN00631 Project Location: 91st Ave & Hatfield Rd Live Peoria Goal: Public Safety This project provides for a study to determine the required stormwater detention/retention basin and storm drain improvements along Hatfield Rd and 91st Avenue in order to assist in mitigating flooding of residences along the south side of Hatfield Road east and west of 91st Avenue. Staff was able to coordinate the FCDMC to have this areas studied as part of the North Peoria Areas Drainage Master Study/Plan (NPADMS/P). Once the NPADMS/P is completed and the proposed improvements are identified and agreed upon, the estimated costs currently programmed in the CIP for the design, land acquisition and construction phases of the project will be updated. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Future GO Bonds Base $0 $0 $0 $51,200 $21,500 $52,000 $124,700 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $2,840,500 $2,840,500 Design Future GO Bonds Base $0 $0 $0 $208,850 $0 $0 $208,850 Land Acquisition Future GO Bonds Base $0 $0 $0 $0 $1,105,500 $0 $1,105,500 Future GO Bonds Base $0 $0 $0 $2,089 $0 $28,405 $30,494 GO Bonds 2021 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total $100,000 $0 $0 $262,139 $1,127,000 $2,920,905 $4,410,044 Svc Charges-Arts Commission Other Professional Services 285 City of Peoria FY2025 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: Public Safety This project includes a study, design, and construction for Bedford Village Unit 1 and Bedford Village Unit 2 storm water basin improvements. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Future GO Bonds Base $0 $0 $0 $0 $20,000 $22,000 $42,000 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $771,128 $771,128 Design Future GO Bonds Base $0 $0 $0 $0 $100,000 $0 $100,000 Studies Future GO Bonds Base $0 $0 $0 $0 $50,000 $0 $50,000 Future GO Bonds Base $0 $0 $0 $0 $1,000 $7,712 $8,712 $0 $0 $0 $0 $171,000 $800,840 $971,840 FY2029 FY30-34 Total Svc Charges-Arts Commission Total Deer Village Park Drainage Improvements Project Number: EN00814 Project Location: Deer Village Park Live Peoria Goal: Public Safety This project will provide for the study, design and construction of the Deer Village Park drainage improvements. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 Cap ENG Chargebacks Future GO Bonds Base $0 $26,100 $48,790 $0 $0 $0 $74,890 Construction Future GO Bonds Base $0 $0 $446,330 $0 $0 $0 $446,330 Design Future GO Bonds Base $0 $102,050 $0 $0 $0 $0 $102,050 Studies Future GO Bonds Base $0 $18,900 $0 $0 $0 $0 $18,900 Future GO Bonds Base Svc Charges-Arts Commission Total $0 $1,021 $4,464 $0 $0 $0 $5,485 $0 $148,071 $499,584 $0 $0 $0 $647,655 286 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Drainage Fletcher Heights Park (South) Project Number: EN00782 Project Location: Lone Cactus Dr & 81st Ave Live Peoria Goal: Public Safety This project provides for the design and 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. Base/ Category Funding Source Carryover Future GO Bonds Base FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $12,166 $28,133 $0 $0 $0 $40,299 Cap ENG Chargebacks Construction Future GO Bonds Base $0 $0 $660,345 $0 $0 $0 $660,345 Design Future GO Bonds Base $0 $100,000 $0 $0 $0 $0 $100,000 Future GO Bonds Base $0 $1,000 $6,604 $0 $0 $0 $7,604 $0 $113,166 $695,082 $0 $0 $0 $808,248 Svc Charges-Arts Commission Total Greenway Channel Repairs Project Number: EN00681 Project Location: 92nd Dr Alignment between Greenway Rd Alignment & Bell Rd Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 Chargebacks Future GO Bonds Construction Future GO Bonds Future GO Bonds FY30-34 Total Base $0 $0 $0 $0 $0 $50,000 $50,000 Base $0 $0 $0 $0 $0 $930,000 $930,000 Base $0 $0 $0 $0 $0 $9,300 $9,300 $0 $0 $0 $0 $0 $989,300 $989,300 Cap ENG Svc Charges-Arts Commission Total 287 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Drainage Neighborhood Drainage Program Project Number: EN00458 Project Location: Citywide Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Chargebacks Future GO Bonds Base Construction Future GO Bonds Base $0 $50,000 $0 $0 $0 $0 $50,000 $500,000 $500,000 $0 $0 $0 $0 $1,000,000 Commission Future GO Bonds Base $0 $5,000 $0 $0 $0 $0 $5,000 Construction GO Bonds 2021 Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total $700,000 $555,000 $0 $0 $0 $0 $1,255,000 Cap ENG Svc Charges-Arts New River & Jomax Concrete Box Culvert Project Number: EN00354 Project Location: Jomax Rd between 76th Ln and 78th Ln Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Chargebacks Future GO Bonds Construction Future GO Bonds Base $0 Base $0 Design Future GO Bonds Base Studies Future GO Bonds Base Commission Future GO Bonds Base Cap ENG Street IF 2014 NofDV & Chargebacks EofAF Total $0 $40,640 $0 $0 $0 $40,640 $0 $1,828,836 $0 $0 $0 $1,828,836 $0 $0 $155,790 $0 $0 $0 $155,790 $0 $0 $54,188 $0 $0 $0 $54,188 $0 $0 $19,847 $0 $0 $0 $19,847 Base $0 $0 $19,360 $0 $0 $0 $19,360 Base $0 $0 $871,164 $0 $0 $0 $871,164 Base $0 $0 $74,210 $0 $0 $0 $74,210 Base $0 $0 $25,812 $0 $0 $0 $25,812 Cap ENG Svc Charges-Arts Street IF 2014 NofDV & Construction EofAF Street IF 2014 NofDV & Design EofAF Street IF 2014 NofDV & Studies EofAF Svc Charges-Arts Street IF 2014 NofDV & Commission EofAF Base Total $0 $0 $9,454 $0 $0 $0 $9,454 $0 $0 $3,099,301 $0 $0 $0 $3,099,301 288 City of Peoria FY2025 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: Innovative Government This project provides for the design, permitting, and construction of erosion repairs for the New River Trail immediately south of the Grand Avenue bridge. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Future GO Bonds Carryover $522,700 $0 $0 $0 $0 $0 $522,700 Design Future GO Bonds Carryover $68,700 $0 $0 $0 $0 $0 $68,700 Total $591,400 $0 $0 $0 $0 $0 $591,400 Parkridge Greenbelt Project Number: EN00738 Project Location: Beardsley Rd & Lake Pleasant Pkwy between 96th Ln & 97th Ave Live Peoria Goal: Public Safety This project provides for the design and construction of turf reduction and repair of the damage and accelerated deterioration due to storm water conveyance structures. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Future GO Bonds Base $1,126,465 $0 $0 $0 $0 $0 $1,126,465 Design Future GO Bonds Base $161,330 $0 $0 $0 $0 $0 $161,330 $1,287,795 $0 $0 $0 $0 $0 $1,287,795 Total Section 12 Neighborhood Drainage Improvements Project Number: EN00119 Project Location: 67th Av & Pinnacle Peak Rd - 67th Av to New River Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 Construction GO Bonds 2021 Carryover $23,575 $0 $0 $0 $0 $0 $23,575 Total $23,575 $0 $0 $0 $0 $0 $23,575 289 FY2027 FY2028 FY2029 FY30-34 Total City of Peoria FY2025 Annual Program Budget Capital Improvement Program Drainage Storm Drain Land Preservation - Land Preservation Project Number: EN00524 Project Location: Citywide Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover Land Acquisition Future GO Bonds Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 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 Suncliff Drainage Study Project Number: EN00828 Project Location: Area bounded by Cactus Rd -Northern Av and 107th Av to the Agua Fria River Live Peoria Goal: Public Safety This project provides for the preparation of an update to a portion of the Glendale/Peoria Area Drainage Master Plan for the Suncliff Area. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Future GO Bonds Base $0 $0 $0 $3,630 $0 $0 $3,630 Studies Future GO Bonds Base $0 $0 $0 $165,000 $0 $0 $165,000 $0 $0 $0 $168,630 $0 $0 $168,630 Total 290 City of Peoria FY2025 - FY2034 Capital Improvement Program Economic Development Economic Development projects in the 10-year program are generally funded with pay-as-you-go sources like the half cent sales tax. Projects within this program include, but are not limited to Project Grandview Half Street Improvements to support public infrastructure for two half-streets as part of an economic development incentive strategy for Amkor, a Downtown Redevelopment project, and the Whitney Drive project that will extend Whitney Drive from Cotton Crossing North. Economic development is one of the City’s Council Goals 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 - $45,726,576 $40,000,000.00 $35,000,000.00 $30,000,000.00 $25,000,000.00 $20,000,000.00 $15,000,000.00 $10,000,000.00 $5,000,000.00 $0.00 FY25 FY26 FY27 FY28 FY29 291 FY30 FY31 FY32 FY33 FY34 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Economic Development Summary by Funding Source Project Name Pg# FY2025 Downtown Redevelopment 294 $15,227,557 $0 $0 $0 Economic Development Agreements 294 $3,780,000 $537,500 $537,500 $37,500 Padres Parking Lot and Paradise Lane 294 $2,050,076 $0 $0 $0 Peoria Sports Complex Auxiliary Field 295 $102,000 $0 $0 $0 Project Grandview Half Street Improvements 295 $4,400,000 $0 $0 $0 $0 Sports Complex Well Relocation 296 $3,504,443 $0 $0 $0 $0 $0 $3,504,443 Stadium Point Off-site Reimbursement 296 $0 $0 $0 $0 $10,000,000 $0 $10,000,000 State Land Purchase 297 Total - Economic Development FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $15,227,557 $37,500 $712,500 $5,642,500 $0 $0 $2,050,076 $0 $0 $102,000 $0 $4,400,000 $4,800,000 $0 $0 $0 $0 $0 $4,800,000 $33,864,076 $537,500 $537,500 $37,500 $10,037,500 $712,500 $45,726,576 292 City of Peoria FY2025-2034 Capital Improvement Economic Development Summary by Funding Source and Type Fund Number and Name FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total 1000 - General $1,980,000 $0 $0 $0 $0 $0 $1,980,000 1210 - Half Cent Sales Tax $29,805,078 $537,500 $537,500 $37,500 $10,037,500 $712,500 $41,667,578 $578,998 2050 - Water 7000 - Highway User Total - Economic Development $578,998 $0 $0 $0 $0 $0 $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $33,864,076 $537,500 $537,500 $37,500 $10,037,500 $712,500 $45,726,576 293 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Economic Development Downtown Redevelopment Project Number: EN00646 Project Location: Downtown Peoria Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Community Promotions General Carryover $480,000 $0 $0 $0 $0 $0 $480,000 Other Acquisitions General Carryover $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Construction Half Cent Sales Tax Carryover $8,900,000 $0 $0 $0 $0 $0 $8,900,000 Design Half Cent Sales Tax Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Other Acquisitions Half Cent Sales Tax Carryover $1,847,557 $0 $0 $0 $0 $0 $1,847,557 Other Acquisitions Highway User Carryover $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Total $15,227,557 $0 $0 $0 $0 $0 $15,227,557 Economic Development Agreements Project Number: ED00031 Project Location: Citywide Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover Half Cent Sales Tax Base FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Economic Development Programs Total $3,780,000 $537,500 $537,500 $37,500 $37,500 $712,500 $5,642,500 $3,780,000 $537,500 $537,500 $37,500 $37,500 $712,500 $5,642,500 Padres Parking Lot and Paradise Lane Project Number: EN00767 Project Location: Padres Parking Lot; and Paradise Ln, 83rd Ave to 75th Ave Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Half Cent Sales Tax Base $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Design Half Cent Sales Tax Base $251,741 $0 $0 $0 $0 $0 $251,741 Construction Half Cent Sales Tax Carryover $798,335 $0 $0 $0 $0 $0 $798,335 Total $2,050,076 $0 $0 $0 $0 $0 $2,050,076 294 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Economic Development Peoria Sports Complex Auxiliary Field Improvements Project Number: CS00257 Project Location: Peoria Sports Complex Live Peoria Goal: Innovative Government This project entails the demolition and reconstruction of two existing small practice fields into full size practice fields with LED sports lighting, new APS electrical services, and technology infrastructure for future player development technology. Field sizes are specifically sized to closely mimic those of the home fields of the Seattle Mariners and the San Diego Padres. In FY 2024, this project reached a point of being "shovel ready" to respond to potential redevelopment influences at the Peoria Sports Complex. This project is retained in a "shovel ready" state and may be executed in sequence with CS00240, Sports Complex Maintenance Building. Carryover funding adjustments for FY 202 reflect the resources remaining to execute the construction phase. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Half Cent Sales Tax Carryover $102,000 $0 $0 $0 $0 $0 $102,000 Total $102,000 $0 $0 $0 $0 $0 $102,000 Project Grandview Half Street Improvements Project Number: ED00036 Project Location: Vistancia Commercial Core Live Peoria Goal: Economic Development The City of Peoria has entered into a development agreement to support public infrastructure for two half-streets as part of an economic development incentive strategy for Project Grandview and Project Concept Companies. Project Grandview is semiconductor technology manufacturing company that provides semiconductor packaging and test services globally. They are locating to a 55-acre parcel at FIVE North in Vistancia. The city has made a commitment to provide public infrastructure through a reimbursement to Land Resources, landowner/developer of Vistancia. The half street improvements are for Westward Skies and Espial, equating to $1,706,410.50. Project Concept Companies is a multi-tenant tech park that will consist of 1 million square feet of industrial buildings, including the primary tenant Hyperion Tech. The public infrastructure incentive for this project completes the half street along Westward Skies, which is in alignment with their 45-acre parcel. The total cost for the full street improvements equates to $2,626,715. This request is for FY27. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Half Cent Sales Tax Base $4,400,000 $0 $0 $0 $0 $0 $4,400,000 $4,400,000 $0 $0 $0 $0 $0 $4,400,000 Economic Development Programs Total 295 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Economic Development Sports Complex Well Relocation Project Number: UT00391 Project Location: Peoria Sports Complex Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Half Cent Sales Tax Carryover $2,925,445 $0 $0 $0 $0 $0 $2,925,445 Construction Water Carryover $578,998 $0 $0 $0 $0 $0 $578,998 Total $3,504,443 $0 $0 $0 $0 $0 $3,504,443 Stadium Point Off-site Reimbursement Project Number: ED00032 Project Location: 83rd Avenue and Mariners Way Live Peoria Goal: Economic Development 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 Base/ Category Funding Source Carryover Half Cent Sales Tax Base FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $0 $10,000,000 $0 $10,000,000 $0 $0 $0 $0 $10,000,000 Economic Development Programs Total 296 $0 $10,000,000 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Economic Development State Land Purchase Project Number: ED00034 Project Location: State Route 74 & Lake Pleasant Parkway Live Peoria Goal: Economic Development This request is for funding to purchase 500 acres of land in the vicinity of the Pleasant Valley Airport from the Arizona State Land Department (ASLD) in support of Council’s economic development objectives. Peoria has considered the development of an airpark in northern Peoria for many years and performed an Airport Feasibility Study in the late 1990’s. This study is currently being updated by a team of consultants to reflect today’s market conditions, regulations, and economic opportunities. The intent of the project is to develop some of the 500 acres, perhaps 40%, into an airport and then use the remainder for commercial and industrial development, much of which would likely relate directly to the adjacent airport. Details will be developed over time as the Feasibility Study is updated. Peoria is working with ASLD, the majority landowner in northeastern Peoria, to ensure that vacant parcels of land are developed in a manner that enhances the existing high quality of life experienced by Peoria residents. As property is developed, the value of vacant land in the area is predicted to rise and reflect the availability of adjacent new infrastructure such as roads, water service, and sewer service. Purchasing land for the airpark now, before infrastructure improvements are made, will ensure Peoria receives the property at the lowest possible cost and is able to control the development of the airpark while maximizing the inherent economic development potential. Initial costs for the airpark include a 10% down payment and then interest payments on the remaining balance overtime. As the airpark is developed, the value of land in the commercial and industrial areas will likely increase, which will offset initial project costs. Base/ Category Funding Source Carryover Land Acquisition Half Cent Sales Tax Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $4,800,000 $0 $0 $0 $0 $0 $4,800,000 $4,800,000 $0 $0 $0 $0 $0 $4,800,000 297 298 City of Peoria FY2025 - FY2034 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 renovations to Council Chambers, a City Hall Roof Replacement, improvements to the Municipal Complex Entry Plaza, Rio Vista Recreation Center Facility Upgrades, and the Fleet Shop Replacement project. Operational facilities are the “bricks and mortar” from which the City of Peoria provides services to its residents and businesses. Some examples are 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 - $63,093,260 $70,000,000.00 $60,000,000.00 $50,000,000.00 $40,000,000.00 $30,000,000.00 $20,000,000.00 $10,000,000.00 $0.00 FY25 FY26 FY27 FY28 FY29 299 FY30 FY31 FY32 FY33 FY34 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Project Name Pg# FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Arts Distribution FY2025 302 $3,168,271 $0 $0 $0 $0 $0 $3,168,271 Arts, Culture and Library Services Facility 304 $284,900 $0 $0 $0 $0 $0 $284,900 Building Equipment Emergency Repairs 305 $385,000 $0 $0 $0 $0 $0 $385,000 Building Equipment Refurbishment and Replacement 305 $1,908,753 $0 $0 $0 $0 $0 $1,908,753 Building Fixture and Finish Renovation 306 $1,521,459 $0 $0 $0 $0 $0 $1,521,459 Bus Stop Improvement Program 306 $997,607 $1,500,000 $0 $0 $0 $0 $2,497,607 Chargeback Distribution FY2025 307 $3,083,381 $0 $0 $0 $0 $0 $3,083,381 City Hall Renovation 307 $4,000,000 $0 $0 $0 $0 $0 $4,000,000 Citywide Security Camera Replacements 308 $629,259 $230,000 $0 $0 $0 $0 $859,259 Citywide Security Program 308 $240,000 $0 $0 $0 $0 $0 $240,000 Citywide Telecommunications Infrastructure 308 $20,553 $0 $0 $0 $0 $0 $20,553 Community Works Program 309 $1,306,000 $0 $0 $0 $0 $0 $1,306,000 Data Backup System 309 $128,328 $0 $0 $0 $0 $0 $128,328 Electric Vehicle Infrastructure & Emergency Power 310 $20,189 $0 $0 $0 $0 $0 $20,189 Fleet Shop Replacement 310 $23,690,791 $0 $0 $0 $0 $0 $23,690,791 Impact Fee Study 311 $31,000 $0 $0 $98,200 $0 $0 $129,200 Infrastructure Cabling 311 $437,000 $150,000 $0 $0 $0 $0 $587,000 Joint Fire/Medical and Police Public Safety Facility 312 $10,000 $190,000 $0 $0 $0 $0 $200,000 Main Library 2nd Floor Redesign - Passport 312 $330,000 $0 $0 $0 $0 $0 $330,000 Municipal Complex Entry Plaza Improvements 313 $1,073,884 $0 $0 $0 $0 $0 $1,073,884 Municipal Complex Facility and Landscape 313 $248,000 $0 $0 $0 $0 $0 $248,000 Neighborhood and Human Services ADA 314 $117,500 $0 $0 $0 $0 $0 $117,500 Neighborhood and Human Services Facility 314 $163,700 $0 $0 $0 $0 $0 $163,700 Network Infrastructure Replacement - City Hall 314 $194,000 $0 $0 $0 $0 $0 $194,000 Network Infrastructure Replacement - Microwave 315 $70,786 $0 $0 $0 $0 $0 $70,786 Network Infrastructure Replacement - Municipal 315 $94,500 $0 $0 $0 $0 $0 $94,500 Network Infrastructure Replacement - Pinnacle 315 $39,345 $0 $0 $0 $0 $0 $39,345 Network Infrastructure Replacement - Security 316 $33,593 $0 $0 $0 $0 $0 $33,593 Network Infrastructure Replacement - Tech 316 $25,000 $0 $0 $0 $1,700,000 $0 $1,725,000 PCPA Ticket Office and Concessions Renovation 317 $25,000 $0 $0 $0 $0 $0 $25,000 Peoria Center for Performing Arts Lighting 317 $800,000 $0 $0 $0 $0 $0 $800,000 Peoria Center for the Performing Arts Vortek 318 $360,000 $0 $0 $0 $0 $0 $360,000 Public Art Commission and Installation 318 $350,000 $0 $0 $0 $0 $0 $350,000 Public Safety Admin Building EOC Renovations 319 $367,251 $0 $0 $0 $0 $0 $367,251 Public Safety Building Needs 319 $2,965,000 $500,000 $0 $0 $0 $0 $3,465,000 Rio Vista Recreation Center Facility Upgrades 320 $435,270 $0 $0 $0 $0 $0 $435,270 Roof Replacement 320 $2,490,606 $0 $0 $0 $0 $0 $2,490,606 Sports Complex Maintenance Building 321 $6,679,134 $0 $0 $0 $0 $0 $6,679,134 $58,725,060 $2,570,000 $0 $98,200 $1,700,000 $0 $63,093,260 Total - Operational Facilities 300 City of Peoria FY2025-2034 Capital Improvement Operational Facilities Summary by Funding Source and Type Fund Number and Name FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $6,402,213 $0 $0 $0 $0 $0 $6,402,213 1111 - Percent for the Arts $883,700 $190,000 $0 $0 $0 $0 $1,073,700 1210 - Half Cent Sales Tax $1,616,081 $0 $0 $0 $0 $0 $1,616,081 1970 - Municipal Asset Reserve $6,720,554 $0 $0 $0 $0 $0 $6,720,554 $1,500 $0 $0 $0 $0 $0 $1,500 1000 - General 2003 - Sports Complex GA Surcharge 2004 - AZSTA Sports Complex Improvements 2050 - Water 2161 - Water Expansion 2162 - Water Impact Fees - Post 1-1-2012 $147,500 $0 $0 $0 $0 $0 $147,500 $1,730,608 $0 $0 $0 $0 $0 $1,730,608 $71 $0 $0 $0 $0 $0 $71 $1,012 $0 $0 $0 $0 $0 $1,012 2163 - Water Impact Fees - South of Bell Rd $17,720 $0 $0 $0 $0 $0 $17,720 2164 - Water Impact Fees - North of Bell Rd $22,453 $0 $0 $0 $0 $0 $22,453 2165 - Water Impact Fees - 2019 WofAguaFria $25,345 $0 $0 $0 $0 $0 $25,345 2166 - Wtr IF 2019 N of Bell $32,698 $0 $0 $0 $0 $0 $32,698 2222 - W/S Rev Bonds 2022 (Wtr) $39,945 $0 $0 $0 $0 $0 $39,945 2227 - Future Water Revenue Bonds $261,094 $0 $0 $0 $0 $0 $261,094 2228 - Cap Prjct-Wtr Outside Sources $43,090 $0 $0 $0 $0 $0 $43,090 2271 - WIFA Loan 2017 (Pyramid Peak) $16,789 $0 $0 $0 $0 $0 $16,789 $12,000 2273 - WIFA 2021 Loan (Reclaimed Water) $12,000 $0 $0 $0 $0 $0 2274 - WIFA 2023 LPP Wellfield $162,548 $0 $0 $0 $0 $0 $162,548 $1,017,515 $0 $0 $0 $0 $0 $1,017,515 2453 - W/S Rev Bonds 2022 (WW) $84,654 $0 $0 $0 $0 $0 $84,654 2457 - Future WW Revenue Bonds $189,956 $0 $0 $0 $0 $0 $189,956 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 $13,816,800 $0 $0 $0 $0 $0 $13,816,800 3400 - IT Reserve $1,500,494 $380,000 $0 $0 $0 $0 $1,880,494 4254 - GO Bonds 2021 $5,404,579 $0 $0 $0 $0 $0 $5,404,579 4255 - GO Bonds 2022 $3,488,047 $0 $0 $0 $0 $0 $3,488,047 4256 - Future GO Bonds $8,623,542 $500,000 $0 $0 $1,700,000 $0 $10,823,542 2400 - Wastewater 2647 - Future SW Revenue Bonds 4550 - Other CIP Capital Projects $55,000 $0 $0 $0 $0 $0 $55,000 4551 - LPP Street Construction $855,561 $0 $0 $0 $0 $0 $855,561 $3,332,553 $0 $0 $0 $0 $0 $3,332,553 $101,108 $0 $0 $26,600 $0 $0 $127,708 7000 - Highway User 7003 - Street IF 2014 NofDV & EofAF 7006 - Street IF 2014 WofAguaFria $74,860 $0 $0 $26,600 $0 $0 $101,460 7010 - Transportation Sales Tax $1,820,739 $1,500,000 $0 $0 $0 $0 $3,320,739 7125 - ARPA Grant $25,017 $0 $0 $0 $0 $0 $25,017 7932 - Law Enforcement Dev - Post 8-1-2014 $2,000 $0 $0 $9,000 $0 $0 $11,000 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $9,252 $0 $0 $0 $0 $0 $9,252 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $134,022 $0 $0 $9,000 $0 $0 $143,022 7943 - Park IF 2014 WofAguaFria $1,000 $0 $0 $9,000 $0 $0 $10,000 7944 - Park IF 2019 Bell to HVR $9,000 $0 $0 $9,000 $0 $0 $18,000 7945 - Park IF 2019 NofHVR & EofAF Total - Operational Facilities $9,000 $0 $0 $9,000 $0 $0 $18,000 $58,725,060 $2,570,000 $0 $98,200 $1,700,000 $0 $63,093,260 301 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Arts Distribution FY2025 Project Number: AT02025 Project Location: Citywide Live Peoria Goal: Economic Development 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total General Base $94,116 $0 $0 $0 $0 $0 $94,116 Half Cent Sales Tax Base $12,518 $0 $0 $0 $0 $0 $12,518 Base $29,599 $0 $0 $0 $0 $0 $29,599 Base $1,500 $0 $0 $0 $0 $0 $1,500 Svc Charges-Arts Commission Svc Charges-Arts Commission Svc Charges-Arts Commission Municipal Asset Reserve Svc Charges-Arts Sports Complex GA Commission Surcharge Svc Charges-Arts AZSTA Sports Complex Commission Improvements Base $10,000 $0 $0 $0 $0 $0 $10,000 Base $145,376 $0 $0 $0 $0 $0 $145,376 Svc Charges-Arts Commission Water Svc Charges-Arts Water Impact Fees - Commission North of Bell Rd Base $14,000 $0 $0 $0 $0 $0 $14,000 Base $15,000 $0 $0 $0 $0 $0 $15,000 Svc Charges-Arts Commission Wtr IF 2019 N of Bell Svc Charges-Arts Future Water Revenue Commission Bonds Base $78,000 $0 $0 $0 $0 $0 $78,000 Commission Wastewater Base $4,500 $0 $0 $0 $0 $0 $4,500 Svc Charges-Arts Future WW Revenue Commission Bonds Base $93,881 $0 $0 $0 $0 $0 $93,881 GO Bonds 2022 Base $84,817 $0 $0 $0 $0 $0 $84,817 Base $136,839 $0 $0 $0 $0 $0 $136,839 Svc Charges-Arts Svc Charges-Arts Commission Svc Charges-Arts Commission Future GO Bonds Svc Charges-Arts Other CIP Capital Commission Projects Base $30,000 $0 $0 $0 $0 $0 $30,000 LPP Street Construction Base $50,000 $0 $0 $0 $0 $0 $50,000 Commission Highway User Base $52,503 $0 $0 $0 $0 $0 $52,503 Svc Charges-Arts Street IF 2014 NofDV & Base $17,500 $0 $0 $0 $0 $0 $17,500 Svc Charges-Arts Commission Svc Charges-Arts Commission EofAF Svc Charges-Arts Street IF 2014 Commission WofAguaFria Base $9,272 $0 $0 $0 $0 $0 $9,272 Transportation Sales Tax Base $108,778 $0 $0 $0 $0 $0 $108,778 Svc Charges-Arts Commission 302 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Svc Charges-Arts Fire & Emergency Svc Commission Dev Post 8-1-2014 Base $65,762 $0 $0 $0 $0 $0 $65,762 General Carryover $83,849 $0 $0 $0 $0 $0 $83,849 Half Cent Sales Tax Carryover $156,003 $0 $0 $0 $0 $0 $156,003 Commission Municipal Asset Reserve Carryover $12,109 $0 $0 $0 $0 $0 $12,109 Svc Charges-Arts AZSTA Sports Complex Commission Improvements Carryover $137,500 $0 $0 $0 $0 $0 $137,500 Water Carryover $150,240 $0 $0 $0 $0 $0 $150,240 Commission Water Expansion Carryover $71 $0 $0 $0 $0 $0 $71 Svc Charges-Arts Water Impact Fees - Commission Post 1-1-2012 Carryover $1,012 $0 $0 $0 $0 $0 $1,012 Svc Charges-Arts Water Impact Fees - Commission South of Bell Rd Carryover $17,720 $0 $0 $0 $0 $0 $17,720 Svc Charges-Arts Water Impact Fees - Commission North of Bell Rd Carryover $8,453 $0 $0 $0 $0 $0 $8,453 Svc Charges-Arts Water Impact Fees - Commission 2019 WofAguaFria Carryover $25,345 $0 $0 $0 $0 $0 $25,345 Commission Wtr IF 2019 N of Bell Carryover $17,698 $0 $0 $0 $0 $0 $17,698 Svc Charges-Arts WIFA 2023 LPP Commission Wellfield Carryover $162,548 $0 $0 $0 $0 $0 $162,548 Svc Charges-Arts Future Water Revenue Commission Bonds Carryover $116,940 $0 $0 $0 $0 $0 $116,940 Svc Charges-Arts Cap Prjct-Wtr Outside Commission Sources Carryover $43,090 $0 $0 $0 $0 $0 $43,090 Svc Charges-Arts W/S Rev Bonds 2022 Commission (Wtr) Carryover $39,945 $0 $0 $0 $0 $0 $39,945 Svc Charges-Arts WIFA Loan 2017 Commission (Pyramid Peak) Carryover $16,789 $0 $0 $0 $0 $0 $16,789 Svc Charges-Arts WIFA 2021 Loan Commission (Reclaimed Water) Carryover $12,000 $0 $0 $0 $0 $0 $12,000 Commission Wastewater Carryover $194,014 $0 $0 $0 $0 $0 $194,014 Svc Charges-Arts W/S Rev Bonds 2022 Commission (WW) Carryover $84,654 $0 $0 $0 $0 $0 $84,654 Svc Charges-Arts Future WW Revenue Commission Bonds Carryover $96,075 $0 $0 $0 $0 $0 $96,075 Svc Charges-Arts Wastewater Impact Fees Commission - West of Agua Fria Carryover $25,740 $0 $0 $0 $0 $0 $25,740 Svc Charges-Arts Wastewater Impact Fees Commission - Post 1-1-2012 Carryover $7,700 $0 $0 $0 $0 $0 $7,700 Svc Charges-Arts Future SW Revenue Commission Bonds Carryover $136,800 $0 $0 $0 $0 $0 $136,800 GO Bonds 2021 Carryover $73,005 $0 $0 $0 $0 $0 $73,005 GO Bonds 2022 Carryover $70,750 $0 $0 $0 $0 $0 $70,750 Svc Charges-Arts Commission Svc Charges-Arts Commission Svc Charges-Arts Svc Charges-Arts Commission Svc Charges-Arts Svc Charges-Arts Svc Charges-Arts Svc Charges-Arts Commission Svc Charges-Arts Commission 303 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Svc Charges-Arts Commission Future GO Bonds Carryover $125,169 $0 $0 $0 $0 $0 $125,169 LPP Street Construction Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Commission Highway User Carryover $25,610 $0 $0 $0 $0 $0 $25,610 Svc Charges-Arts Street IF 2014 NofDV & Commission EofAF Carryover $79,608 $0 $0 $0 $0 $0 $79,608 Svc Charges-Arts Street IF 2014 Commission WofAguaFria Carryover $5,028 $0 $0 $0 $0 $0 $5,028 Transportation Sales Tax Carryover $135,850 $0 $0 $0 $0 $0 $135,850 Commission ARPA Grant Carryover $25,017 $0 $0 $0 $0 $0 $25,017 Svc Charges-Arts Fire & Emergency Svc Commission Dev Post 1-1-2012 Carryover $7,978 $0 $0 $0 $0 $0 $7,978 Total $3,168,271 $0 $0 $0 $0 $0 $3,168,271 Svc Charges-Arts Commission Svc Charges-Arts Svc Charges-Arts Commission Svc Charges-Arts Arts, Culture and Library Services Facility Refurbishment Project Number: AL00001 Project Location: Peoria Center for the Performing Arts, Libraries, Centennial Plaza Live Peoria Goal: Innovative Government The purpose of this project is to repair, replace, and refurbish items at the Peoria Center for the Performing Arts, Centennial Plaza, 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. Base/ Category Funding Source Carryover Construction FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total General Base $225,000 $0 $0 $0 $0 $0 $225,000 Construction General Carryover $59,900 $0 $0 $0 $0 $0 $59,900 Total $284,900 $0 $0 $0 $0 $0 $284,900 304 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Building Equipment Emergency Repairs Project Number: PW00051 Project Location: Citywide Live Peoria Goal: Public Safety 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 and inflation in FY24, FY25 request will increase by 10% to $385K. Items repaired so far this year include a compressor and inverter on one of the Municipal campus chillers (53k), City Hall Tower bypass valves (20k), Station 1 Duct Cleaning (26k), EcoStruxure Programming Upgrades (51k) Base/ Category Funding Source Building R & M Municipal Asset Reserve Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $385,000 $0 $0 $0 $0 $0 $385,000 $385,000 $0 $0 $0 $0 $0 $385,000 Building Equipment Refurbishment and Replacement Project Number: PW00050 Project Location: Citywide Live Peoria Goal: Innovative Government The purpose of this program is to renovate, refurbish or replace aging equipment throughout various City buildings to include; the City Hall Complex, Municipal Operations Compound, Water Treatment Plants, and community servicing facilities (such as Sunrise Family Center, Peoria Center of Performing Arts, and Women's Club). Projects will include; gate replacements, heating and air conditioning upgrades, electrical upgrades, and fire alarm replacements. All projects have been identified as failing systems or systems identified to be at end of life through comprehensive facility assessment studies. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Building R & M Municipal Asset Reserve Base $1,047,500 $0 $0 $0 $0 $0 $1,047,500 Services Municipal Asset Reserve Base $150,000 $0 $0 $0 $0 $0 $150,000 Building R & M Municipal Asset Reserve Carryover $506,868 $0 $0 $0 $0 $0 $506,868 Municipal Asset Reserve Carryover $204,385 $0 $0 $0 $0 $0 $204,385 Total $1,908,753 $0 $0 $0 $0 $0 $1,908,753 Other Professional Other Professional Services 305 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Building Fixture and Finish Renovation Project Number: PW00060 Project Location: Citywide Live Peoria Goal: Innovative Government 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 (signage and handrails), and roofing repairs. Facilities that are programed in FY25 include, but not limited to City Hall, Water Treatment Plants, Municipal Operations Center, and various facilities around the Municipal Complex. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Building R & M Municipal Asset Reserve Base $600,000 $0 $0 $0 $0 $0 $600,000 Services Municipal Asset Reserve Base $37,500 $0 $0 $0 $0 $0 $37,500 Building R & M Municipal Asset Reserve Carryover $883,959 $0 $0 $0 $0 $0 $883,959 Total $1,521,459 $0 $0 $0 $0 $0 $1,521,459 Other Professional Bus Stop Improvement Program Project Number: EN00673 Project Location: Citywide Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $97,523 $0 $0 $0 $0 $97,523 Construction Transportation Sales Tax Base $0 $1,388,591 $0 $0 $0 $0 $1,388,591 Commission Transportation Sales Tax Base $0 $13,886 $0 $0 $0 $0 $13,886 Construction Transportation Sales Tax Carryover $899,944 $0 $0 $0 $0 $0 $899,944 Street System Transportation Sales Tax Carryover $97,663 $0 $0 $0 $0 $0 $97,663 Total $997,607 $1,500,000 $0 $0 $0 $0 $2,497,607 Svc Charges-Arts 306 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Chargeback Distribution FY2025 Project Number: CB02025 Project Location: Citywide Live Peoria Goal: 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total General Base $87,659 $0 $0 $0 $0 $0 $87,659 Half Cent Sales Tax Base $50,000 $0 $0 $0 $0 $0 $50,000 Municipal Asset Reserve Base $92,610 $0 $0 $0 $0 $0 $92,610 Base $474,992 $0 $0 $0 $0 $0 $474,992 Cap ENG Chargebacks Cap ENG Chargebacks Cap ENG Chargebacks Cap ENG Chargebacks Water Cap ENG Future Water Revenue Chargebacks Bonds Base $66,154 $0 $0 $0 $0 $0 $66,154 Wastewater Base $339,001 $0 $0 $0 $0 $0 $339,001 GO Bonds 2022 Base $15,000 $0 $0 $0 $0 $0 $15,000 Base $351,366 $0 $0 $0 $0 $0 $351,366 Cap ENG Chargebacks Cap ENG Chargebacks Cap ENG Chargebacks Future GO Bonds Cap ENG Other CIP Capital Chargebacks Projects Base $25,000 $0 $0 $0 $0 $0 $25,000 LPP Street Construction Base $785,561 $0 $0 $0 $0 $0 $785,561 Base $93,440 $0 $0 $0 $0 $0 $93,440 Cap ENG Chargebacks Cap ENG Chargebacks Highway User Cap ENG Street IF 2014 Chargebacks WofAguaFria Base $56,560 $0 $0 $0 $0 $0 $56,560 Chargebacks Transportation Sales Tax Base $578,504 $0 $0 $0 $0 $0 $578,504 Cap ENG Fire & Emergency Svc Base $1,274 $0 $0 $0 $0 $0 $1,274 Base $66,260 $0 $0 $0 $0 $0 $66,260 $3,083,381 $0 $0 $0 $0 $0 $3,083,381 Cap ENG Chargebacks Dev Post 1-1-2012 Cap ENG Fire & Emergency Svc Chargebacks Dev Post 8-1-2014 Total City Hall Renovation Project Number: PW00516 Project Location: City of Peoria Main Campus Live Peoria Goal: Innovative Government This is a request to implement City Hall campus renovations with the intent of enhancing public and occupational functionality. Projects may include but are not limited to improvements to the Council Chambers, enhancements to the public space on the north side of City Hall, and repurposing of the 1st floor art museum in City Hall. Base/ Category Funding Source Carryover FY2025 FY2026 Construction General Carryover $4,000,000 $0 $0 $0 $0 $0 $4,000,000 Total $4,000,000 $0 $0 $0 $0 $0 $4,000,000 307 FY2027 FY2028 FY2029 FY30-34 Total City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Citywide Security Camera Replacements Project Number: IT00038 Project Location: Citywide Live Peoria Goal: Innovative Government 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). Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Acquisitions IT Reserve Base $230,000 $230,000 $0 $0 $0 $0 $460,000 Other Acquisitions Municipal Asset Reserve Carryover $146,870 $0 $0 $0 $0 $0 $146,870 Other Acquisitions IT Reserve Carryover $252,389 $0 $0 $0 $0 $0 $252,389 Total $629,259 $230,000 $0 $0 $0 $0 $859,259 Citywide Security Program Project Number: PW00506 Project Location: Citywide Live Peoria Goal: Public Safety 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 Main Library, Sunrise Mountain Library, Technology Center and Fire Stations (192, 194, 196). Base/ Category Funding Source Building R & M Municipal Asset Reserve Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $240,000 $0 $0 $0 $0 $0 $240,000 $240,000 $0 $0 $0 $0 $0 $240,000 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. The citywide telecommunications infrastructure was moved to a cloud-hosted solution in FY23. No future upgrades or replacement planned at this time. Base/ Category Funding Source Carryover FY2025 FY2026 Other Acquisitions IT Reserve Carryover $20,553 $0 $0 $0 $0 $0 $20,553 Total $20,553 $0 $0 $0 $0 $0 $20,553 308 FY2027 FY2028 FY2029 FY30-34 Total City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Community Works Program Project Number: COP0001 Project Location: Citywide Live Peoria Goal: Public Safety 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 Base/ Category Funding Source Carryover Construction FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 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 $391,000 Construction General Carryover $391,000 $0 $0 $0 $0 $0 Construction Highway User Carryover $65,000 $0 $0 $0 $0 $0 $65,000 Total $1,306,000 $0 $0 $0 $0 $0 $1,306,000 Data Backup System Project Number: IT00007 Project Location: Peoria Municipal Complex Live Peoria Goal: Innovative Government The purpose of this project is to enable the IT Department to purchase or upgrade necessary systems to provide backups for all data in the City networks. A new data backup solution was implemented in FY23. A full replacement will occur in FY30. Updates to the data backup system will occur in FY27 and FY33. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Acquisitions IT Reserve Carryover $128,328 $0 $0 $0 $0 $0 $128,328 Total $128,328 $0 $0 $0 $0 $0 $128,328 309 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Electric Vehicle Infrastructure & Emergency Power Project Number: PW00602 Project Location: Citywide Live Peoria Goal: Innovative Government 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). Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total General Carryover $20,189 $0 $0 $0 $0 $0 $20,189 Total $20,189 $0 $0 $0 $0 $0 $20,189 Automotive Equipment Fleet Shop Replacement Project Number: PW00308 Project Location: Municipal Operations Center Live Peoria Goal: Innovative Government 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. Cost reduction efforts in FY2024 yielded a 45,000 sf facility and have deferred the final design and construction by an additional fiscal year. The FY2024 adopted capital budget and successor carryovers will fund all site infrastructure expenses, existing building decommissioning, city paid development costs, building Furniture, Fixtures & Equipment (FF&E) and all required technology systems. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Water Carryover $960,000 $0 $0 $0 $0 $0 $960,000 Wastewater Carryover $480,000 $0 $0 $0 $0 $0 $480,000 Construction Future SW Revenue Construction Bonds Carryover $13,680,000 $0 $0 $0 $0 $0 $13,680,000 Building Acquisition GO Bonds 2022 Carryover $846,667 $0 $0 $0 $0 $0 $846,667 Construction GO Bonds 2022 Carryover $714,207 $0 $0 $0 $0 $0 $714,207 $4,341,809 Construction Future GO Bonds Carryover $4,341,809 $0 $0 $0 $0 $0 Design Future GO Bonds Carryover $172,108 $0 $0 $0 $0 $0 $172,108 Construction Highway User Carryover $2,496,000 $0 $0 $0 $0 $0 $2,496,000 Total $23,690,791 $0 $0 $0 $0 $0 $23,690,791 310 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Impact Fee Study Project Number: CD00007 Project Location: Citywide Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $0 $26,600 $0 $0 $26,600 Base $0 $0 $0 $26,600 $0 $0 $26,600 Base $0 $0 $0 $9,000 $0 $0 $9,000 Base $0 $0 $0 $9,000 $0 $0 $9,000 Base $0 $0 $0 $9,000 $0 $0 $9,000 Base $0 $0 $0 $9,000 $0 $0 $9,000 Base $0 $0 $0 $9,000 $0 $0 $9,000 Carryover $4,000 $0 $0 $0 $0 $0 $4,000 Carryover $4,000 $0 $0 $0 $0 $0 $4,000 Carryover $2,000 $0 $0 $0 $0 $0 $2,000 Carryover $2,000 $0 $0 $0 $0 $0 $2,000 Carryover $1,000 $0 $0 $0 $0 $0 $1,000 Carryover $9,000 $0 $0 $0 $0 $0 $9,000 Carryover $9,000 $0 $0 $0 $0 $0 $9,000 Total $31,000 $0 $0 $98,200 $0 $0 $129,200 Street IF 2014 NofDV & Studies EofAF Street IF 2014 Studies WofAguaFria Law Enforcement Dev - Studies Post 8-1-2014 Fire & Emergency Svc Studies Dev Post 8-1-2014 Park IF 2014 Studies WofAguaFria Park IF 2019 Bell to Studies HVR Park IF 2019 NofHVR & Studies EofAF Street IF 2014 NofDV & Studies EofAF Street IF 2014 Studies WofAguaFria Law Enforcement Dev - Studies Post 8-1-2014 Fire & Emergency Svc Studies Dev Post 8-1-2014 Park IF 2014 Studies WofAguaFria Park IF 2019 Bell to Studies HVR Studies Infrastructure Cabling Project Number: IT00037 Project Location: Citywide Live Peoria Goal: Innovative Government 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/ Category Funding Source Carryover Other Acquisitions FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total IT Reserve Base $150,000 $150,000 $0 $0 $0 $0 $300,000 Other Acquisitions IT Reserve Carryover $287,000 $0 $0 $0 $0 $0 $287,000 Total $437,000 $150,000 $0 $0 $0 $0 $587,000 311 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Joint Fire/Medical and Police Public Safety Facility Public Art Project Number: AL00008 Project Location: Five North - Vistancia Live Peoria Goal: Innovative Government This is a request for a public art project for the new joint public safety building in North Vistancia. 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 and Culture plan further delineates how public art can create inviting and welcoming public spaces to create a sense of place. 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Acquisitions Percent for the Arts Base $10,000 $190,000 $0 $0 $0 $0 $200,000 $10,000 $190,000 $0 $0 $0 $0 $200,000 Total Main Library 2nd Floor Redesign - Passport Services Center Project Number: AL00006 Project Location: Main Library Live Peoria Goal: Innovative Government This will be a redesign of the second floor layout at the Main Library. With the growth of the passport program and the desire to support the Mayor and Council goals of Economic Development and Innovative Government, there is a need to provide office space and workforce/small business development space. The library is working to develop an in-depth entrepreneur workspace for startups and other small business owners here in the city. This would include a full size classroom, small meeting room with technology available, and office space. In addition to promoting small business workspace and resources, the library will expand to offer computer classes for resume building, job hunting, and promote career databases such as Universal Class. In conjunction with the workforce space, staff would use these offices for our expanding passport program. This program has expanded over the last two years and has outgrown the available office space within the library. Having these modular offices would allow for further expansion of the program. These modular spaces require no construction and have no ongoing cost to them. In FY24, the anticipated revenue from the Passport Program is $60,000, which is a 43% increase over the $42,000 from the previous fiscal year. Base/ Category Funding Source Construction Municipal Asset Reserve Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $330,000 $0 $0 $0 $0 $0 $330,000 $330,000 $0 $0 $0 $0 $0 $330,000 312 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Municipal Complex Entry Plaza Improvements Project Number: CS00243 Project Location: Peoria Municipal Complex Live Peoria Goal: Economic Development 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. 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 re-envisioning as the arrival gateway to the municipal complex. This project was paused until the new City Council and City administration could assess Capital Improvement Program (CIP) project priorities. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Building Acquisition Municipal Asset Reserve Carryover $38,225 $0 $0 $0 $0 $0 $38,225 Construction Municipal Asset Reserve Carryover $900,581 $0 $0 $0 $0 $0 $900,581 Design Municipal Asset Reserve Carryover $135,078 $0 $0 $0 $0 $0 $135,078 Total $1,073,884 $0 $0 $0 $0 $0 $1,073,884 Municipal Complex Facility and Landscape Project Number: CS00246 Project Location: Peoria Municipal Complex Live Peoria Goal: Economic Development This project will replace and renovate landscape shrubs, trees, including irrigation modifications, and turf conversions throughout the campus including alcoves. Remove and/or replace landscape granite for consistent color ground cover. Reconfigure concrete pathways within existing landscape and adjacent sidewalk decomposed granite for direct walking paths. Additionally, this project will remove, replace and add tables, chairs, benches and trash receptacles where appropriate. The Municipal Complex landscape has become dated and hard to navigate for special events and the general public. Numerous projects over the years to enhance certain sections of the campus has created a patchwork of plant palette, rock colors and disjointed walkways. Base/ Category Funding Source Construction General Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $248,000 $0 $0 $0 $0 $0 $248,000 $248,000 $0 $0 $0 $0 $0 $248,000 313 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Neighborhood and Human Services ADA Compliance Project Number: NH00006 Project Location: Citywide Live Peoria Goal: Innovative Government 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). Base/ Category Funding Source Carryover Construction FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total General Base $75,000 $0 $0 $0 $0 $0 $75,000 Construction General Carryover $42,500 $0 $0 $0 $0 $0 $42,500 Total $117,500 $0 $0 $0 $0 $0 $117,500 Neighborhood and Human Services Facility Refurbish Project Number: NH00007 Project Location: Citywide Live Peoria Goal: Innovative Government 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $51,000 $0 $0 $0 $0 $0 $51,000 $55,000 Electronic Supplies/Equipment General Office Equipment & Furniture General Base $55,000 $0 $0 $0 $0 $0 Construction General Carryover $57,700 $0 $0 $0 $0 $0 $57,700 Total $163,700 $0 $0 $0 $0 $0 $163,700 Network Infrastructure Replacement - City Hall Project Number: IT00027 Project Location: Peoria Municipal Complex Live Peoria Goal: Innovative Government 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. Infrastructure at City Hall will require replacement in FY25 and FY32. Base/ Category Funding Source Other Acquisitions IT Reserve Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $194,000 $0 $0 $0 $0 $0 $194,000 $194,000 $0 $0 $0 $0 $0 $194,000 Total 314 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - Microwave WAN Project Number: IT00026 Project Location: Citywide Live Peoria Goal: Innovative Government 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Acquisitions IT Reserve Carryover $70,786 $0 $0 $0 $0 $0 $70,786 Total $70,786 $0 $0 $0 $0 $0 $70,786 Network Infrastructure Replacement - Municipal Court Project Number: IT00020 Project Location: Peoria Municipal Complex Live Peoria Goal: Innovative Government 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. Infrastructure at the Municipal Court will require replacement in FY25 and FY32. Base/ Category Funding Source Carryover Other Acquisitions Other Acquisitions IT Reserve FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $0 $0 $0 $94,500 $94,500 Base $94,500 $0 $0 $0 $0 $0 $94,500 $94,500 $0 $0 $0 $0 $94,500 $189,000 Total Network Infrastructure Replacement - Pinnacle Peak Project Number: IT00028 Project Location: Pinnacle Peak Public Safety Facility Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 Other Acquisitions IT Reserve Carryover $39,345 $0 $0 $0 $0 $0 $39,345 Total $39,345 $0 $0 $0 $0 $0 $39,345 315 FY2027 FY2028 FY2029 FY30-34 Total City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - Security Project Number: IT00021 Project Location: Citywide Live Peoria Goal: Innovative Government 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Acquisitions IT Reserve Carryover $33,593 $0 $0 $0 $0 $0 $33,593 Total $33,593 $0 $0 $0 $0 $0 $33,593 Network Infrastructure Replacement - Tech Center Core Project Number: IT00008 Project Location: Peoria Municipal Complex Live Peoria Goal: Innovative Government 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. The FY29 replacement cost has been increased from the previous $1.4 million based upon the FY23 implementation and today's higher costs. Base/ Category Other Acquisitions Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Total $25,000 $0 $0 $0 $0 $0 $25,000 316 City of Peoria FY2025 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: Innovative Government 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Building Acquisition GO Bonds 2021 Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Total $25,000 $0 $0 $0 $0 $0 $25,000 Peoria Center for Performing Arts Lighting Project Number: AL00004 Project Location: Peoria Center for the Performing Arts Live Peoria Goal: Innovative Government LED Lighting project at the theatre - this is a comprehensive conversion of the entire theater lighting system in both the theater spaces in the facility. The current theater lighting system is original to the building and is 16 years old. Current legislation and trends in the theater industry are forcing theater operators to convert their analog/halogen systems to digital/LED. Halogen bulbs are facing legislation to remove them from the marketplace due to their power needs/lack of efficiency and heat signatures. There are currently 208 lighting fixtures between the two theaters. Further, because the current DMX dimming infrastructure is 16 years old it is no longer supported by any theater lighting vendors. This LED lighting conversion supports the Mayor and Council goal of innovation by providing light sources that last longer between replacements, are more energy efficient and produce less heat than the current halogen system. As LED lighting works on a digital platform, this conversion will include all lighting consoles, switches and dimmers needed for full functionality. This project ensures that our facility is state-of-the-art and fully functional and updated, and is supported by Mayor and Council goals of Economic Development and Innovative Government Base/ Category Funding Source Construction General Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $800,000 $0 $0 $0 $0 $0 $800,000 $800,000 $0 $0 $0 $0 $0 $800,000 Total 317 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Peoria Center for the Performing Arts Vortek Rigging System Maintenance and Repairs Project Number: AL00007 Project Location: Peoria Center for the Performing Arts Live Peoria Goal: Innovative Government The current Vortek rigging system was installed during construction of the theater, and is now 17 years old. With continued regular use of the theater, and plans for Downtown redevelopment, the theater usage continues to increase. This increased usage creates wear and tear on existing equipment. The rigging system operates all the hoists for lights, scenery, and curtains for the stage. This refurbishment will include maintenance of all motorized hoists per Vortek’s manufacture maintenance and inspection checklist, and all necessary repairs. Training of theater staff is also included to ensure safe operations. These repairs and upgrades are necessary to ensure the safe ongoing operations of the theater. This request aligns with Mayor and Council goals for Economic Development in the Downtown area, and enhances the quality of life for Peoria residents while attracting visitors from across the valley and around the state. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Percent for the Arts Base $360,000 $0 $0 $0 $0 $0 $360,000 $360,000 $0 $0 $0 $0 $0 $360,000 Total Public Art Commission and Installation Project Number: AL00003 Project Location: Citywide Live Peoria Goal: Innovative Government This request is for two new public art projects at neighborhood parks. 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 and Culture plan further delineates how public art can create inviting and welcoming public spaces to create a sense of place. 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Acquisitions Percent for the Arts Base $180,000 $0 $0 $0 $0 $0 $180,000 Other Acquisitions Percent for the Arts Carryover $170,000 $0 $0 $0 $0 $0 $170,000 Total $350,000 $0 $0 $0 $0 $0 $350,000 318 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Public Safety Admin Building EOC Renovations Project Number: PW00540 Project Location: Peoria Municipal Complex Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Design GO Bonds 2021 Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Construction Future GO Bonds Carryover $174,251 $0 $0 $0 $0 $0 $174,251 Electronic Equipment Future GO Bonds Carryover $150,000 $0 $0 $0 $0 $0 $150,000 IT Technology Systems Future GO Bonds Carryover $18,000 $0 $0 $0 $0 $0 $18,000 Total $367,251 $0 $0 $0 $0 $0 $367,251 Public Safety Building Needs Project Number: PW00090 Project Location: Citywide Live Peoria Goal: 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Building Improvements Future GO Bonds Base $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Building R & M Future GO Bonds Base $920,000 $500,000 $0 $0 $0 $0 $1,420,000 Building R & M Municipal Asset Reserve Carryover $475,000 $0 $0 $0 $0 $0 $475,000 Municipal Asset Reserve Carryover $70,000 $0 $0 $0 $0 $0 $70,000 Total $2,965,000 $500,000 $0 $0 $0 $0 $3,465,000 Other Professional Services 319 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Rio Vista Recreation Center Facility Upgrades Project Number: PW00518 Project Location: Rio Vista Recreation Center Live Peoria Goal: Public Safety The Rio Vista Recreation Center is a 52,000 square foot facility that serves as the City’s first public gymnasium, the first indoor racquetball courts, the first climbing wall and so much more. The Rio Vista Recreation Center Facility Upgrades will consist of a complete renovation of the Center’s five restrooms and two locker rooms. The proposed renovation scope includes the demolition of existing and installation of new counters, partitions, wall tiles, floor tiles, and lockers. The restrooms will also be re-painted once complete. This project will ensure that the Rio Vista Recreation Center will remain a viable and efficient facility that residents have access to indoor recreational opportunities that meets the diverse needs of the community and improves their quality of life. Base/ Category Funding Source Construction Municipal Asset Reserve Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $435,270 $0 $0 $0 $0 $0 $435,270 $435,270 $0 $0 $0 $0 $0 $435,270 Roof Replacement Project Number: PW00150 Project Location: Citywide Live Peoria Goal: Innovative Government This project entails the complete replacement of the City Hall roof, including underlayments, atrium skylights, under paver membranes, and coated metal building facia materials. In addition, the project will take advantage of the required scaffolding to undertake soffit finish refurbishment, soffit and balcony rail painting, and the replacement of building masonry and glazing sealants joints where expired. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction GO Bonds 2022 Base $1,681,606 $0 $0 $0 $0 $0 $1,681,606 Construction Future GO Bonds Base $734,000 $0 $0 $0 $0 $0 $734,000 Construction GO Bonds 2022 Carryover $75,000 $0 $0 $0 $0 $0 $75,000 Total $2,490,606 $0 $0 $0 $0 $0 $2,490,606 320 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Operational Facilities Sports Complex Maintenance Building Project Number: CS00240 Project Location: Sports Complex Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Half Cent Sales Tax Carryover $1,300,032 $0 $0 $0 $0 $0 $1,300,032 Half Cent Sales Tax Carryover $97,528 $0 $0 $0 $0 $0 $97,528 IT Technology Systems Construction GO Bonds 2021 Carryover $5,134,220 $0 $0 $0 $0 $0 $5,134,220 Design GO Bonds 2021 Carryover $137,354 $0 $0 $0 $0 $0 $137,354 Land Acquisition GO Bonds 2021 Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Total $6,679,134 $0 $0 $0 $0 $0 $6,679,134 321 322 City of Peoria FY2025 - FY2034 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 the Stadium Trail Phase 2 project will construct a pedestrian bridge over Skunk Creek, as well as add a trail connection to ACDC Trail and Skunk Creek Trail. Parks and recreation facilities are an important part providing 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 and Recreation Total - $54,945,627 $30,000,000.00 $25,000,000.00 $20,000,000.00 $15,000,000.00 $10,000,000.00 $5,000,000.00 $0.00 FY25 FY26 FY27 FY28 FY29 323 FY30 FY31 FY32 FY33 FY34 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Parks & Recreation Summary by Funding Source Project Name Pg# FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Mountain Trail Improvements 326 $372,090 $200,000 $200,000 $500,000 $0 $0 $1,272,090 New River Trail Connections 326 $136,969 $0 $0 $0 $0 $0 $136,969 New River Trail Pedestrian & Shade Program 326 $255,000 $0 $0 $0 $0 $0 $255,000 New River Trail; Jomax Rd to CAP and CAP to LPP 327 $17,500 $0 $0 $0 $0 $0 $17,500 Park and Recreation Facility Refurbishment 327 $1,450,000 $1,000,000 $2,500,000 $0 $2,000,000 $0 $6,950,000 Park Court Renovations 328 $250,000 $0 $500,000 $0 $500,000 $0 $1,250,000 Park Playground Improvements 328 $600,000 $0 $0 $0 $0 $0 $600,000 Parks and Recreation ADA Compliance 329 $150,000 $0 $0 $0 $0 $0 $150,000 Parks and Recreation Plan 329 $535,787 $0 $0 $0 $0 $0 $535,787 Parks Refresh Program 330 $1,200,000 $2,000,000 $0 $2,000,000 $0 $0 $5,200,000 Pioneer Community Park 331 $450,000 $0 $0 $1,000,000 $0 $1,000,000 $2,450,000 Pioneer Park Retention Basin Lighting 331 $1,081,189 $0 $0 $0 $0 $0 $1,081,189 Pool Renovation Program 332 $500,000 $0 $0 $0 $0 $0 $500,000 Reclaimed Water Connections 332 $200,495 $0 $0 $0 $0 $0 $200,495 Retention Basin Refresh Program 333 $285,000 $0 $0 $0 $0 $0 $285,000 Rio Vista Recreation Center and Park Upgrades 333 $0 $0 $2,000,000 $0 $4,000,000 $0 $6,000,000 Rio Vista Skate Park 334 $350,000 $0 $0 $0 $0 $0 $350,000 Rio Vista Vacant Building 334 $250,000 $0 $0 $0 $0 $0 $250,000 Sonoran Preservation Program (Open Space) 334 $0 $0 $1,000,000 $0 $1,000,000 $0 $2,000,000 Sports Complex Improvements 335 $14,750,000 $1,010,000 $0 $0 $0 $6,060,000 $21,820,000 Stadium Trail Phase 1 335 $250,000 $0 $0 $0 $0 $0 $250,000 Stadium Trail Phase 2 336 $1,441,597 $0 $0 $0 $0 $0 $1,441,597 Veterans Trail 336 $300,000 $0 $0 $0 $0 $0 $300,000 Water Conservation Program 336 Total - Parks & Recreation $650,000 $250,000 $250,000 $250,000 $250,000 $0 $1,650,000 $25,475,627 $4,460,000 $6,450,000 $3,750,000 $7,750,000 $7,060,000 $54,945,627 324 City of Peoria FY2025-2034 Capital Improvement Parks & Recreation Summary by Funding Source and Type Fund Number and Name 1000 - General FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $6,379,539 $250,000 $250,000 $250,000 $250,000 $0 $7,379,539 $750,000 1970 - Municipal Asset Reserve $750,000 $0 $0 $0 $0 $0 2003 - Sports Complex GA Surcharge $150,000 $0 $0 $0 $0 $0 $150,000 2004 - AZSTA Sports Complex Improve $14,750,000 $1,010,000 $0 $0 $0 $6,060,000 $21,820,000 4254 - GO Bonds 2021 $516,316 $0 $0 $0 $0 $0 $516,316 4256 - Future GO Bonds $2,515,529 $3,200,000 $6,200,000 $3,500,000 $7,500,000 $1,000,000 $23,915,529 4550 - Other CIP Capital Projects $114,243 $0 $0 $0 $0 $0 $114,243 7010 - Transportation Sales Tax $250,000 $0 $0 $0 $0 $0 $250,000 7944 - Park IF 2019 Bell to HVR $50,000 $0 $0 $0 $0 $0 $50,000 $25,475,627 $4,460,000 $6,450,000 $3,750,000 $7,750,000 $7,060,000 $54,945,627 Total - Parks & Recreation 325 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Parks & Recreation Mountain Trail Improvements Project Number: CS00217 Project Location: Citywide Live Peoria Goal: Economic Development This project entails constructing new trails and maintaining/improving existing natural surface trails in the City's open space preserves. The trail improvements will enhance the safety and sustainability of the City's preserves use. In addition to natural surface trail improved drainage impacts on designated trails, this project will be utilized to mitigate unauthorized trails that trespass on private property. With further development, the usage and maintenance of these areas will increase. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Future GO Bonds Base $234,340 $198,019 $198,019 $495,049 $0 $0 $1,125,427 Svc Charges-Arts Commission Future GO Bonds Base $0 $1,981 $1,981 $4,951 $0 $0 $8,913 Construction GO Bonds 2021 Carryover $137,750 $0 $0 $0 $0 $0 $137,750 Total $372,090 $200,000 $200,000 $500,000 $0 $0 $1,272,090 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 trail connections between existing developments and the New River Trail System throughout the City. Funding is requested to be carried over to FY25. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction GO Bonds 2021 Carryover $109,725 $0 $0 $0 $0 $0 $109,725 Land Acquisition GO Bonds 2021 Carryover $27,244 $0 $0 $0 $0 $0 $27,244 Total $136,969 $0 $0 $0 $0 $0 $136,969 New River Trail Pedestrian & Shade Program Project Number: EN00750 Project Location: New River Trail, Northern Av to Happy Valley Rd Live Peoria Goal: Innovative Government This project includes the installation of existing former bus shelters along New River Trail at various locations. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction General Carryover $240,000 $0 $0 $0 $0 $0 $240,000 Design General Carryover $15,000 $0 $0 $0 $0 $0 $15,000 Total $255,000 $0 $0 $0 $0 $0 $255,000 326 City of Peoria FY2025 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: Economic Development 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 Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total General Carryover $17,500 $0 $0 $0 $0 $0 $17,500 Total $17,500 $0 $0 $0 $0 $0 $17,500 Other Professional Services Park and Recreation Facility Refurbishment Project Number: CS00185 Project Location: Citywide Live Peoria Goal: Innovative Government 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. Base/ Category Funding Source Construction General Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $1,050,000 $0 $0 $0 $0 $0 $1,050,000 Sports Complex GA Construction Surcharge Base $150,000 $0 $0 $0 $0 $0 $150,000 Construction Future GO Bonds Base $0 $990,099 $2,475,247 $0 $1,980,198 $0 $5,445,544 Svc Charges-Arts Commission Future GO Bonds Construction General $0 $9,901 $24,753 $0 $19,802 $0 $54,456 Carryover Base $250,000 $0 $0 $0 $0 $0 $250,000 Total $1,450,000 $1,000,000 $2,500,000 $0 $2,000,000 $0 $6,950,000 327 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Parks & Recreation Park Court Renovations Project Number: CS00247 Project Location: Citywide Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover Construction FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total General Base $250,000 $0 $0 $0 $0 $0 $250,000 Construction Future GO Bonds Base $0 $0 $495,049 $0 $495,049 $0 $990,098 Future GO Bonds Base Svc Charges-Arts Commission Total $0 $0 $4,951 $0 $4,951 $0 $9,902 $250,000 $0 $500,000 $0 $500,000 $0 $1,250,000 Park Playground Improvements Project Number: CS00248 Project Location: Citywide Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Construction General Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $600,000 $0 $0 $0 $0 $0 $600,000 $600,000 $0 $0 $0 $0 $0 $600,000 Total 328 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Parks & Recreation Parks and Recreation ADA Compliance Project Number: CS00177 Project Location: Citywide Live Peoria Goal: Public Safety The purpose of this project is to address ADA deficiencies identified 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). Base/ Category Funding Source Construction General Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 Total Parks and Recreation Plan Project Number: CS00067 Project Location: Citywide Live Peoria Goal: Innovative Government This project entails updating the comprehensive Parks and Recreation Plan (Plan) to guide and assist with development and prioritization of citywide parks, recreation, 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 that appropriate facilities and technology is 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Professional Services General Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Studies General Carryover $221,544 $0 $0 $0 $0 $0 $221,544 Other Professional Other CIP Capital Services Projects Carryover $114,243 $0 $0 $0 $0 $0 $114,243 Studies Park IF 2019 Bell to HVR Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total $535,787 $0 $0 $0 $0 $0 $535,787 329 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Parks & Recreation Parks Refresh Program Project Number: CS00019 Project Location: Citywide Live Peoria Goal: Innovative Government 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/ Category Funding Source Carryover Construction FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total General Base $950,000 $0 $0 $0 $0 $0 $950,000 Construction Future GO Bonds Base $0 $1,980,198 $0 $1,980,198 $0 $0 $3,960,396 Svc Charges-Arts Commission Future GO Bonds Construction General $0 $19,802 $0 $19,802 $0 $0 $39,604 Carryover Base $250,000 $0 $0 $0 $0 $0 $250,000 Total $1,200,000 $2,000,000 $0 $2,000,000 $0 $0 $5,200,000 330 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Parks & Recreation Pioneer Community Park Project Number: CS00234 Project Location: Pioneer Community Park Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover Construction Future GO Bonds Base FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $990,099 $0 $990,099 $1,980,198 Svc Charges-Arts Commission Future GO Bonds Construction General $0 $0 $0 $9,901 $0 $9,901 $19,802 Carryover Base $450,000 $0 $0 $0 $0 $0 $450,000 Total $450,000 $0 $0 $1,000,000 $0 $1,000,000 $2,450,000 Pioneer Park Retention Basin Lighting Project Number: CS00262 Project Location: Pioneer Community Park Live Peoria Goal: Innovative Government This one-time project will provide a community asset with lighted multi-purpose fields in the southwest retention basin at Pioneer Community Park. The 6.03-acre turf retention is underutilized currently with its ability to host practices and games into the evening. These dedicated LED sports lights will increase programming rental opportunities and allow routine maintenance field practices to occur with minimal interruptions for rental user groups. This project would have a potential revenue generation of approximately 50K. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Future GO Bonds Base $1,081,189 $0 $0 $0 $0 $0 $1,081,189 $1,081,189 $0 $0 $0 $0 $0 $1,081,189 Total 331 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Parks & Recreation Pool Renovation Program Project Number: CS00255 Project Location: Citywide Live Peoria Goal: Public Safety The Pool Renovation Program focuses on improvements to critical systems and replacements of pool amenities, to include but not limited to: - Pool Safety and Equipment - Painting of Pool Facilities - Deck Refurbishment and Replastering of Pools - Pool Amenities (Slides, Stands, etc.) - Shade Modifications – (Hardscape, Fabric Sails, Ramadas, etc.) - Chemical and Pumping Systems - Fixtures, furniture, and equipment related to the operation of pools The pool renovation program will ensure that the joint-use pools will continue to remain a viable benefit to all residents. A pool renovation program will allow the City to continue its mission of providing a solid foundation for creating and teaching for a safe and integrated network that strengthens neighborhoods, improves community image and supports a strong economy. Base/ Category Funding Source Construction Municipal Asset Reserve Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $500,000 $0 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $500,000 Total Reclaimed Water Connections Project Number: CS00259 Project Location: Live Peoria Goal: Water Security 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/ Category Funding Source Construction General Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $200,495 $0 $0 $0 $0 $0 $200,495 $200,495 $0 $0 $0 $0 $0 $200,495 332 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Parks & Recreation Retention Basin Refresh Program Project Number: CS00004 Project Location: Citywide Live Peoria Goal: Water Security This project provides for landscape refresh of existing maintained storm water retention basins owned by the City and Maintenance Improvement Districts (MIDs). 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. This project is partially paid with property taxes levied on the MIDs. Base/ Category Funding Source Construction General Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $285,000 $0 $0 $0 $0 $0 $285,000 $285,000 $0 $0 $0 $0 $0 $285,000 Total Rio Vista Recreation Center and Park Upgrades Project Number: CS00253 Project Location: Rio Vista Community Park Live Peoria Goal: Innovative Government The Rio Vista Recreation Center and Park upgrades project will consist of a study that will be conducted at the onset of this project to evaluate the programs and amenities offered at the recreation center as a means of validating existing square footage and retrofitting of the building’s program spaces. Information from that assessment will then be utilized to create a schedule of potential improvements to the recreation center that will update the existing facility. Rio Vista Park Upgrades will consist of but not limited to; •Restroom Building Renovations •Safety and Amenity Lighting •Turf Areas •Related Parking Facilities •Resting Nodes Appurtenances •Shade Modifications – (Hardscape, Softscape, Ramadas, etc.) •Splash Pad Renovations •Ballfield lighting, fixtures, fencing, and equipment This project will ensure that the Rio Vista Recreation Center and Park will be remain a viable and efficient facility that residents have access to indoor and outdoor recreational opportunities that meets the diverse needs of the community and improves their quality of life. Base/ Category Funding Source Carryover Construction Future GO Bonds Base Future GO Bonds Base FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $1,980,198 $0 $3,960,396 $0 $5,940,594 Svc Charges-Arts Commission Total $0 $0 $19,802 $0 $39,604 $0 $59,406 $0 $0 $2,000,000 $0 $4,000,000 $0 $6,000,000 333 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Parks & Recreation Rio Vista Skate Park Project Number: CS00215 Project Location: Rio Vista Community Park Live Peoria Goal: Economic Development This project entails the completion of a safety and structural review to identify potential repairs and enhancements to the existing skate park (all-wheel park). These potential repairs and enhancements will ensure that the park remains a safe and usable attraction. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction General Base $100,000 $0 $0 $0 $0 $0 $100,000 Construction General Carryover $225,000 $0 $0 $0 $0 $0 $225,000 General Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Total $350,000 $0 $0 $0 $0 $0 $350,000 Other Professional Services Rio Vista Vacant Building Project Number: CS00263 Project Location: Rio Vista Community Park Live Peoria Goal: Innovative Government The City has acquired ownership and operation of the 2,100 square foot vacated facility (located at 8866B W. Thunderbird Road); several facility improvements have been identified to ensure that the facility is safe, accessible, and usable for park users and overall park operations. This one-time request will support those required improvements and enhancements that will include facility painting, infrastructure improvements (life safety, electrical, plumbing, HVAC, etc.), and furniture, fixtures, hardscape, and equipment for new patron experiences. Base/ Category Funding Source Construction Municipal Asset Reserve Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $250,000 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $250,000 Total Sonoran Preservation Program (Open Space) Project Number: CS00089 Project Location: Citywide Live Peoria Goal: Economic Development In supporting policy directives from the City’s General Plan, Community Services Master Plan (CSMP) Objective 2.1.09 and using the staff tools in the Sonoran Preservation Program to execute a sustainable conservation strategy. The program identifies open space land that merits special consideration and then provides how the City can strategically assemble them over time into a network of connected public open spaces. The project funds are required to begin studies on the identification of specific properties, along with the direct land acquisition of areas potentially encroached by development. Base/ Category Funding Source Carryover Land Acquisition Future GO Bonds Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $1,000,000 $0 $1,000,000 $0 $2,000,000 $700,000 $0 $1,000,000 $0 $1,000,000 $0 $2,000,000 334 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Parks & Recreation Sports Complex Improvements Project Number: CS00213 Project Location: Peoria Sports Complex Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Half Cent Sales Tax Base $0 $0 $0 $0 $0 $6,000,000 $6,000,000 Half Cent Sales Tax Base $0 $0 $0 $0 $0 $60,000 $60,000 Base $1,000,000 $1,000,000 $0 $0 $0 $0 $2,000,000 Base $0 $10,000 $0 $0 $0 $0 $10,000 Carryover $13,750,000 $0 $0 $0 $0 $0 $13,750,000 Total $14,750,000 $1,010,000 $0 $0 $0 $6,060,000 $21,820,000 Svc Charges-Arts Commission AZSTA Sports Complex Construction Improvements Svc Charges-Arts AZSTA Sports Complex Commission Improvements AZSTA Sports Complex Construction Improvements Stadium Trail Phase 1 Project Number: CS00146 Project Location: Skunk Creek from 73rd to 75th Avenue Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover FY2025 FY2026 Construction Transportation Sales Tax Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total $250,000 $0 $0 $0 $0 $0 $250,000 335 FY2027 FY2028 FY2029 FY30-34 Total City of Peoria FY2025 Annual Program Budget Capital Improvement Program Parks & Recreation Stadium Trail Phase 2 Project Number: CS00232 Project Location: 75th Avenue to Skunk Creek Live Peoria Goal: Innovative Government The project includes the design and construction of the pedestrian bridge over Skunk Creek and the trail connection between Skunk Creek Trail and 75th Avenue along the north bank of the Arizona Canal Diversion Channel (ACDC). Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Future GO Bonds Base $1,200,000 $0 $0 $0 $0 $0 $1,200,000 Construction GO Bonds 2021 Carryover $226,727 $0 $0 $0 $0 $0 $226,727 Park Improvements GO Bonds 2021 Carryover $14,870 $0 $0 $0 $0 $0 $14,870 Total $1,441,597 $0 $0 $0 $0 $0 $1,441,597 Veterans Trail Project Number: CS00260 Project Location: Open Space Live Peoria Goal: Economic Development This project includes the review of mountain trail location for the Veterans Trail. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction General Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total $300,000 $0 $0 $0 $0 $0 $300,000 Water Conservation Program Project Number: CS00208 Project Location: Citywide Live Peoria Goal: Water Security 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 and 2023 Parks Irrigation and Turf Reduction studies have 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 turf removal, 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. Base/ Category Funding Source Construction General Carryover Base FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $247,524 $247,524 $247,524 $247,524 $0 $990,096 Svc Charges-Arts Commission General Base $0 $2,476 $2,476 $2,476 $2,476 $0 $9,904 Construction General Carryover $650,000 $0 $0 $0 $0 $0 $650,000 Total $650,000 $250,000 $250,000 $250,000 $250,000 $0 $1,650,000 336 City of Peoria FY2025 - FY2034 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. Public safety is one of the City’s Council Goals and 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 - $113,460,564 $40,000,000.00 $35,000,000.00 $30,000,000.00 $25,000,000.00 $20,000,000.00 $15,000,000.00 $10,000,000.00 $5,000,000.00 $0.00 FY25 FY26 FY27 FY28 FY29 337 FY30 FY31 FY32 FY33 FY34 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Public Safety Summary by Funding Source Project Name Pg# FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Animal Control Facilities Improvements 340 $296,805 $44,897 $0 $0 $0 $0 $341,702 Evidence Processing Improvements at Public Safety 340 $450,782 $0 $0 $0 $0 $0 $450,782 Fire Station No. 10 - 4 Bay 341 $0 $0 $0 $0 $0 $18,650,003 $18,650,003 Fire Station No. 6 Finishes Refresh 341 $340,911 $0 $0 $0 $0 $0 $340,911 Fire Station No. 7 Remodel 342 $327,965 $0 $0 $0 $0 $0 $327,965 Fire Station No. 9 Replacement Station 342 $0 $0 $1,240,405 $9,459,596 $0 $0 $10,700,001 Gene Mason Fallen Heroes Memorial Expansion at 343 $137,000 $0 $0 $0 $0 $0 $137,000 Heart Monitors Replacement 343 $1,750,000 $0 $0 $0 $0 $1,750,000 $3,500,000 Mobile and Portable Radios Replacement 344 $325,000 $0 $0 $0 $0 $1,000,000 $1,325,000 Peoria Police Department Evidence Facility 344 $1,000,000 $18,105,301 $0 $0 $0 $0 $19,105,301 Pinnacle Peak Public Safety Campus Phased 345 $0 $0 $1,697,240 $9,186,763 $0 $0 $10,884,003 Police Impound Vehicle Forensics Building 346 $0 $0 $0 $3,770,001 $0 $0 $3,770,001 Police Impounded Vehicle Evidence Storage Yard 346 $1,110,305 $2,617,133 $0 $0 $0 $0 $3,727,438 Police Operations & Capital Planning Study 347 $70,000 $0 $0 $0 $0 $0 $70,000 Police Radio Subscriber Replacements 347 $1,500,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 $0 $10,300,000 Public Safety Admin Building Locker Room 347 $1,311,901 $0 $0 $0 $0 $0 $1,311,901 Public Safety Facility 348 $19,976,484 $0 $0 $0 $0 $0 $19,976,484 Public Safety Training Center Investment 348 $4,000,000 $0 $0 $0 $0 $0 $4,000,000 Self-Contained Breathing Apparatus 349 $150,000 $0 $0 $0 $0 $2,000,000 $2,150,000 Station Bay Door Replacement 349 $0 $533,334 $533,334 $533,334 $0 $0 $1,600,002 Support Services Annex Refresh 350 $352,149 $0 $0 $0 $0 $0 $352,149 Support Services Refresh 350 $439,921 $0 $0 $0 $0 $0 $439,921 $33,539,223 $23,500,665 $5,670,979 $25,149,694 $2,200,000 $23,400,003 $113,460,564 Total - Public Safety 338 City of Peoria FY2025-2034 Capital Improvement Public Safety Summary by Funding Source and Type Fund Number and Name FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total 1000 - General $9,148,826 $11,178,232 $2,733,334 $2,733,334 $2,200,000 $4,750,000 $32,743,726 1970 - Municipal Asset Reserve $1,597,946 $0 $0 $0 $0 $0 $1,597,946 4254 - GO Bonds 2021 $25,000 $0 $0 $0 $0 $0 $25,000 4256 - Future GO Bonds $13,745,063 $12,322,433 $1,240,405 $14,416,360 $0 $10,945,854 $52,670,115 $325,000 $0 $0 $0 $0 $0 $325,000 $9,697,240 4550 - Other CIP Capital Projects $0 $0 $1,697,240 $8,000,000 $0 $0 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $1,629,410 $0 $0 $0 $0 $0 $1,629,410 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $7,067,978 $0 $0 $0 $0 $7,704,149 $14,772,127 $33,539,223 $23,500,665 $5,670,979 $25,149,694 $2,200,000 $23,400,003 $113,460,564 7932 - Law Enforcement Dev - Post 8-1-2014 Total - Public Safety 339 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Public Safety Animal Control Facilities Improvements Project Number: PD00035 Project Location: Municipal Operations Center, 79th Ave & Golden Lane Live Peoria Goal: Public Safety This project entails two phases of improvements to the stray and/or evidence animal holiday facilities located at the City's Municipal Operations Center. The open air, shaded chain link kennel facilities provide basic shade protection for short durations until transported to an alternate facility. Held animal quantities reaching up to 16 concurrent and increases in contracted third party kenneling costs may justify reinvestment in City owned facilities to improve sanitation, evaporative cooling, and electrical power. A second phase of improvements includes the acquisition of a 40 foot sea container for kennel storage and a 20 foot office adapted sea container for a kennlmaster processing area and temperature sensitive storage. Project costs include limited design and preconstruction professional services, construction, and storage/office container expenditures. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction General Base $251,346 $0 $0 $0 $0 $0 $251,346 Design General Base $45,459 $0 $0 $0 $0 $0 $45,459 Other Equipment General Base Total $0 $44,897 $0 $0 $0 $0 $44,897 $296,805 $44,897 $0 $0 $0 $0 $341,702 Evidence Processing Improvements at Public Safety Administration Building Project Number: PD00027 Project Location: Public Safety Administration Building Live Peoria Goal: 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction General Carryover $403,798 $0 $0 $0 $0 $0 $403,798 Design General Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Office Equipment General Carryover $21,984 $0 $0 $0 $0 $0 $21,984 Total $450,782 $0 $0 $0 $0 $0 $450,782 340 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 10 - 4 Bay Project Number: FD00032 Project Location: Northern Peoria Live Peoria Goal: Public Safety This project provides funding to design and construct a fire station in the north section of the city, near State Route 74 and may co-locate with an airport to house an ARFF unit. 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, ladder and rescue. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Chargebacks Future GO Bonds Base $0 $0 $0 $0 $0 $48,961 $48,961 Construction Future GO Bonds Base $0 $0 $0 $0 $0 $10,789,002 $10,789,002 Commission Future GO Bonds Base $0 $0 $0 $0 $0 $107,891 $107,891 Cap ENG Fire & Emergency Svc Base $0 $0 $0 $0 $0 $93,690 $93,690 Base $0 $0 $0 $0 $0 $1,781,551 $1,781,551 Base $0 $0 $0 $0 $0 $1,398,835 $1,398,835 Base $0 $0 $0 $0 $0 $1,220,000 $1,220,000 Base $0 $0 $0 $0 $0 $228,268 $228,268 Base $0 $0 $0 $0 $0 $2,950,000 $2,950,000 Base $0 $0 $0 $0 $0 $31,805 $31,805 $0 $0 $0 $0 $0 $18,650,003 $18,650,003 Cap ENG Svc Charges-Arts Chargebacks Dev Post 8-1-2014 Fire & Emergency Svc Construction Dev Post 8-1-2014 Fire & Emergency Svc Design Dev Post 8-1-2014 Fire & Emergency Svc Land Acquisition Dev Post 8-1-2014 Office Equipment & Fire & Emergency Svc Furniture Dev Post 8-1-2014 Fire & Emergency Svc Other Vehicles Dev Post 8-1-2014 Svc Charges-Arts Fire & Emergency Svc Commission Dev Post 8-1-2014 Total Fire Station No. 6 Finishes Refresh Project Number: FD00035 Project Location: 28251 N. El Mirage Road Live Peoria Goal: Public Safety This project entails a refresh of select building finishes at Fire Station #6 now 18 years old. Targeted refresh components include building weatherization, kitchen millwork, restrooms/showers, dorm fans, stationwide flooring, and painting. This project includes design, construction costs and services charges. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Municipal Asset Reserve Base $307,191 $0 $0 $0 $0 $0 $307,191 Design Municipal Asset Reserve Base $33,720 $0 $0 $0 $0 $0 $33,720 $340,911 $0 $0 $0 $0 $0 $340,911 Total 341 City of Peoria FY2025 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: 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. The kitchen and patio will be retro-plumbed to a new site mounted propane tank for gas cooking. Project costs includes design and preconstruction services, construction, dorm and office furnishings, and IT network cabling. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Municipal Asset Reserve Base $254,025 $0 $0 $0 $0 $0 $254,025 Design Municipal Asset Reserve Base $63,440 $0 $0 $0 $0 $0 $63,440 Other Equipment Municipal Asset Reserve Base Total $10,500 $0 $0 $0 $0 $0 $10,500 $327,965 $0 $0 $0 $0 $0 $327,965 Fire Station No. 9 Replacement Station Project Number: FD00031 Project Location: Lake Pleasant at Pleasant Harbor Live Peoria Goal: 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Future GO Bonds Base $0 $0 $61,312 $61,312 $0 $0 $122,624 Construction Future GO Bonds Base $0 $0 $0 $8,885,918 $0 $0 $8,885,918 Design Future GO Bonds Base $0 $0 $1,162,468 $0 $0 $0 $1,162,468 Land Acquisition Future GO Bonds Base $0 $0 $5,000 $0 $0 $0 $5,000 Other Equipment Future GO Bonds Base $0 $0 $0 $423,506 $0 $0 $423,506 Future GO Bonds Base $0 $0 $11,625 $88,860 $0 $0 $100,485 $0 $0 $1,240,405 $9,459,596 $0 $0 $10,700,001 Svc Charges-Arts Commission Total 342 City of Peoria FY2025 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: 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Municipal Asset Reserve Carryover $124,000 $0 $0 $0 $0 $0 $124,000 Design Municipal Asset Reserve Carryover $13,000 $0 $0 $0 $0 $0 $13,000 Total $137,000 $0 $0 $0 $0 $0 $137,000 Heart Monitors Replacement Project Number: FD00039 Project Location: Citywide Live Peoria Goal: 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. Base/ Category Funding Source Medical Equipment General Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $1,750,000 $0 $0 $0 $0 $1,750,000 $3,500,000 $1,750,000 $0 $0 $0 $0 $1,750,000 $3,500,000 343 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Public Safety Mobile and Portable Radios Replacement Project Number: FD00014 Project Location: Citywide Live Peoria Goal: 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. Base/ Category Funding Source Electronic Equipment General Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $0 $0 $1,000,000 $1,000,000 Carryover $325,000 $0 $0 $0 $0 $0 $325,000 Total $325,000 $0 $0 $0 $0 $1,000,000 $1,325,000 Base Other CIP Capital Electronic Equipment Projects Peoria Police Department Evidence Facility Project Number: PD00031 Project Location: Peoria Municipal Complex Live Peoria Goal: Public Safety This project entails the design and construction of a new 21,000 sf 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 meet its statutory requirement of holding evidence for 99 years while enhancing customer service by referring 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $85,182 $0 $0 $0 $0 $85,182 Cap ENG Chargebacks General Base Construction General Base $0 $7,625,905 $0 $0 $0 $0 $7,625,905 Design General Base $0 $438,952 $0 $0 $0 $0 $438,952 Other Equipment General Base $0 $169,313 $0 $0 $0 $0 $169,313 General Base $0 $80,649 $0 $0 $0 $0 $80,649 Chargebacks Future GO Bonds Base $0 $98,418 $0 $0 $0 $0 $98,418 Construction Future GO Bonds Base $0 $9,004,603 $0 $0 $0 $0 $9,004,603 Design Future GO Bonds Base $0 $507,161 $0 $0 $0 $0 $507,161 Commission Future GO Bonds Base $0 $95,118 $0 $0 $0 $0 $95,118 Design General $1,000,000 $0 $0 $0 $0 $0 $1,000,000 $1,000,000 $18,105,301 $0 $0 $0 $0 $19,105,301 Svc Charges-Arts Commission Cap ENG Svc Charges-Arts Carryover Total 344 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Public Safety Pinnacle Peak Public Safety Campus Phased Expansion Project Number: PD00030 Project Location: Pinnacle Peak Public Safety Campus Live Peoria Goal: 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 26,000 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Chargebacks Future GO Bonds Base $0 $0 $0 $11,891 $0 $0 $11,891 Construction Future GO Bonds Base $0 $0 $0 $1,163,239 $0 $0 $1,163,239 Commission Future GO Bonds Base $0 $0 $0 $11,633 $0 $0 $11,633 Cap ENG Law Enforcement Dev - Chargebacks Post 8-1-2014 Base $0 $0 $92,048 $80,157 $0 $0 $172,205 Base $0 $0 $0 $7,618,343 $0 $0 $7,618,343 Base $0 $0 $1,589,299 $0 $0 $0 $1,589,299 Base $0 $0 $0 $225,316 $0 $0 $225,316 $92,077 Cap ENG Svc Charges-Arts Law Enforcement Dev Construction Post 8-1-2014 Law Enforcement Dev - Design Post 8-1-2014 Law Enforcement Dev - Other Equipment Post 8-1-2014 Svc Charges-Arts Law Enforcement Dev - Commission Post 8-1-2014 Base Total $0 $0 $15,893 $76,184 $0 $0 $0 $0 $1,697,240 $9,186,763 $0 $0 $10,884,003 345 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Public Safety Police Impound Vehicle Forensics Building Project Number: PD00036 Project Location: 75th Ave & Golden Lane Live Peoria Goal: Public Safety This project entails a successor phase of expansion of the Police Impounded Vehicle Evidence Storage Yard and will include up to 4300 sf of secure vehicle forensic bays for investigation of vehicular crimes and an estimated additional 0.5 acres of site development. The facility is envisioned as housing two standard length bays, one high profile/long wheelbase bay, supporting investigator space, tool & equipment storage, and supporting building & security systems. Project costs include design and preconstruction professional services, construction, building and site FF&E, and IT network and equipment expenditures. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 Chargebacks Future GO Bonds Construction Future GO Bonds FY2028 FY2029 FY30-34 Base $0 $0 Base $0 $0 Total $0 $76,095 $0 $0 $76,095 $0 $3,158,095 $0 $0 $3,158,095 Cap ENG Design Future GO Bonds Base $0 $0 $0 $423,750 $0 $0 $423,750 Other Equipment Future GO Bonds Base $0 $0 $0 $76,242 $0 $0 $76,242 Future GO Bonds Base $0 $0 $0 $35,819 $0 $0 $35,819 $0 $0 $0 $3,770,001 $0 $0 $3,770,001 Svc Charges-Arts Commission Total Police Impounded Vehicle Evidence Storage Yard Project Number: PD00032 Project Location: To Be Identified Live Peoria Goal: Public Safety This project entails a first phase of land acquisition and/or site development on a City owned parcel in an industrial zone of south Peoria. Improvements are anticipated in phases with the initial phase to include up to 1.75 acres (2.5x current size) of a secure gated evidence storage for vehicles impounded by the Police Department. Key project components will include site clearing, stormwater management, dust control surfacing materials and pavements, secure walls/fencing, motorized gate access, access control and video surveillance. Project costs include land closing costs (if applicable), design and preconstruction professional services, construction, and IT network and equipment expenditures. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Future GO Bonds Base $0 $30,060 $0 $0 $0 $0 $30,060 Construction Future GO Bonds Base $0 $2,512,224 $0 $0 $0 $0 $2,512,224 Design Future GO Bonds Base $250,305 $0 $0 $0 $0 $0 $250,305 Land Acquisition Future GO Bonds Base $860,000 $0 $0 $0 $0 $0 $860,000 Other Equipment Future GO Bonds Base $0 $49,726 $0 $0 $0 $0 $49,726 Future GO Bonds Base Svc Charges-Arts Commission Total $0 $25,123 $0 $0 $0 $0 $25,123 $1,110,305 $2,617,133 $0 $0 $0 $0 $3,727,438 346 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Public Safety Police Operations & Capital Planning Study Project Number: PD00037 Project Location: Citywide Live Peoria Goal: Public Safety This project commissions a high level study to assess the historic and projected growth of the Peoria Police Department in order to assess whether the current capital planning for building assets is sufficiently sized and sequenced. New building construction and/or building retrofits have a 24-36 month lead time from launch and ongoing staffing changes diminish the institutional knowledge of prior growth plans. Changes in staffing are imminent with changes in department leadership, elected officials, police programs (ex: SRO's, Aviation) and public need. This study may also inform the preferred timing of any required voter bond authorization. Base/ Category Funding Source Studies General Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $70,000 $0 $0 $0 $0 $0 $70,000 $70,000 $0 $0 $0 $0 $0 $70,000 Police Radio Subscriber Replacements Project Number: PD00040 Project Location: Citywide Live Peoria Goal: Public Safety The Police Department currently utilizes approximately 800 radio devices (including handheld and vehicle radios). These radio units are deployed citywide and require replacement because they will reach the end of their useful life. Communication center equipment replacements needed in FY25 for compatibility with radio replacements to avoid transmission delays. Subscriber replacements will begin in FY26 through FY30. Base/ Category Funding Source Electronic Equipment General Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $10,300,000 $1,500,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 $0 $1,500,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 $0 $10,300,000 Public Safety Admin Building Locker Room Improvements Project Number: PD00026 Project Location: Public Safety Administration Building Live Peoria Goal: 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Design GO Bonds 2021 Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Construction Future GO Bonds Carryover $1,262,699 $0 $0 $0 $0 $0 $1,262,699 Other Equipment Future GO Bonds Carryover $24,202 $0 $0 $0 $0 $0 $24,202 Total $1,311,901 $0 $0 $0 $0 $0 $1,311,901 347 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Public Safety Public Safety Facility Project Number: FD00008 Project Location: Northern Peoria Live Peoria Goal: Public Safety This project provides funding to construct a joint Fire-Medical and Police public safety facility which will house a fire and police station in the northwest section of the city. The fire portion would mimic the City's district fire station 4 bay prototype and be programmed at approximately 14,150 square feet. The Patrol Services Building is programmed for approximately 10,850 square feet. Total capital cost includes administrative fees, engineering and design, furniture, fixtures, land, construction, and equipment. Costs include one traffic signal. The fire station will start off housing a fire engine and brush truck. Base/ Category Funding Source Construction Construction Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total General Base $3,931,239 $0 $0 $0 $0 $0 $3,931,239 Future GO Bonds Base $6,096,150 $0 $0 $0 $0 $0 $6,096,150 Base $171,726 $0 $0 $0 $0 $0 $171,726 Base $6,421,055 $0 $0 $0 $0 $0 $6,421,055 Base $155,244 $0 $0 $0 $0 $0 $155,244 Base $121,701 $0 $0 $0 $0 $0 $121,701 Fire & Emergency Svc Land Acquisition Dev Post 1-1-2012 Fire & Emergency Svc Construction Dev Post 8-1-2014 Fire & Emergency Svc Design Dev Post 8-1-2014 Fire & Emergency Svc Land Acquisition Dev Post 8-1-2014 Fire & Emergency Svc Office Equipment Dev Post 8-1-2014 Base $369,978 $0 $0 $0 $0 $0 $369,978 Design Future GO Bonds Carryover $685,045 $0 $0 $0 $0 $0 $685,045 Future GO Bonds Carryover $566,662 $0 $0 $0 $0 $0 $566,662 Carryover $797,773 $0 $0 $0 $0 $0 $797,773 Carryover $659,911 $0 $0 $0 $0 $0 $659,911 Total $19,976,484 $0 $0 $0 $0 $0 $19,976,484 Land Acquisition Fire & Emergency Svc Design Dev Post 1-1-2012 Fire & Emergency Svc Land Acquisition Dev Post 1-1-2012 Public Safety Training Center Investment Project Number: PD00033 Project Location: City of Glendale Live Peoria Goal: 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. Base/ Category Funding Source Carryover Other Acquisitions Future GO Bonds Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $4,000,000 $0 $0 $0 $0 $0 $4,000,000 $4,000,000 $0 $0 $0 $0 $0 $4,000,000 348 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Public Safety Self-Contained Breathing Apparatus Project Number: FD00017 Project Location: Citywide Live Peoria Goal: 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). Base/ Category Funding Source Carryover Other Equipment General Base FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $0 $0 $2,000,000 $2,000,000 Other Acquisitions General Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Total $150,000 $0 $0 $0 $0 $2,000,000 $2,150,000 Station Bay Door Replacement Project Number: FD00044 Project Location: Citywide Live Peoria Goal: Public Safety This project entails the systematic replacement of motorized bay doors in each fire-medical facility over multiple years, prioritized by station age. A goal of three facilities per year will inform cost, quantities, and lead times for each subsequent year. Older tension spring technology and low speed motors will be upgraded to newer technology and higher speed motors. Annual maintenance of the current doors, $75,000 last fiscal year, continue to increase. This program would be phased over three years. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks General Base $0 $12,540 $12,540 $12,540 $0 $0 $37,620 Construction General Base $0 $513,137 $513,137 $513,137 $0 $0 $1,539,411 Design General Base $0 $2,500 $2,500 $2,500 $0 $0 $7,500 General Base Svc Charges-Arts Commission Total $0 $5,157 $5,157 $5,157 $0 $0 $15,471 $0 $533,334 $533,334 $533,334 $0 $0 $1,600,002 349 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Public Safety Support Services Annex Refresh Project Number: FD00045 Project Location: 7733 W. Seldon Lane Live Peoria Goal: Public Safety This project entails a small front office tenant improvement, fire sprinkler system analysis and upgrade, fire alarm system replacement, and supporting IT and security additions. The City acquired the facility in 2021 and conducted limited maintenance and enhancements to meet Fire-Medical storage needs. This phase will conduct necessary engineering studies on the sprinkler system to enable further tenant improvements and replace the fire alarm system. Project costs include design and preconstruction services, construction, furnishings, IT cabling, and security system. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Municipal Asset Reserve Base $302,315 $0 $0 $0 $0 $0 $302,315 Design Municipal Asset Reserve Base $43,754 $0 $0 $0 $0 $0 $43,754 Other Equipment Municipal Asset Reserve Base $6,080 $0 $0 $0 $0 $0 $6,080 $352,149 $0 $0 $0 $0 $0 $352,149 Total Support Services Refresh Project Number: FD00046 Project Location: 8557 N. 87th Avenue Live Peoria Goal: Public Safety This project entails building and site improvements for the Fire-Medical Support Services Building. The building houses the maintenance function for all firefighter and fire station equipment and apparatus. Key project components include parking lot asphalt replacement. interior and exterior painting, sink and air compressor replacements, and replacement of evaporative coolers. Project costs include preconstruction services and construction. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Municipal Asset Reserve Base $432,421 $0 $0 $0 $0 $0 $432,421 Design Municipal Asset Reserve Base $7,500 $0 $0 $0 $0 $0 $7,500 $439,921 $0 $0 $0 $0 $0 $439,921 Total 350 City of Peoria FY2025 - FY2034 Capital Improvement Program Streets & Traffic Control Integrated Transportation and Superior Public Services create and maintain a seamless network of mobility options that are safe and efficient for all users. 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 El Mirage Road project that will extend El Mirage Road from the Loop 303 to Jomax Road, the 67th Avenue Widening project extends from Pinnacle Peak Road to Happy Valley Road adding travel lanes, the Vistancia Blvd & Happy Valley Rd Intersection Re-Alignment project, and the Yearling & Lake Pleasant Parkway Alternate Access project. 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 - $296,457,933 $80,000,000.00 $70,000,000.00 $60,000,000.00 $50,000,000.00 $40,000,000.00 $30,000,000.00 $20,000,000.00 $10,000,000.00 $0.00 FY25 FY26 FY27 FY28 FY29 351 FY30 FY31 FY32 FY33 FY34 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Streets Summary by Funding Source Project Name Pg# FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total 103rd Av; Northern Ave to Olive Ave 357 $50,000 $0 $0 $0 $0 $0 $50,000 107th Av & Deer Valley Rd Right Turn Ln 357 $0 $0 $293,326 $1,445,260 $0 $0 $1,738,586 107th Av; Williams Rd to Hatfield Rd Roadway 358 $0 $0 $0 $1,085,000 $1,144,000 $7,763,000 $9,992,000 135th Av; Ridgeline Rd to Montansoro Ln Roadway 358 $0 $0 $0 $0 $2,089,282 $0 $2,089,282 359 $11,704,172 $0 $0 $0 $0 $0 $11,704,172 75th Ave; Grand Ave to Thunderbird Rd Landscape 359 $183,711 $0 $0 $0 $0 $0 $183,711 77th Av Cul de Sac and Unpaved Parking Lot 360 $477,000 $0 $0 $0 $0 $0 $477,000 89th Av; Patrick Ln to Daley Ln 360 $0 $0 $0 $0 $0 $621,992 $621,992 91st Av; Pinnacle Pk Rd to Happy Valley Rd 361 $0 $0 $0 $0 $0 $512,500 $512,500 99th Av Sidewalk Improvements 361 $544,510 $0 $0 $0 $0 $0 $544,510 BNSF Railway Quiet Zone Evaluation 362 $0 $0 $0 $0 $0 $308,100 $308,100 Bridge Maintenance & Guardrail Replacement 362 $400,000 $327,000 $428,000 $327,000 $428,000 $1,837,000 $3,747,000 Cactus Rd; 67th Av to 83rd Ave Shade & Landscape 363 $0 $0 $0 $0 $0 $2,417,900 $2,417,900 Cedarbrook Frontage 363 $0 $333,411 $0 $0 $0 $0 $333,411 City Parking Lots - Parks & Facilities 364 $870,000 $0 $0 $0 $0 $0 $870,000 Deer Valley Rd; 109th Av to Lake Pleasant Pkwy 364 $200,000 $0 $0 $0 $0 $0 $200,000 El Mirage Rd; L303 to Jomax Rd 365 $502,752 $4,294,374 $0 $0 $0 $0 $4,797,126 Engineering ADA Accessibility 365 $240,000 $131,520 $261,840 $131,520 $261,840 $918,240 $1,944,960 Engineering Sidewalks Annual Program 366 $200,000 $0 $214,800 $0 $214,800 $429,600 $1,059,200 Entry & Right-of-Way Monument Refurbishment 366 $550,000 $0 $0 $0 $0 $0 $550,000 Happy Valley Rd & 98th Ave Intersection/Median 367 $1,030,000 $0 $0 $0 $0 $0 $1,030,000 Jomax Rd Improvements; 72nd Dr to 75th Av 367 $3,000,000 $0 $0 $0 $0 $0 $3,000,000 Lake Pleasant Pkwy; L303 to SR74 368 $7,000,000 $15,445,057 $25,260,665 $25,260,665 $0 $0 $72,966,387 LED Streetlight Conversion - RESIDENTIAL 368 $1,489,000 $1,221,000 $0 $0 $0 $0 $2,710,000 Mobile Town Subdivision Sidewalk 369 $0 $0 $0 $0 $0 $1,739,733 $1,739,733 Northern Av Sidewalk; 85th Av to 83rd Av (North 369 $0 $0 $0 $0 $680,542 $0 $680,542 Northern Parkway 370 $3,000,000 $1,573,673 $122,575 $0 $0 $0 $4,696,248 Old Carefree Hwy Roadway Improvements; 370 $0 $0 $0 $0 $0 $490,340 $490,340 Olive Av; 107th Av to 114th Av Streetlighting 371 $0 $0 $0 $0 $0 $2,125,025 $2,125,025 Pavement Management Program - Preservation 371 $6,274,100 $5,600,000 $5,600,000 $5,600,000 $5,600,000 $28,000,000 $56,674,100 Pavement Management Program - Rehabilitation 372 $11,430,300 $6,868,000 $0 $0 $0 $0 $18,298,300 Peoria Ave; 69th Ave-79th Ave Shade & Landscape 372 $0 $0 $0 $151,250 $1,456,000 $0 $1,607,250 Public Works ADA Accessibility 373 $1,600,000 $502,980 $0 $502,980 $0 $1,508,940 $4,114,900 Quick Response Street Repairs 373 $242,400 $202,000 $202,000 $202,000 $202,000 $1,010,000 $2,060,400 Rural Area Road Maintenance 374 $558,496 $0 $0 $0 $0 $558,496 $1,116,992 Sonoran Mountain Ranch Emergency Access 374 $1,240,075 $0 $0 $0 $0 $0 $1,240,075 Streetlight Pole Replacement & Infill Program 375 $1,572,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 $10,572,000 Streets Administration Office Renovations 375 $89,640 $0 $0 $0 $0 $0 $89,640 67th Av Widening; Pinnacle Peak to Happy Valley 352 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Streets Summary by Funding Source Project Name Pg# FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Technical Pavement Condition Survey & Support 376 $0 $300,000 $0 $0 $300,000 $300,000 $900,000 Thunderbird Rd; 67th Av-81st Av Shade & 376 $0 $0 $0 $0 $0 $1,785,400 $1,785,400 Varney Rd; 83rd Av to Ryland at Silvercreek 377 $0 $0 $0 $374,277 $366,806 $2,718,238 $3,459,321 Vistancia Blvd & Happy Valley Rd Intersection Re- 377 $500,000 $1,226,130 $1,243,050 $11,661,040 $0 $0 $14,630,220 Vistancia Blvd & HVR Interim Intersection 378 $927,155 $0 $0 $0 $0 $0 $927,155 Vistancia Intersections - Sight Distance Clearance 378 $0 $0 $0 $0 $1,499,932 $0 $1,499,932 Whitney Dr; Cotton Crossing to Monroe St 379 $3,550,000 $0 $0 $0 $0 $0 $3,550,000 Yearling and LPP Alternate Access Project 379 Total - Streets $298,895 $0 $2,776,836 $0 $0 $0 $3,075,731 $59,724,206 $39,025,145 $37,403,092 $47,740,992 $15,243,202 $60,044,504 $259,181,141 353 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Traffic Control Summary by Funding Source Project Name Pg# FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total 107th Av & Rose Garden Ln Traffic Signal 380 $1,620,793 $0 $0 $0 $0 $0 $1,620,793 83rd Av (Westwing Pkwy) & Jomax Rd Traffic 380 $1,714,300 $0 $0 $0 $0 $0 $1,714,300 Cactus Rd & 89th Av Traffic Signal 381 $1,454,890 $0 $0 $0 $0 $0 $1,454,890 Deer Valley Rd & 105th Av Traffic Signal 381 $1,532,802 $0 $0 $0 $0 $0 $1,532,802 Happy Valley Pkwy; LPP to L303 Interconnect 382 $0 $1,720,000 $0 $0 $0 $0 $1,720,000 Intelligent Transportation System Advanced 382 $1,600,000 $0 $1,380,600 $0 $1,380,600 $2,761,200 $7,122,400 Jomax Rd & Aloravita Blvd Traffic Signal 383 $0 $0 $0 $0 $0 $2,501,680 $2,501,680 LPP & DVR Traffic Signal & Intersection 383 $1,200,385 $0 $0 $0 $0 $0 $1,200,385 Olive Av & 89th Av Traffic Signal 384 $0 $0 $0 $0 $208,559 $1,214,885 $1,423,444 School Flashing Signals 384 $1,145,171 $1,217,717 $1,217,717 $0 $0 $0 $3,580,605 Traffic Management Center Equipment 385 $81,172 $0 $0 $0 $535,000 $535,000 $1,151,172 Traffic Signal Interconnect Project (TSIP) 385 $241,161 $207,000 $0 $207,000 $0 $621,000 $1,276,161 Traffic Signal Program 386 $980,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,380,000 Traffic Signal Renovation and Replacement 386 $540,960 $450,800 $450,800 $450,800 $450,800 $2,254,000 $4,598,160 $12,111,634 $4,195,517 $3,649,117 $1,257,800 $3,174,959 $12,887,765 $37,276,792 Total - Traffic Control 354 City of Peoria FY2025-2034 Capital Improvement Streets Summary by Funding Source and Type Fund Number and Name FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total 1000 - General $450,000 $0 $0 $0 $0 $0 $450,000 $1,027,000 $0 $0 $0 $0 $0 $1,027,000 1210 - Half Cent Sales Tax 4254 - GO Bonds 2021 $420,000 $0 $0 $0 $0 $0 $420,000 4255 - GO Bonds 2022 $6,800,000 $0 $0 $0 $0 $0 $6,800,000 4256 - Future GO Bonds $0 $6,868,000 $0 $0 $0 $0 $6,868,000 4550 - Other CIP Capital Projects $3,000,000 $0 $0 $1,085,000 $1,144,000 $7,763,000 $12,992,000 4551 - LPP Street Construction $7,000,000 $15,445,057 $25,260,665 $25,260,665 $0 $0 $72,966,387 $649,826 $0 $0 $0 $2,089,282 $0 $2,739,108 7000 - Highway User $12,932,836 $6,236,500 $5,778,640 $5,936,500 $6,078,640 $30,225,276 $67,188,392 7003 - Street IF 2014 NofDV & EofAF $10,281,712 $0 $0 $0 $0 $0 $10,281,712 7006 - Street IF 2014 WofAguaFria $927,155 $1,226,130 $1,243,050 $11,661,040 $0 $0 $15,057,375 4810 - Capital Projects-Outside Srces 7010 - Transportation Sales Tax $16,235,677 $9,249,458 $5,120,737 $3,797,787 $5,931,280 $22,056,228 $63,185,915 Total - Streets $59,724,206 $39,025,145 $37,403,092 $47,740,992 $15,243,202 $60,044,504 $259,181,141 355 City of Peoria FY2025-2034 Capital Improvement Traffic Control Summary by Funding Source and Type Fund Number and Name FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total 4810 - Capital Projects-Outside Srces $602,576 $0 $0 $0 $0 $400,000 $1,002,576 7000 - Highway User $540,960 $450,800 $450,800 $450,800 $450,800 $2,254,000 $4,598,160 7003 - Street IF 2014 NofDV & EofAF $88,300 $0 $0 $0 $0 $2,101,680 $2,189,980 $10,879,798 $3,744,717 $3,198,317 $807,000 $2,724,159 $8,132,085 $29,486,076 $12,111,634 $4,195,517 $3,649,117 $1,257,800 $3,174,959 $12,887,765 $37,276,792 7010 - Transportation Sales Tax Total - Traffic Control 356 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets 103rd Av; Northern Ave to Olive Ave Project Number: EN00422 Project Location: 103rd Ave; Northern Ave to Olive Ave Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Studies Transportation Sales Tax Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total $50,000 $0 $0 $0 $0 $0 $50,000 107th Av & Deer Valley Rd Right Turn Ln Project Number: EN00824 Project Location: Northeast Corner of 107th Ave & Deer Valley Rd Live Peoria Goal: Public Safety This project provides for the design, land acquisition, and construction of a westbound to northbound right turn lane at the intersection of 107th Avenue and Deer Valley Road. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $16,508 $54,495 $0 $0 $71,003 Construction Transportation Sales Tax Base $0 $0 $0 $1,376,995 $0 $0 $1,376,995 Design Transportation Sales Tax Base $0 $0 $240,750 $0 $0 $0 $240,750 Land Acquisition Transportation Sales Tax Base $0 $0 $33,660 $0 $0 $0 $33,660 Transportation Sales Tax Base $0 $0 $2,408 $13,770 $0 $0 $16,178 $0 $0 $293,326 $1,445,260 $0 $0 $1,738,586 Svc Charges-Arts Commission Total 357 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets 107th Av; Williams Rd to Hatfield Rd Roadway Project Number: EN00636 Project Location: 107th Ave, Williams Rd to Hatfield Rd Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Cap ENG Other CIP Capital Chargebacks Carryover Projects FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $0 $28,000 $44,000 $289,000 $361,000 Base $0 $0 $0 $0 $0 $7,400,000 $7,400,000 Base $0 $0 $0 $700,000 $0 $0 $700,000 Base $0 $0 $0 $0 $1,100,000 $0 $1,100,000 Base $0 $0 $0 $350,000 $0 $0 $350,000 Other CIP Capital Construction Projects Other CIP Capital Design Projects Other CIP Capital Land Acquisition Projects Other CIP Capital Studies Projects Svc Charges-Arts Other CIP Capital Commission Projects Base Total $0 $0 $0 $7,000 $0 $74,000 $81,000 $0 $0 $0 $1,085,000 $1,144,000 $7,763,000 $9,992,000 135th Av; Ridgeline Rd to Montansoro Ln Roadway Improvements Project Number: EN00757 Project Location: 135th Av; Ridgeline Rd to Montansoro Ln Live Peoria Goal: Public Safety This project will construct the east half-street improvements on 135th Avenue between Ridgeline Road and north of Montansoro Lane. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Capital Projects-Outside Construction Srces Base Total $0 $0 $0 $0 $2,089,282 $0 $2,089,282 $0 $0 $0 $0 $2,089,282 $0 $2,089,282 358 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets 67th Av Widening; Pinnacle Peak to Happy Valley Project Number: EN00100 Project Location: 67th Ave, Pinnacle Peak Rd to Happy Valley Rd Live Peoria Goal: Public Safety This project provides for the design, land acquisition, and construction of 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $1,750,000 $0 $0 $0 $0 $0 $1,750,000 Carryover $6,320,245 $0 $0 $0 $0 $0 $6,320,245 $0 $0 $0 $0 $0 $633,927 $3,000,000 Street IF 2014 NofDV & Construction EofAF Street IF 2014 NofDV & Construction EofAF Street IF 2014 NofDV & Land Acquisition EofAF Carryover $633,927 Construction Transportation Sales Tax Carryover $3,000,000 $0 $0 $0 $0 $0 Total $11,704,172 $0 $0 $0 $0 $0 $11,704,172 75th Ave; Grand Ave to Thunderbird Rd Landscape Enhancement Project Number: EN00592 Project Location: 75th Ave; Grand Ave to Thunderbird Rd Live Peoria Goal: Innovative Government This project includes the installation of enhanced landscape, irrigation system, and refreshed decomposed granite. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Transportation Sales Tax Carryover $183,711 $0 $0 $0 $0 $0 $183,711 Total $183,711 $0 $0 $0 $0 $0 $183,711 359 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets 77th Av Cul de Sac and Unpaved Parking Lot Project Number: EN00812 Project Location: 77th Avenue South of Paradise Lane Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Half Cent Sales Tax Carryover $405,000 $0 $0 $0 $0 $0 $405,000 Design Half Cent Sales Tax Carryover $72,000 $0 $0 $0 $0 $0 $72,000 Total $477,000 $0 $0 $0 $0 $0 $477,000 89th Av; Patrick Ln to Daley Ln Project Number: EN00823 Project Location: East Side of 89th Ave between Patrick Ln & Daley Ln Live Peoria Goal: Public Safety This project will provide for the preparation of a drainage statement, and the design, land acquisition and construction of widening the east side of 89th Avenue between Patrick Lane and Daley Lane. Improvements will include but not limited to; asphalt, roll curb, subgrade preparation, grading, regrading of the existing drainage swale, salvage, supplement, and reinstallation of existing riprap within the drainage swale, landscape restoration, landscape irrigation restoration, concrete driveways, and other miscellaneous improvements. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $61,588 $61,588 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $419,270 $419,270 Design Transportation Sales Tax Base $0 $0 $0 $0 $0 $135,585 $135,585 Transportation Sales Tax Base Svc Charges-Arts Commission Total $0 $0 $0 $0 $0 $5,549 $5,549 $0 $0 $0 $0 $0 $621,992 $621,992 360 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets 91st Av; Pinnacle Pk Rd to Happy Valley Rd Roadway Improvements Project Number: EN00829 Project Location: 91st Ave from Pinnacle Pk Rd to Happy Valley Rd Live Peoria Goal: Public Safety This project will provide for the preparation of the Design Concept Report (DCR) which will develop alternatives and prepare estimates for the widening of 91st Avenue between Pinnacle Peak Road and Happy Valley Road. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $12,500 $12,500 Studies Transportation Sales Tax Base $0 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $512,500 $512,500 Total 99th Av Sidewalk Improvements Project Number: EN00839 Project Location: East Side of 99th Ave from Sun City Mobile Home Park Main Entrance to Peoria Ave Live Peoria Goal: Public Safety This project will provide for the design, land acquisition and construction of a 5-foot concrete sidewalk from Sun City Mobile Home Park main entrance (Della Avenue) to Peoria Avenue. In addition, ADA compliant ramps will be installed on the southeast corner of Peoria Avenue and on Washington Street. All existing driveways will be replaced with ADA compliant concrete driveways and decomposed granite will be installed at all areas that currently have dirt or asphalt within the public rights-of-way. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Transportation Sales Tax Base $439,945 $0 $0 $0 $0 $0 $439,945 Design Transportation Sales Tax Base $71,565 $0 $0 $0 $0 $0 $71,565 Land Acquisition Transportation Sales Tax Base Total $33,000 $0 $0 $0 $0 $0 $33,000 $544,510 $0 $0 $0 $0 $0 $544,510 361 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets BNSF Railway Quiet Zone Evaluation Project Number: EN00308 Project Location: Grand Ave between 75th Ave and 91st Ave Live Peoria Goal: Public Safety This project will provide for the hiring of a consultant to assist the City with preparing the necessary documents and plans for the creation of a Quiet Zone or a "reduced train horn area" and evaluating the possibility of BNSF Railway reimbursement and other funding sources. Crossings include 75th Avenue, 83rd Avenue, Peoria Avenue, and 91st Avenue. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $0 $0 $8,100 $8,100 Cap ENG Chargebacks Transportation Sales Tax Base Studies Transportation Sales Tax Base Total $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $308,100 $308,100 Bridge Maintenance & Guardrail Replacement Program Project Number: EN00243 Project Location: Citywide Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $24,000 $24,000 $24,000 $24,000 $120,000 $216,000 Construction Transportation Sales Tax Base $350,000 $250,000 $350,000 $250,000 $350,000 $1,450,000 $3,000,000 Design Transportation Sales Tax Base $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $500,000 Transportation Sales Tax Base Svc Charges-Arts Commission Total $0 $3,000 $4,000 $3,000 $4,000 $17,000 $31,000 $400,000 $327,000 $428,000 $327,000 $428,000 $1,837,000 $3,747,000 362 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Cactus Rd; 67th Av to 83rd Ave Shade & Landscape Project Number: EN00689 Project Location: Cactus Rd; 67th Ave to 83rd Ave Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $105,000 $105,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $2,100,000 $2,100,000 Design Transportation Sales Tax Base $0 $0 $0 $0 $0 $190,000 $190,000 Transportation Sales Tax Base $0 $0 $0 $0 $0 $22,900 $22,900 $0 $0 $0 $0 $0 $2,417,900 $2,417,900 Svc Charges-Arts Commission Total Cedarbrook Frontage Project Number: EN00266 Project Location: Northeast Corner of Olive Ave & 85th Ave Live Peoria Goal: Public Safety This project provides coordination with SRP for the de-activation of the tailwater ditch and the design and construction of the backfilling of the out-ofservice tailwater ditch, grading the landscape area, pre-emergent application, installation of decomposed granite and desert landscape along the Cedarbrook Subdivision located along Olive Avenue right-of-way frontage. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $36,718 $0 $0 $0 $0 $36,718 Construction Transportation Sales Tax Base $0 $259,950 $0 $0 $0 $0 $259,950 Design Transportation Sales Tax Base $0 $33,805 $0 $0 $0 $0 $33,805 Transportation Sales Tax Base $0 $2,938 $0 $0 $0 $0 $2,938 $0 $333,411 $0 $0 $0 $0 $333,411 Svc Charges-Arts Commission Total 363 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets City Parking Lots - Parks & Facilities Project Number: PW00995 Project Location: Citywide Live Peoria Goal: Public Safety In FY20, the Streets Division added management of parking lots within facilities and parks. A pavement condition survey was performed; the ratings revealed that the majority of the City's parking lot network was in overall fair condition. The Streets Division included New River Trail, Skunk Creek Trail and Greenway Channel Trail within that survey. The ratings revealed that the majority of the City's multi-use pathway network was in overall satisfactory condition. In FY23, a pavement condition survey was performed and gave the ratings of 62.12 for parking lots and 80.76 for trails. The intent of any effective Pavement Management Program is to preserve asphalt while in good condition to extend the overall lifecycle and reduce ongoing maintenance costs. Applying this cost-effective approach when managing an asphalt infrastructure enables more pavement miles, while maintaining reliable and safe access to city facilities and parks. Funding in this account will also be used to provide project management, contracted inspection and material testing due to staffing levels. FY25-32 estimates include funded CIP amounts with 20% Arizona Department of Transportation Cost Index inflation. Base/ Category Funding Source Contract R & M General Construction GO Bonds 2021 Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $450,000 $0 $0 $0 $0 $0 $450,000 Carryover $420,000 $0 $0 $0 $0 $0 $420,000 Total $870,000 $0 $0 $0 $0 $0 $870,000 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: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Transportation Sales Tax Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total $200,000 $0 $0 $0 $0 $0 $200,000 364 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets El Mirage Rd; L303 to Jomax Rd Project Number: EN00537 Project Location: El Mirage Rd, L303 to Jomax Rd Live Peoria Goal: Public Safety This project will provide for the pre-design of the roadway improvements for El Mirage Road from L303 to Jomax Road. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $150,000 $0 $0 $0 $0 $150,000 Design Transportation Sales Tax Base $0 $4,103,340 $0 $0 $0 $0 $4,103,340 Commission Transportation Sales Tax Base $0 $41,034 $0 $0 $0 $0 $41,034 Design Transportation Sales Tax Carryover $502,752 $0 $0 $0 $0 $0 $502,752 Total $502,752 $4,294,374 $0 $0 $0 $0 $4,797,126 Svc Charges-Arts Engineering ADA Accessibility Project Number: EN00025 Project Location: Citywide Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Highway User Base $0 $10,320 $20,640 $10,320 $20,640 $72,240 $134,160 Construction Highway User Base $120,000 $120,000 $120,000 $120,000 $120,000 $600,000 $1,200,000 Studies Highway User Base $120,000 $0 $120,000 $0 $120,000 $240,000 $600,000 Highway User Base Svc Charges-Arts Commission Total $0 $1,200 $1,200 $1,200 $1,200 $6,000 $10,800 $240,000 $131,520 $261,840 $131,520 $261,840 $918,240 $1,944,960 365 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Engineering Sidewalks Annual Program Project Number: EN00046 Project Location: Citywide Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Highway User Base $0 $0 $12,800 $0 $12,800 $25,600 $51,200 Construction Highway User Base $200,000 $0 $200,000 $0 $200,000 $400,000 $1,000,000 Highway User Base Svc Charges-Arts Commission Total $0 $0 $2,000 $0 $2,000 $4,000 $8,000 $200,000 $0 $214,800 $0 $214,800 $429,600 $1,059,200 Entry & Right-of-Way Monument Refurbishment and Replacement Program Project Number: PW00220 Project Location: Citywide Live Peoria Goal: Economic Development This program will fund contractual services for the refurbishment and/or replacement of city entry and P83 monuments, Bell Road Auto District lighting as well as banners throughout the city that are in need of repair and/or replacement. Peoria has approximately 20 entry monuments surrounding the city and banners affixed to streetlights in various commercial corridors like the P83 District, Downtown, Parkwest, Happy Valley and Lake Pleasant Parkway. FY25 funding includes the cost to replace and install palm-up lighting in the Auto District as well as those needed for repairs and maintenance to the city’s Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Contract R & M Half Cent Sales Tax Base $550,000 $0 $0 $0 $0 $0 $550,000 $550,000 $0 $0 $0 $0 $0 $550,000 Total 366 City of Peoria FY2025 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: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Transportation Sales Tax Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Design Transportation Sales Tax Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Total $1,030,000 $0 $0 $0 $0 $0 $1,030,000 Jomax Rd Improvements; 72nd Dr to 75th Av Project Number: EN00591 Project Location: Jomax Rd; 72nd Dr Alignment to 75th Av Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Street IF 2014 NofDV & Construction EofAF Carryover $1,577,540 $0 $0 $0 $0 $0 $1,577,540 Construction Transportation Sales Tax Carryover $1,372,460 $0 $0 $0 $0 $0 $1,372,460 Land Acquisition Transportation Sales Tax Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total $3,000,000 $0 $0 $0 $0 $0 $3,000,000 367 City of Peoria FY2025 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: Economic Development This project will provide for the design, land acquisition and construction for the extension of the water system, wastewater system, interconnect, traffic control and widening of Lake Pleasant Pkwy between L303 and St Rte. 74. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks LPP Street Construction Base $0 $445,057 $263,165 $263,165 $0 $0 $971,387 Construction LPP Street Construction Base $0 $0 $24,750,000 $24,750,000 $0 $0 $49,500,000 Design LPP Street Construction Base $5,000,000 $0 $0 $0 $0 $0 $5,000,000 Land Acquisition LPP Street Construction Base $0 $15,000,000 $0 $0 $0 $0 $15,000,000 Commission LPP Street Construction Base $0 $0 $247,500 $247,500 $0 $0 $495,000 Design LPP Street Construction Carryover $2,000,000 $0 $0 $0 $0 $0 $2,000,000 $7,000,000 $15,445,057 $25,260,665 $25,260,665 $0 $0 $72,966,387 Svc Charges-Arts Total LED Streetlight Conversion - RESIDENTIAL Project Number: PW11161 Project Location: Citywide Live Peoria Goal: Public Safety 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 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. The division proposes to continue the systematic approach to replace approximately 1/3 of the remaining HPS lights in the city. There are approximately 9,077 remaining HPS in the city. Conversion costs is approximately $342 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. Energy efficiency savings are approximately 53% to-date by exchanging HPS lights to LED lights. Upon completion of the project, future energy savings are projected to be approximately 56%. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Contracting Transportation Sales Tax Base $1,221,000 $1,221,000 $0 $0 $0 $0 $2,442,000 Street Repairs Transportation Sales Tax Carryover $268,000 $0 $0 $0 $0 $0 $268,000 Total $1,489,000 $1,221,000 $0 $0 $0 $0 $2,710,000 368 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Mobile Town Subdivision Sidewalk Project Number: EN00819 Project Location: Southwest Corner of 91st Ave & Grand Ave Live Peoria Goal: Public Safety This project will provide for the public involvement, design, land acquisition. and construction of sidewalk in the Mobile Town subdivision. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $88,680 $88,680 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,354,960 $1,354,960 Design Transportation Sales Tax Base $0 $0 $0 $0 $0 $212,220 $212,220 Land Acquisition Transportation Sales Tax Base $0 $0 $0 $0 $0 $68,200 $68,200 Transportation Sales Tax Base $0 $0 $0 $0 $0 $15,673 $15,673 $0 $0 $0 $0 $0 $1,739,733 $1,739,733 Svc Charges-Arts Commission Total Northern Av Sidewalk; 85th Av to 83rd Av (North Side) Project Number: EN00796 Project Location: Northern Ave, 85th Ave to 83rd Ave (North Side) Live Peoria Goal: Public Safety This project provides for the design and construction of an 8' sidewalk along the north side of Northern Avenue between 85th Avenue and 83rd Avenue and the deceleration lane at the main driveway for the Harvest Church. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $34,540 $0 $34,540 Construction Transportation Sales Tax Base $0 $0 $0 $0 $500,845 $0 $500,845 Design Transportation Sales Tax Base $0 $0 $0 $0 $138,760 $0 $138,760 Transportation Sales Tax Base $0 $0 $0 $0 $6,397 $0 $6,397 $0 $0 $0 $0 $680,542 $0 $680,542 Svc Charges-Arts Commission Total 369 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Northern Parkway Project Number: EN00142 Project Location: Northern Ave, 71st Ave to 115th Ave Live Peoria Goal: Public Safety This project includes the City's contribution towards design, 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Projects Base $3,000,000 $0 $0 $0 $0 $0 $3,000,000 Chargebacks Transportation Sales Tax Base $0 $18,000 $5,000 $0 $0 $0 $23,000 Construction Transportation Sales Tax Base $0 $1,540,270 $116,410 $0 $0 $0 $1,656,680 Transportation Sales Tax Base $0 $15,403 $1,165 $0 $0 $0 $16,568 $3,000,000 $1,573,673 $122,575 $0 $0 $0 $4,696,248 Other CIP Capital Construction Cap ENG Svc Charges-Arts Commission Total 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: Public Safety This project will provide for the Design Concept Report (DCR) and recommend the roadway improvements, land acquisition requirements and the drainage improvements for the segment of Old Carefree Hwy from the Beardsley Canal to the Agua Fria River. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $190,340 $190,340 Studies Transportation Sales Tax Base $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $490,340 $490,340 Total 370 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Olive Av; 107th Av to 114th Av Streetlighting Project Project Number: EN00827 Project Location: Both Sides of Olive Ave between 107th Ave & 114th Ave Live Peoria Goal: Public Safety This project will provide for the design and construction of streetlights along Olive Avenue between 107th Avenue and 114th Avenue. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $69,311 $69,311 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,535,180 $1,535,180 Design Transportation Sales Tax Base $0 $0 $0 $0 $0 $203,150 $203,150 Other Equipment Transportation Sales Tax Base $0 $0 $0 $0 $0 $300,000 $300,000 Transportation Sales Tax Base $0 $0 $0 $0 $0 $17,384 $17,384 $0 $0 $0 $0 $0 $2,125,025 $2,125,025 Svc Charges-Arts Commission Total Pavement Management Program - Preservation Project Number: PW00138 Project Location: Citywide Live Peoria Goal: Public Safety 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 centerline miles of pavement to increase Peoria's PCI to >77. During FY21-23, we treated approximately 165 centerline miles of pavement. This decline in the amount of pavement miles was due to supply chain issues, material escalations and subsequent labor cost increases. In FY23, a new pavement condition index (PCI)survey was performed, which shows that the overall condition rating has fallen to 74, which indicates the need to continue with these preservation treatments. In an optimal Pavement Management Program, preservation is a critical component allowing the city to provide safe, efficient, and most importantly costeffective roadways. In order to maintain our streets in serviceable condition and extend lifespans, 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. This strategy maintains roadways that are in good condition throughout the city and prolongs pavement life. Every three years a technical condition survey will provide a continued measure of our success. Base/ Category Funding Source Carryover Street Repairs FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Highway User Base $4,100,000 $4,100,000 $4,100,000 $4,100,000 $4,100,000 $20,500,000 $41,000,000 Street Repairs Transportation Sales Tax Base $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $7,500,000 $15,000,000 $249,826 $0 $0 $0 $0 $0 $249,826 $0 $0 $424,274 Capital Projects-Outside Construction Srces Carryover Construction Transportation Sales Tax Carryover $424,274 $0 $0 $0 Total $6,274,100 $5,600,000 $5,600,000 $5,600,000 371 $5,600,000 $28,000,000 $56,674,100 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Pavement Management Program - Rehabilitation Project Number: PW13000 Project Location: Citywide Live Peoria Goal: Public Safety 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 pavement condition index (PCI) of 72. Our budget increased in FY18-20, and we treated nearly 190 miles of pavement to increase Peoria's pavement condition rating to >77. From FY21-23, we treated approximately 165 miles of pavement. This decline in the amount of pavement miles was due to supply chain issues, material escalations and subsequent labor cost increases. The most recent pavement condition survey shows that the overall condition rating fell to 74, which indicates the need to continue with rehabilitation. The Division proposes to continue its focus on the pavement segments that require rehabilitation - currently 43 miles/6.3% of our network. The intention is to reduce the backlog; however, with supply and demand, inflationary costs, city growth and age of pavement, the backlog increased. During FY20 to FY23, inflationary costs rose considerably, and less roadways were rehabilitated due to cost increases. We propose a systematic approach to extend the life cycle of the roadways and to address backlog of pavement rehabilitation treatments by continuing annual funding after FY26. Treatments are cyclical and are needed over time regardless of preservation treatments. Timely rehabilitation can prevent further deterioration and costly emergency repairs. By investing in rehabilitation now, we can avoid more extensive reconstruction projects in the future. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction GO Bonds 2022 Base $6,800,000 $0 $0 $0 $0 $0 $6,800,000 Construction Future GO Bonds Base $0 $6,800,000 $0 $0 $0 $0 $6,800,000 Svc Charges-Arts Commission Future GO Bonds Base $0 $68,000 $0 $0 $0 $0 $68,000 Construction Highway User Base $4,330,300 $0 $0 $0 $0 $0 $4,330,300 Construction Transportation Sales Tax Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total $11,430,300 $6,868,000 $0 $0 $0 $0 $18,298,300 Peoria Ave; 69th Ave-79th Ave Shade & Landscape Project Number: EN00690 Project Location: Peoria Ave; 69th Ave to 79th Ave Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $25,000 $42,000 $0 $67,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $1,400,000 $0 $1,400,000 Design Transportation Sales Tax Base $0 $0 $0 $125,000 $0 $0 $125,000 Transportation Sales Tax Base Svc Charges-Arts Commission Total $0 $0 $0 $1,250 $14,000 $0 $15,250 $0 $0 $0 $151,250 $1,456,000 $0 $1,607,250 372 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Public Works ADA Accessibility Project Number: PW00025 Project Location: Citywide Live Peoria Goal: Public Safety In the past, this fund was managed and rotated by Engineering and Public Works every other year. Engineering now has a fund, EN00025 for their needs and use as it applies to engineering design, consulting services and surveys with ADA Accessibility responsibilities. Public Works is requesting to keep the current PW00025 to fund on-going efforts to comply with the Americans with Disabilities Act (ADA) mandates within the public rights-of-way. Funds will be used to address ADA accessibility deficiencies and to meet Public Rights of Way Accessibility Guidelines (PRO-WAG) within roadways earmarked to receive a micro-surfacing, mill and overlay or pavement reconstruction. This includes existing curb ramps, aprons, sidewalks and driveways that need to be upgraded in order to be compliant with ADA requirements and city-approved policies (ADA Transition Plan). Costs to rehabilitate roadways with surface treatments and to remain compliant to PRO-WAG mandates within the public rights-of-way have escalated over the years. The last two years, FY23 and FY24 came to approximately $1.6 M. Without annual, on-going funds, this program would have to continue to be supported by PW13000 (Rehabilitation) and PW00138 (Preservation), which reduces the number of streets that will receive pavement surface treatments. Base/ Category Funding Source Street Repairs Highway User Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $1,600,000 $502,980 $0 $502,980 $0 $1,508,940 $4,114,900 $1,600,000 $502,980 $0 $502,980 $0 $1,508,940 $4,114,900 Total Quick Response Street Repairs Project Number: PW00027 Project Location: Citywide Live Peoria Goal: Public Safety 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 repairs. 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 typically not programmed as part of the ongoing maintenance program. Base/ Category Funding Source Street Repairs Highway User Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $242,400 $202,000 $202,000 $202,000 $202,000 $1,010,000 $2,060,400 $242,400 $202,000 $202,000 $202,000 $202,000 $1,010,000 $2,060,400 373 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Rural Area Road Maintenance Project Number: PW00163 Project Location: Citywide Live Peoria Goal: Public Safety 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 to 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 required. However, these unimproved roads continue to need on-going maintenance every five years. Base/ Category Funding Source Street Repairs Highway User Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $558,496 $0 $0 $0 $0 $558,496 $1,116,992 $558,496 $0 $0 $0 $0 $558,496 $1,116,992 Total Sonoran Mountain Ranch Emergency Access Project Number: EN00599 Project Location: 74th Av Alignment; Bajada Rd to 74th Ln Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Transportation Sales Tax Carryover $1,240,075 $0 $0 $0 $0 $0 $1,240,075 Total $1,240,075 $0 $0 $0 $0 $0 $1,240,075 374 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Streetlight Pole Replacement & Infill Program Project Number: PW11160 Project Location: Citywide Live Peoria Goal: Public Safety This program provides for the replacement of old streetlights and citizen requests for new/additional streetlights in residential areas. As of FY23, approximately 2,582 streetlight poles are more than 30 years old. These poles are buried directly into the ground; and water and weathering has damaged them causing rust and deterioration at the base. This compromises the poles' structural integrity. Each pole replacement costs approximately $4,300. This program continues to prioritize replacement of the oldest, most damaged poles and those in areas with significant water exposure from landscape and irrigation. As poles are replaced, new energy efficient LED fixtures are also installed. Base/ Category Funding Source Carryover Street Repairs FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Highway User Base $1,200,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 $10,200,000 Street Repairs Highway User Carryover $372,000 $0 $0 $0 $0 $0 $372,000 Total $1,572,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 $10,572,000 Streets Administration Office Renovations Project Number: PW00517 Project Location: Public Works Streets Administration 8850 North 79th Avenue Live Peoria Goal: Innovative Government Streets Administration has grown and needs additional office space to support staff. This project would add two offices located in the unused foyer area in an effort to better utilize available space. An estimate for the construction of the two offices is approximately $55,000. With design to be $10,000, office furniture for two workstations at approximately $18,000, and an 8% inflationary cost ($6,640), total estimated costs would be $89,640. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $89,640 $0 $0 $0 $0 $0 $89,640 $89,640 $0 $0 $0 $0 $0 $89,640 Building Improvements Highway User Total 375 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Technical Pavement Condition Survey & Support Project Number: PW00512 Project Location: Citywide Live Peoria Goal: Innovative Government 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 Pavement Management software It is then used to run various reports and scenarios to Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Professional Services Highway User Base Total $0 $300,000 $0 $0 $300,000 $300,000 $900,000 $0 $300,000 $0 $0 $300,000 $300,000 $900,000 Thunderbird Rd; 67th Av-81st Av Shade & Landscape Project Number: EN00691 Project Location: Thunderbird Rd; 67th Ave to 83rd Ave Live Peoria Goal: Economic Development 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $78,500 $78,500 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,690,000 $1,690,000 Transportation Sales Tax Base $0 $0 $0 $0 $0 $16,900 $16,900 $0 $0 $0 $0 $0 $1,785,400 $1,785,400 Svc Charges-Arts Commission Total 376 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Varney Rd; 83rd Av to Ryland at Silvercreek Subdivision Project Number: EN00127 Project Location: North Side of Varney Rd between 83rd Ave & Ryland at Silvercreek Subdivision Live Peoria Goal: Public Safety This project will provide for the design, ROW acquisition, and construction of half-street improvements along the north side of Varney Road between 83rd Avenue and the east boundary of the Ryland at Silvercreek subdivision. Improvements include curb, gutter, pavement, striping and signage, and burying overhead utilities. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $55,117 $16,211 $116,757 $188,085 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $2,575,723 $2,575,723 Design Transportation Sales Tax Base $0 $0 $0 $316,000 $0 $0 $316,000 Land Acquisition Transportation Sales Tax Base $0 $0 $0 $0 $350,595 $0 $350,595 Transportation Sales Tax Base $0 $0 $0 $3,160 $0 $25,758 $28,918 $0 $0 $0 $374,277 $366,806 $2,718,238 $3,459,321 Svc Charges-Arts Commission Total Vistancia Blvd & Happy Valley Rd Intersection Re-Alignment Project Number: EN00797 Project Location: Vistancia Blvd & Happy Valley Rd Live Peoria Goal: Public Safety This project will provide for the preparation of a Design Concept Report (DCR) to determine the long term solution to re-align the intersection of Vistancia Blvd and Happy Valley Rd. Staff prepared a preliminary estimate for the design, land acquisition and construction phases of the long term realignment solution and programmed the funding in the 10 year CIP. The programmed funding for the design, land acquisition and construction phases of the project will be updated following completion of the DCR. Base/ Category Funding Source Cap ENG Street IF 2014 Chargebacks WofAguaFria Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $171,488 $68,050 $156,513 $0 $0 $396,051 Base $0 $0 $0 $11,390,620 $0 $0 $11,390,620 Base $0 $1,044,200 $0 $0 $0 $0 $1,044,200 Base $0 $0 $1,175,000 $0 $0 $0 $1,175,000 Base $0 $10,442 $0 $113,907 $0 $0 $124,349 $0 $0 $0 $0 $500,000 $1,243,050 $11,661,040 $0 $0 $14,630,220 Street IF 2014 Construction WofAguaFria Street IF 2014 Design WofAguaFria Street IF 2014 Land Acquisition WofAguaFria Svc Charges-Arts Street IF 2014 Commission WofAguaFria Studies Transportation Sales Tax Carryover $500,000 $0 Total $500,000 $1,226,130 377 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Vistancia Blvd & HVR Interim Intersection Improvements Project Number: EN00834 Project Location: Vistancia Blvd & Happy Valley Rd Intersection Live Peoria Goal: Public Safety This project will provide for the design and construction of the Vistancia Boulevard & Happy Valley Road interim intersection improvements which includes modifying the existing raised median between Happy Valley Road and L303. The raised median will be modified to allow for dual lefts on Vistancia Blvd (northbound to eastbound) from ADOT's rights-of-way to the intersection and allows for dual left turns on Happy Valley Road (eastbound to northbound). Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $769,985 $0 $0 $0 $0 $0 $769,985 Base $157,170 $0 $0 $0 $0 $0 $157,170 $927,155 $0 $0 $0 $0 $0 $927,155 Street IF 2014 Construction WofAguaFria Street IF 2014 Design WofAguaFria Total Vistancia Intersections - Sight Distance Clearance Project Number: EN00801 Project Location: Vistancia Development Intersections Live Peoria Goal: 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $63,197 $0 $63,197 Construction Transportation Sales Tax Base $0 $0 $0 $0 $1,347,509 $0 $1,347,509 Design Transportation Sales Tax Base $0 $0 $0 $0 $75,000 $0 $75,000 Transportation Sales Tax Base Svc Charges-Arts Commission Total $0 $0 $0 $0 $14,226 $0 $14,226 $0 $0 $0 $0 $1,499,932 $0 $1,499,932 378 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Streets Whitney Dr; Cotton Crossing to Monroe St Project Number: EN00806 Project Location: Whitney Dr, Cotton Crossing to Monroe St Live Peoria Goal: Economic Development This project will provide for the design, ROW acquisition, and construction of a traffic signal, new driveway, and other incidental improvements at the intersection of Whitney Drive and Cotton Crossing. These improvements are being coordinated with the Downtown Streetscape project. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Capital Projects-Outside Construction Srces Base $400,000 $0 $0 $0 $0 $0 $400,000 Construction Transportation Sales Tax Base $2,800,000 $0 $0 $0 $0 $0 $2,800,000 Design Transportation Sales Tax Carryover $350,000 $0 $0 $0 $0 $0 $350,000 Total $3,550,000 $0 $0 $0 $0 $0 $3,550,000 Yearling and LPP Alternate Access Project Project Number: EN00840 Project Location: LPP between Remuda Dr & the Bellissimo Ln Alignment Live Peoria Goal: Public Safety This project will provide for the design and construction of a traffic signal and median modifications at the intersection of the access road and Lake Pleasant Parkway. The actual alignment of the intersection is located between Remuda Lane and the Bellissimo Lane alignment. The access road will extend from Lake Pleasant Parkway to the southwesterly direction to Yearling Road. The project also provides for the design and construction of a 50' long 10x4 5 barrel box culvert and includes extending APS power and City ITS to the location. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $108,799 $0 $0 $0 $108,799 Construction Transportation Sales Tax Base $0 $0 $2,641,620 $0 $0 $0 $2,641,620 Design Transportation Sales Tax Base $298,895 $0 $0 $0 $0 $0 $298,895 Transportation Sales Tax Base $0 $0 $26,417 $0 $0 $0 $26,417 $298,895 $0 $2,776,836 $0 $0 $0 $3,075,731 Svc Charges-Arts Commission Total 379 City of Peoria FY2025 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: Public Safety This project includes intersection improvements and installation of a traffic signal at the intersection of 107th Avenue and Rose Garden Lane. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Transportation Sales Tax Carryover $1,538,779 $0 $0 $0 $0 $0 $1,538,779 Land Acquisition Transportation Sales Tax Carryover $82,014 $0 $0 $0 $0 $0 $82,014 Total $1,620,793 $0 $0 $0 $0 $0 $1,620,793 83rd Av (Westwing Pkwy) & Jomax Rd Traffic Signal Project Number: EN00310 Project Location: 83rd Av (Westwing Pkwy) & Jomax Rd Live Peoria Goal: Public Safety This project will include intersection improvements and installation of a traffic signal at the intersection of 83rd Avenue (Westwing Parkway) and Jomax Road. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Capital Projects-Outside Construction Srces Base $226,626 $0 $0 $0 $0 $0 $226,626 Construction Transportation Sales Tax Base $1,278,374 $0 $0 $0 $0 $0 $1,278,374 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 $1,714,300 $0 $0 $0 $0 $0 $1,714,300 Capital Projects-Outside Design Srces Street IF 2014 NofDV & Design EofAF Street IF 2014 NofDV & Land Acquisition EofAF 380 City of Peoria FY2025 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: Innovative Government This project will include intersection improvements and installation of a traffic signal and fiber at the intersection of Cactus Road and 89th Avenue. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Capital Projects-Outside Construction Srces Carryover $254,950 $0 $0 $0 $0 $0 $254,950 Construction Transportation Sales Tax Carryover $1,121,000 $0 $0 $0 $0 $0 $1,121,000 Design Transportation Sales Tax Carryover $46,940 $0 $0 $0 $0 $0 $46,940 Land Acquisition Transportation Sales Tax Carryover $32,000 $0 $0 $0 $0 $0 $32,000 Total $1,454,890 $0 $0 $0 $0 $0 $1,454,890 Deer Valley Rd & 105th Av Traffic Signal Project Number: EN00781 Project Location: Deer Valley Rd & 105th Ave Live Peoria Goal: Public Safety The project includes installation of a traffic signal at the intersection of Deer Valley Road and 105th Avenue. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Transportation Sales Tax Base $1,467,750 $0 $0 $0 $0 $0 $1,467,750 Design Transportation Sales Tax Carryover $65,052 $0 $0 $0 $0 $0 $65,052 Total $1,532,802 $0 $0 $0 $0 $0 $1,532,802 381 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Traffic Control Happy Valley Pkwy; LPP to L303 Interconnect Conduit & Fiber Project Number: EN00739 Project Location: Happy Valley Pkwy; LPP to L303 Live Peoria Goal: Public Safety This project provides for the design and construction of new interconnect conduit, vaults, and fiber along the north side of Happy Valley Parkway between Lake Pleasant Parkway and L303. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $104,000 $0 $0 $0 $0 $104,000 Construction Transportation Sales Tax Base $0 $1,500,000 $0 $0 $0 $0 $1,500,000 Design Transportation Sales Tax Base $0 $100,000 $0 $0 $0 $0 $100,000 Transportation Sales Tax Base Svc Charges-Arts Commission Total $0 $16,000 $0 $0 $0 $0 $16,000 $0 $1,720,000 $0 $0 $0 $0 $1,720,000 Intelligent Transportation System Advanced Technology Enhancements Project Number: EN00789 Project Location: Citywide Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $67,600 $0 $67,600 $135,200 $270,400 Construction Transportation Sales Tax Base $1,300,000 $0 $1,300,000 $0 $1,300,000 $2,600,000 $6,500,000 Commission Transportation Sales Tax Base $0 $0 $13,000 $0 $13,000 $26,000 $52,000 Construction Transportation Sales Tax Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total $1,600,000 $0 $1,380,600 $0 $1,380,600 $2,761,200 $7,122,400 Svc Charges-Arts 382 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Traffic Control Jomax Rd & Aloravita Blvd Traffic Signal Project Number: EN00809 Project Location: Jomax Rd & Aloravita Blvd Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $0 $0 $0 $400,000 $400,000 Base $0 $0 $0 $0 $0 $127,130 $127,130 Base $0 $0 $0 $0 $0 $1,955,000 $1,955,000 Capital Projects-Outside Design Srces Cap ENG Street IF 2014 NofDV & Chargebacks EofAF Street IF 2014 NofDV & Construction EofAF Svc Charges-Arts Street IF 2014 NofDV & Commission EofAF Base Total $0 $0 $0 $0 $0 $19,550 $19,550 $0 $0 $0 $0 $0 $2,501,680 $2,501,680 LPP & DVR Traffic Signal & Intersection Modifications Project Number: EN00832 Project Location: Lake Pleasant Pkwy & Deer Valley Rd Live Peoria Goal: Public Safety This project will provide for the design and construction of modifications to the traffic signal and intersection at Lake Pleasant Parkway and Deer Valley Road consisting of adding dual left turn lanes for northbound to westbound and southbound to eastbound. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Transportation Sales Tax Base $1,006,020 $0 $0 $0 $0 $0 $1,006,020 Design Transportation Sales Tax Base Total $194,365 $0 $0 $0 $0 $0 $194,365 $1,200,385 $0 $0 $0 $0 $0 $1,200,385 383 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Traffic Control Olive Av & 89th Av Traffic Signal Project Number: EN00825 Project Location: Olive Ave & 89th Ave Live Peoria Goal: Public Safety This project will provide for the design and construction of a traffic signal and other incidental improvements at the intersection of Olive Avenue and 89th Avenue. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $22,830 $44,315 $67,145 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,158,980 $1,158,980 Design Transportation Sales Tax Base $0 $0 $0 $0 $183,890 $0 $183,890 Transportation Sales Tax Base Svc Charges-Arts Commission Total $0 $0 $0 $0 $1,839 $11,590 $13,429 $0 $0 $0 $0 $208,559 $1,214,885 $1,423,444 School Flashing Signals Project Number: EN00807 Project Location: Citywide Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $61,839 $61,839 $0 $0 $0 $123,678 Construction Transportation Sales Tax Base $866,963 $866,963 $866,963 $0 $0 $0 $2,600,889 Design Transportation Sales Tax Base $203,736 $203,736 $203,736 $0 $0 $0 $611,208 Other Equipment Transportation Sales Tax Base $74,472 $74,472 $74,472 $0 $0 $0 $223,416 Transportation Sales Tax Base $0 $10,707 $10,707 $0 $0 $0 $21,414 $1,145,171 $1,217,717 $1,217,717 $0 $0 $0 $3,580,605 Svc Charges-Arts Commission Total 384 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Traffic Control Traffic Management Center Equipment Replacement Project Number: EN00433 Project Location: Peoria Municipal Complex Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $30,000 $30,000 $60,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $500,000 $500,000 $1,000,000 Commission Transportation Sales Tax Base $0 $0 $0 $0 $5,000 $5,000 $10,000 Construction Transportation Sales Tax Carryover $81,172 $0 $0 $0 $0 $0 $81,172 Total $81,172 $0 $0 $0 $535,000 $535,000 $1,151,172 Svc Charges-Arts Traffic Signal Interconnect Project (TSIP) Project Number: EN00133 Project Location: Citywide Live Peoria Goal: Public Safety 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $5,000 $0 $5,000 $0 $15,000 $25,000 Construction Transportation Sales Tax Base $0 $175,000 $0 $175,000 $0 $525,000 $875,000 Design Transportation Sales Tax Base $0 $25,000 $0 $25,000 $0 $75,000 $125,000 Commission Transportation Sales Tax Base $0 $2,000 $0 $2,000 $0 $6,000 $10,000 Construction Transportation Sales Tax Carryover $216,161 $0 $0 $0 $0 $0 $216,161 Design Transportation Sales Tax Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Total $241,161 $207,000 $0 $207,000 $0 $621,000 $1,276,161 Svc Charges-Arts 385 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Program Project Number: EN00170 Project Location: Citywide Live Peoria Goal: Public Safety 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). Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Transportation Sales Tax Base $0 $44,500 $44,500 $44,500 $44,500 $222,500 $400,500 Construction Transportation Sales Tax Base $550,000 $550,000 $550,000 $550,000 $550,000 $2,750,000 $5,500,000 Commission Transportation Sales Tax Base $0 $5,500 $5,500 $5,500 $5,500 $27,500 $49,500 Construction Transportation Sales Tax Carryover $430,000 $0 $0 $0 $0 $0 $430,000 Total $980,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,380,000 Svc Charges-Arts Traffic Signal Renovation and Replacement Project Number: PW00993 Project Location: Citywide Live Peoria Goal: Public Safety 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 will be able to update and upgrade critical signal components at approximately three to five intersections annually at this proposed funding amount. If not funded, the division will need to focus on reactive repair of existing, aged and outdated components rather than focusing on pro-active maintenance. This will cause the need to increase operational funds to account for the increased repair cost. In FY27, the project increases are due to anticipated end-of-life of existing infrastructure and the need to increase the number of intersections serviced from three to five, to five to seven to continue to keep pace with aging infrastructure. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Contracting Highway User Base Total $540,960 $450,800 $450,800 $450,800 $450,800 $2,254,000 $4,598,160 $540,960 $450,800 $450,800 $450,800 $450,800 $2,254,000 $4,598,160 386 City of Peoria FY2025 - FY2034 Capital Improvement Program Water Water projects in the 10-year program are funded using general obligation bonds, revenue bonds, utility service revenues, and development impact fees. Projects within this program include, but are not limited to the CAP/LLP Intersection Wellfield for the addition of five new potable water wells to provide redundancy and enhance water reliability, the Zone 6E Reservoir & Booster Pump Station will serve as a regional storage and booster pump facility, and the New Verde Space Storage Capacity project, which funds a portion of the construction costs for a modified Bartlett Dam and purchases an equivalent amount of dam storage capacity that would provide additional renewable water supplies for the City of Peoria. 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 - $314,347,914 $120,000,000.00 $100,000,000.00 $80,000,000.00 $60,000,000.00 $40,000,000.00 $20,000,000.00 $0.00 FY25 FY26 FY27 FY28 FY29 387 FY30 FY31 FY32 FY33 FY34 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Water Summary by Funding Source Project Name Pg# FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total 83rd & Northern Well Relocation 391 $2,200,000 $0 $3,994,663 $0 $0 $0 $6,194,663 Agua Fria Booster Station - Phase II 391 $0 $461,398 $3,928,033 $0 $0 $0 $4,389,431 Arizona Department of Transportation (ADOT) 392 $0 $0 $0 $0 $360,060 $3,810,105 $4,170,165 Asset Management Program 392 $250,000 $50,000 $50,000 $75,000 $75,000 $475,000 $975,000 Bartlett Dam Modification Feasibility Study Cost- 393 $200,000 $0 $0 $0 $0 $0 $200,000 CAP Pump Station Rehabilitation - Quintero 393 $5,422,614 $0 $0 $0 $0 $0 $5,422,614 CAP/LPP Intersection Wellfield 394 $38,030,022 $0 $0 $0 $0 $0 $38,030,022 Desert Harbor Well Rehabilitation 394 $0 $0 $0 $2,046,882 $0 $0 $2,046,882 El Mirage Road Waterline Upsizing 395 $0 $1,699,830 $0 $0 $0 $0 $1,699,830 Facility Reconditioning & Water Quality Program 395 $3,440,697 $1,640,258 $1,637,506 $1,801,162 $1,800,626 $9,936,583 $20,256,832 Fire Hydrant & Valve Replacement Program 396 $1,144,038 $707,000 $707,000 $777,700 $777,700 $4,211,700 $8,325,138 Greenway Equipment Upgrade & Replacement 396 $1,308,042 $250,000 $250,000 $275,000 $975,000 $2,500,000 $5,558,042 Integrated Water Utility Master Plan (IWUMP) 397 $0 $0 $0 $0 $800,000 $800,000 $1,600,000 Jomax Booster Station Upgrades 397 $206,875 $0 $0 $0 $0 $0 $206,875 Jomax Waterline - Loop 303 to El Mirage Road 398 $0 $0 $0 $0 $2,007,012 $0 $2,007,012 Lake Pleasant Pkwy 24-inch Waterline; Loop 303 - 398 $560,000 $7,176,128 $0 $0 $0 $0 $7,736,128 Local Waterline Improvement Program 399 $250,000 $256,290 $255,860 $283,040 $282,956 $1,567,501 $2,895,647 LPH Mystic Water Oversizing 399 $383,325 $0 $0 $0 $0 $0 $383,325 MOC Reservoir (R101) Site Improvements 400 $1,094,525 $0 $0 $0 $0 $0 $1,094,525 New Verde Space Storage Capacity 400 $0 $0 $24,050,000 $24,050,000 $0 $0 $48,100,000 Patterson Reservoir Well Connections & Well Site 401 $527,500 $5,125,806 $5,117,205 $0 $0 $0 $10,770,511 Pyramid Peak Water Treatment Plant - Upgrades 401 $2,252,310 $0 $0 $0 $0 $0 $2,252,310 Quintero Equipment Upgrade & Replacement 402 $409,968 $0 $0 $50,000 $50,000 $350,000 $859,968 Reclaimed Water Master Plan Implementation 402 $2,205,000 $0 $0 $0 $0 $0 $2,205,000 Risk & Resiliency Improvements 403 $450,000 $0 $0 $0 $0 $0 $450,000 SCADA Equipment Replacement Program 403 $561,015 $253,753 $253,327 $280,237 $280,154 $1,551,982 $3,180,468 SRP/CAP Interconnect Facility (SCIF) Participation 404 $1,151,000 $0 $7,272,000 $0 $0 $0 $8,423,000 Sweetwater Well Site Rehabilitation 404 $450,000 $0 $3,588,064 $0 $0 $0 $4,038,064 Technology and Security Master Plan 405 $220,875 $0 $0 $0 $0 $0 $220,875 Utility Billing System 405 $150,000 $0 $0 $2,660,000 $0 $0 $2,810,000 Vistancia Zone 5W Waterline 406 $0 $205,753 $2,047,547 $0 $0 $0 $2,253,300 Water & Wastewater Rate Study 406 $311,231 $0 $0 $200,000 $0 $200,000 $711,231 Water Line Assessment & Replacement Program 407 $6,107,763 $2,562,903 $2,558,602 $2,573,089 $2,572,323 $14,346,087 $30,720,767 Water Loss Audit System Improvements 407 $93,011 $0 $0 $0 $0 $0 $93,011 Water Meter Replacement Program 408 $0 $0 $4,870,000 $5,010,000 $0 $0 $9,880,000 Water System R&M Expense Program 408 $3,600,000 $609,007 $607,985 $662,379 $662,182 $3,630,272 $9,771,825 Water/Wastewater Hydraulic Model Update 409 $315,692 $50,000 $50,000 $50,000 $75,000 $450,000 $990,692 Water/Wastewater/Expansion Fee Update 409 $0 $0 $0 $125,000 $0 $125,000 $250,000 388 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Water Summary by Funding Source Project Name Pg# FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Weedville Well Site Rehabilitation 410 $2,382,967 $0 $0 $0 $0 $0 $2,382,967 Wellhead Water Quality Mitigation Program 410 $600,000 $0 $0 $0 $0 $0 $600,000 Wells - New Construction Program 411 $2,061,095 $658,004 $0 $0 $3,050,347 $6,783,541 $12,552,987 West Agua Fria Water Lines 411 $3,831,037 $606,000 $0 $0 $0 $0 $4,437,037 Westbrook 1/3C Well & Reservoir Rehabilitation 412 $150,000 $0 $0 $0 $0 $0 $150,000 Westland Reservoir/Booster Station - Phase II 412 $0 $0 $0 $0 $3,377,448 $3,087,897 $6,465,345 White Mountain Apache Tribe Water Rights 413 $0 $0 $0 $2,338,022 $724,529 $1,963,551 $5,026,102 Zone 2/3 Booster Station 413 $500,000 $0 $0 $1,037,564 $6,151,117 $6,140,779 $13,829,460 Zone 5E/6E Reservoir & Booster Pump Station 414 $17,730,863 $0 $0 $0 $0 $0 $17,730,863 $100,551,465 $22,312,130 $61,237,792 $44,295,075 $24,021,454 $61,929,998 $314,347,914 Total - Water 389 City of Peoria FY2025-2034 Capital Improvement Water Summary by Funding Source and Type Fund Number and Name 2050 - Water FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $23,929,761 $18,589,800 $20,282,081 $13,174,553 $11,873,925 $49,037,878 $136,887,998 $7,147 $0 $0 $0 $0 $0 $7,147 2162 - Water Impact Fees - Post 1-1-2012 $137,536 $0 $0 $0 $0 $0 $137,536 2163 - Water Impact Fees - South of Bell Rd $1,790,547 $0 $3,535,000 $35,000 $0 $5,000 $5,365,547 2164 - Water Impact Fees - North of Bell Rd $2,424,658 $606,000 $0 $0 $0 $0 $3,030,658 2165 - Water Impact Fees - 2019 WofAguaFria $1,228,515 $1,901,830 $3,955,041 $1,162,000 $5,344,500 $3,060,000 $16,651,886 2166 - Wtr IF 2019 N of Bell $2,052,789 $1,064,500 $1,946,340 $25,000 $2,978,500 $6,311,069 $14,378,198 $0 $0 $0 $2,338,022 $724,529 $1,963,551 $5,026,102 2222 - W/S Rev Bonds 2022 (Wtr) $3,994,455 $0 $0 $0 $0 $0 $3,994,455 2227 - Future Water Revenue Bonds $20,729,994 $0 $29,746,000 $24,050,000 $2,525,000 $0 $77,050,994 2228 - Cap Prjct-Wtr Outside Sources $4,708,951 $0 $0 $0 $0 $0 $4,708,951 2273 - WIFA 2021 Loan (Reclaimed Water) $1,200,000 $0 $0 $0 $0 $0 $1,200,000 2274 - WIFA 2023 LPP Wellfield $33,812,181 $0 $0 $0 $0 $0 $33,812,181 $805,852 $150,000 $1,773,330 $2,455,500 $575,000 $1,417,500 $7,177,182 $5,000 $0 $0 $124,500 $0 $29,500 $159,000 2161 - Water Expansion 2167 - Water Resource Fees - Post 8-1-2014 2400 - Wastewater 2506 - Wastewater Impact Fees - East of Agua Fria 2507 - Wastewater Impact Fees - West of Agua Fria $5,000 $0 $0 $75,500 $0 $20,500 $101,000 2590 - Commercial Solid Waste $70,022 $0 $0 $257,000 $0 $30,000 $357,022 2600 - Residential Solid Waste $132,951 $0 $0 $528,000 $0 $55,000 $715,951 $5,000 $0 $0 $70,000 $0 $0 $75,000 $1,005,000 $0 $0 $0 $0 $0 $1,005,000 $4,422 $0 $0 $0 $0 $0 $4,422 $2,501,684 $0 $0 $0 $0 $0 $2,501,684 $100,551,465 $22,312,130 $61,237,792 $44,295,075 $24,021,454 $61,929,998 $314,347,914 2700 - Storm Water Drainage System 4254 - GO Bonds 2021 4810 - Capital Projects-Outside Srces 7125 - ARPA Grant Total - Water 390 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water 83rd & Northern Well Relocation Project Number: UT00518 Project Location: 83rd Avenue and Northern Avenue Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $106,163 $0 $0 $0 $106,163 Cap ENG Chargebacks Water Base $0 Construction Water Base $0 $0 $3,500,000 $0 $0 $0 $3,500,000 Design Water Base $0 $0 $350,000 $0 $0 $0 $350,000 $0 $0 $38,500 $0 $0 $0 $38,500 $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Svc Charges-Arts Commission Water Base Construction Water Carryover Design Water Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total $2,200,000 $0 $3,994,663 $0 $0 $0 $6,194,663 Agua Fria Booster Station - Phase II Project Number: UT00501 Project Location: Lake Pleasant Parkway and Lone Mountain Road Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $1,898 $46,652 $0 $0 $0 $48,550 Base $0 $0 $2,493 $0 $0 $0 $2,493 Base $0 $0 $1,913,413 $0 $0 $0 $1,913,413 Cap ENG Chargebacks Water Cap ENG Water Impact Fees - Chargebacks 2019 WofAguaFria Water Impact Fees - Construction 2019 WofAguaFria Svc Charges-Arts Water Impact Fees - Commission 2019 WofAguaFria Base $0 $0 $19,135 $0 $0 $0 $19,135 Chargebacks Wtr IF 2019 N of Bell Base $0 $5,000 $2,507 $0 $0 $0 $7,507 Construction Wtr IF 2019 N of Bell Base $0 $450,000 $1,924,587 $0 $0 $0 $2,374,587 Wtr IF 2019 N of Bell Base Cap ENG Svc Charges-Arts Commission Total $0 $4,500 $19,246 $0 $0 $0 $23,746 $0 $461,398 $3,928,033 $0 $0 $0 $4,389,431 391 City of Peoria FY2025 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: Water Security 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 redundancy in the area. In addition, this project includes the evaluation, design and possible installation of wellhead treatment equipment at the well site. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $0 $0 $0 $6,560 $275,105 $281,665 Construction Water Base $0 $0 $0 $0 $0 $3,500,000 $3,500,000 Design Water Base $0 $0 $0 $0 $350,000 $0 $350,000 Water Base $0 $0 $0 $0 $3,500 $35,000 $38,500 $0 $0 $0 $0 $360,060 $3,810,105 $4,170,165 Svc Charges-Arts Commission Total Asset Management Program Project Number: UT00256 Project Location: Citywide Live Peoria Goal: Water Security 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. Base/ Category Funding Source Studies Water Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $50,000 $50,000 $50,000 $75,000 $75,000 $475,000 $775,000 Other Professional Services Wastewater Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total $250,000 $50,000 $50,000 $75,000 $75,000 $475,000 $975,000 392 City of Peoria FY2025 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: Water Security 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/ Category Funding Source Carryover Studies FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Water Base $100,000 $0 $0 $0 $0 $0 $100,000 Studies Water Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total $200,000 $0 $0 $0 $0 $0 $200,000 CAP Pump Station Rehabilitation - Quintero Project Number: UT00274 Project Location: 163rd Ave & Jomax Rd Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Future Water Revenue Construction Bonds Base $2,400,000 $0 $0 $0 $0 $0 $2,400,000 Water System Water Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Carryover $3,002,614 $0 $0 $0 $0 $0 $3,002,614 Total $5,422,614 $0 $0 $0 $0 $0 $5,422,614 W/S Rev Bonds 2022 Construction (Wtr) 393 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water CAP/LPP Intersection Wellfield Project Number: UT00523 Project Location: Lake Pleasant Parkway & CAP Canal Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover Construction FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Water Base $1,677,503 $0 $0 $0 $0 $0 $1,677,503 Construction WIFA 2023 LPP Wellfield Base $16,522,497 $0 $0 $0 $0 $0 $16,522,497 Studies Water Carryover $38,654 $0 $0 $0 $0 $0 $38,654 Construction WIFA 2023 LPP Wellfield Carryover $13,534,809 $0 $0 $0 $0 $0 $13,534,809 Design WIFA 2023 LPP Wellfield Carryover $2,720,000 $0 $0 $0 $0 $0 $2,720,000 Land Acquisition WIFA 2023 LPP Wellfield Carryover $900,000 $0 $0 $0 $0 $0 $900,000 Services WIFA 2023 LPP Wellfield Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Studies WIFA 2023 LPP Wellfield Carryover Construction ARPA Grant Other Professional $34,875 $0 $0 $0 $0 $0 $34,875 $2,501,684 $0 $0 $0 $0 $0 $2,501,684 Total $38,030,022 $0 $0 $0 $0 $0 $38,030,022 Carryover Desert Harbor Well Rehabilitation Project Number: UT00510 Project Location: 91st Avenue and Greenway Road Live Peoria Goal: Water Security This project will recommission the waterline from the Desert Harbor Well to the Arrowhead Shores Reservoir in order to facilitate mixing of two water sources including the Desert Harbor Well and the Arrowhead Shores Well. The Desert Harbor Well is currently only used to supply non-potable water to the Desert Harbor HOA Lake due to arsenic concerns. The blending of this water source with the Arrowhead Shores Well will allow for an increase in the reliable water supply for the area. This project will allow some of the well capacity to be used for potable purposes. In addition to rehabilitation of the waterline, the site will be brought up to current City standards. Design for this project has already been completed. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $0 $0 $26,882 $0 $0 $26,882 Construction Water Base $0 $0 $0 $2,000,000 $0 $0 $2,000,000 Water Base $0 $0 $0 $20,000 $0 $0 $20,000 $0 $0 $2,046,882 $0 $0 $2,046,882 Svc Charges-Arts Commission Total $0 394 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water El Mirage Road Waterline Upsizing Project Number: UT00430 Project Location: Vistancia/Lake Pleasant Heights Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $1,683,000 $0 $0 $0 $0 $1,683,000 Base $0 $16,830 $0 $0 $0 $0 $16,830 $0 $1,699,830 $0 $0 $0 $0 $1,699,830 Water Impact Fees Construction 2019 WofAguaFria Svc Charges-Arts Water Impact Fees - Commission 2019 WofAguaFria Total Facility Reconditioning & Water Quality Program Project Number: UT00206 Project Location: Citywide Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $24,258 $21,506 $33,662 $33,126 $493,083 $605,635 Construction Water Base $1,600,000 $1,600,000 $1,600,000 $1,750,000 $1,750,000 $9,350,000 $17,650,000 Svc Charges-Arts Commission Water Base $0 $16,000 $16,000 $17,500 $17,500 $93,500 $160,500 Construction Water Carryover $1,840,697 $0 $0 $0 $0 $0 $1,840,697 Total $3,440,697 $1,640,258 $1,637,506 $1,801,162 $1,800,626 395 $9,936,583 $20,256,832 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Fire Hydrant & Valve Replacement Program Project Number: UT00204 Project Location: Citywide Live Peoria Goal: Water Security 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. Base/ Category Funding Source Construction Water Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $700,000 $700,000 $700,000 $770,000 $770,000 $4,170,000 $7,810,000 Svc Charges-Arts Commission Water Base $0 $7,000 $7,000 $7,700 $7,700 $41,700 $71,100 Construction Water Carryover $444,038 $0 $0 $0 $0 $0 $444,038 Total $1,144,038 $707,000 $707,000 $777,700 $777,700 $4,211,700 $8,325,138 Greenway Equipment Upgrade & Replacement Program Project Number: UT00316 Project Location: Greenway Water Treatment Plant Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Equipment Water Base $250,000 $250,000 $250,000 $275,000 $975,000 $2,500,000 $4,500,000 Other Equipment Water Carryover $1,058,042 $0 $0 $0 $0 $0 $1,058,042 Total $1,308,042 $250,000 $250,000 $275,000 $975,000 $2,500,000 $5,558,042 396 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Integrated Water Utility Master Plan (IWUMP) Project Number: UT00271 Project Location: Citywide Live Peoria Goal: Water Security This project will update the Integrated Water Utilities Master Plan (IWUMP), which addresses the City's water, wastewater, and reuse systems, as well as the City's water portfolio. This master planning study focuses on the condition of our existing systems, water supply and demand, as well as how to plan for future growth. According to the City's adopted Principles of Sound Water Management, staff will update the IWUMP on a seven-year cycle, to keep up with development and regulatory changes. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $0 $400,000 $400,000 $800,000 Other Professional Services Water Base Wastewater Base Other Professional Services Total $0 $0 $0 $0 $400,000 $400,000 $800,000 $0 $0 $0 $0 $800,000 $800,000 $1,600,000 Jomax Booster Station Upgrades Project Number: UT00285 Project Location: 7075 W Jomax Rd Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Water Carryover $95,200 $0 $0 $0 $0 $0 $95,200 Water Carryover $2,390 $0 $0 $0 $0 $0 $2,390 Carryover $161 $0 $0 $0 $0 $0 $161 Carryover $1,000 $0 $0 $0 $0 $0 $1,000 Carryover $1,867 $0 $0 $0 $0 $0 $1,867 Carryover $1,835 $0 $0 $0 $0 $0 $1,835 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Other Professional Services Water Impact Fees - Post Construction 1-1-2012 Water Impact Fees - Post Water System 1-1-2012 Water Impact Fees - Construction North of Bell Rd Water Impact Fees - Water System North of Bell Rd Water Impact Fees - Construction 2019 WofAguaFria Capital Projects-Outside Construction Srces Carryover $4,422 $0 $0 $0 $0 $0 $4,422 Total $206,875 $0 $0 $0 $0 $0 $206,875 397 City of Peoria FY2025 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: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $0 $0 $5,512 $0 $5,512 Base $0 $0 $0 $0 $32,000 $0 $32,000 Base $0 $0 $0 $0 $1,950,000 $0 $1,950,000 Cap ENG Chargebacks Water Cap ENG Water Impact Fees - Chargebacks 2019 WofAguaFria Water Impact Fees - Construction 2019 WofAguaFria Svc Charges-Arts Water Impact Fees - Commission 2019 WofAguaFria Base Total $0 $0 $0 $0 $19,500 $0 $19,500 $0 $0 $0 $0 $2,007,012 $0 $2,007,012 Lake Pleasant Pkwy 24-inch Waterline; Loop 303 - SR74 Project Number: UT00527 Project Location: Lake Pleasant Parkway - Loop 303 to SR74 Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $106,128 $0 $0 $0 $0 $106,128 Construction Water Base $0 $7,000,000 $0 $0 $0 $0 $7,000,000 Commission Water Base $0 $70,000 $0 $0 $0 $0 $70,000 Design Water Carryover $560,000 $0 $0 $0 $0 $0 $560,000 Total $560,000 $7,176,128 $0 $0 $0 $0 $7,736,128 Svc Charges-Arts 398 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Local Waterline Improvement Program Project Number: UT00203 Project Location: Citywide Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $3,790 $3,360 $5,290 $5,206 $77,751 $95,397 Construction Water Base $250,000 $250,000 $250,000 $275,000 $275,000 $1,475,000 $2,775,000 Water Base $0 $2,500 $2,500 $2,750 $2,750 $14,750 $25,250 $250,000 $256,290 $255,860 $283,040 $282,956 $1,567,501 $2,895,647 Svc Charges-Arts Commission Total LPH Mystic Water Oversizing Project Number: UT00445 Project Location: Lake Pleasant Heights Development Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Carryover $261,097 $0 $0 $0 $0 $0 $261,097 Water Impact Fees Construction North of Bell Rd Water Impact Fees - Construction 2019 WofAguaFria Carryover $94,528 $0 $0 $0 $0 $0 $94,528 Construction Wtr IF 2019 N of Bell Carryover $27,700 $0 $0 $0 $0 $0 $27,700 Total $383,325 $0 $0 $0 $0 $0 $383,325 399 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water MOC Reservoir (R101) Site Improvements Project Number: UT00434 Project Location: 79th Avenue & Olive Avenue Live Peoria Goal: Water Security 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 FY24. Therefore, funding is requested to be carried over to FY25. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Water Carryover $944,525 $0 $0 $0 $0 $0 $944,525 Water System Water Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Total $1,094,525 $0 $0 $0 $0 $0 $1,094,525 New Verde Space Storage Capacity Project Number: UT00535 Project Location: Citywide Live Peoria Goal: Water Security This project funds a portion of the construction costs for a modified Bartlett Dam and purchases an equivalent amount of dam storage capacity that would provide additional renewable water supplies for the City of Peoria. To restore lost storage capacity on the Verde River and prepare for increasing rain and snowmelt variability, Salt River Project (SRP) and regional stakeholders, including Peoria, are proposing to raise the height of Bartlett Dam to mitigate existing issues and capture additional water on the Salt-Verde system. Purchasing additional renewable supply is an important investment as Peoria continues to prepare for future Colorado River shortages. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 $0 $0 $24,050,000 $24,050,000 $0 $0 $24,050,000 $24,050,000 FY2029 FY30-34 Total $0 $0 $48,100,000 $0 $0 $48,100,000 Future Water Revenue Water Resource Fees Bonds Base Total 400 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Patterson Reservoir Well Connections & Well Site Improvements Project Number: UT00328 Project Location: 107th Avenue - Deer Valley Road to Williams Road Live Peoria Goal: Water Security This project will provide pre-design, design, utility coordination, permitting, construction administration, and construction services for improvements of aging infrastructure at the well site located at 104th Avenue and Deer Valley Road (W210), the well site at 105th Avenue and Rose Garden Lane (W209) and the Patterson well, reservoir, and booster pump station site at 107th Avenue and Williams Road (W211). This project also provides those services for a new waterline that will connect W209 and W210 to the W211 reservoir. Customers have reported cloudy water concerns when water was being delivered from W209 and W210. Although not a health concern, the cloudy water, caused by dissolved air, is an aesthetic issue that needs to be resolved before continuing to utilize these wells. The new pipeline will deliver water from both wells to the Patterson reservoir. In the reservoir, the dissolved air will have time to dissipate before the water is pumped to the system. Utilizing these wells regularly provides water supply redundancy in the area. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $75,806 $67,205 $0 $0 $0 $143,011 Construction Water Base $0 $5,000,000 $5,000,000 $0 $0 $0 $10,000,000 Design Water Base $500,000 $0 $0 $0 $0 $0 $500,000 Svc Charges-Arts Commission Water Base $0 $50,000 $50,000 $0 $0 $0 $100,000 Water System Water Carryover $27,500 $0 $0 $0 $0 $0 $27,500 Total $527,500 $5,125,806 $5,117,205 $0 $0 $0 $10,770,511 Pyramid Peak Water Treatment Plant - Upgrades Project Number: UT00037 Project Location: Pyramid Peak Parkway & Blue Sky Drive Live Peoria Goal: Water Security This project is for capital costs associated with ongoing operation and maintenance of the Pyramid Peak Water Treatment Plant in the City of Glendale. Peoria currently owns 24 million gallons per day (MGD) of capacity at the plant, representing 44 percent of the plant's total capacity and is responsible for 44 percent of the cost for plant improvements. This includes anticipated design and construction costs for projects identified as necessary as a result of recent condition assessments. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $2,100,000 $0 $0 $0 $0 $0 $2,100,000 Carryover $125,004 $0 $0 $0 $0 $0 $125,004 Carryover $27,306 $0 $0 $0 $0 $0 $27,306 Total $2,252,310 $0 $0 $0 $0 $0 $2,252,310 Future Water Revenue Construction Bonds W/S Rev Bonds 2022 Construction (Wtr) W/S Rev Bonds 2022 Water System (Wtr) 401 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Quintero Equipment Upgrade & Replacement Program Project Number: UT00418 Project Location: Quintero Water Treatment Plant Live Peoria Goal: Water Security 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/ Category Funding Source Carryover Other Equipment Water Base FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $50,000 $50,000 $350,000 $450,000 Construction Water Carryover $5,697 $0 $0 $0 $0 $0 $5,697 Other Equipment Water Carryover $248,649 $0 $0 $0 $0 $0 $248,649 Water System Water Carryover $7,573 $0 $0 $0 $0 $0 $7,573 Water System R & M Water Carryover $148,049 $0 $0 $0 $0 $0 $148,049 Total $409,968 $0 $0 $50,000 $50,000 $350,000 $859,968 Reclaimed Water Master Plan Implementation Project Number: UT00505 Project Location: Citywide Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total WIFA 2021 Loan Water System (Reclaimed Water) Carryover $1,200,000 $0 $0 $0 $0 $0 $1,200,000 Construction GO Bonds 2021 Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Water System GO Bonds 2021 Carryover $5,000 $0 $0 $0 $0 $0 $5,000 Total $2,205,000 $0 $0 $0 $0 $0 $2,205,000 402 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Risk & Resiliency Improvements Project Number: UT00522 Project Location: Citywide Live Peoria Goal: Water Security 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/ Category Funding Source Carryover Construction FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Water Base $150,000 $0 $0 $0 $0 $0 $150,000 Construction Water Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total $450,000 $0 $0 $0 $0 $0 $450,000 SCADA Equipment Replacement Program Project Number: UT00266 Project Location: Citywide Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $3,753 $3,327 $5,237 $5,154 $76,982 $94,453 Other Equipment Water Base $125,000 $125,000 $125,000 $137,500 $137,500 $737,500 $1,387,500 Other Equipment Wastewater Base $125,000 $125,000 $125,000 $137,500 $137,500 $737,500 $1,387,500 Other Acquisitions Water Carryover $4,294 $0 $0 $0 $0 $0 $4,294 Other Equipment Water Carryover $205,633 $0 $0 $0 $0 $0 $205,633 Construction Wastewater Carryover $465 $0 $0 $0 $0 $0 $465 Other Equipment Wastewater Carryover $99,375 $0 $0 $0 $0 $0 $99,375 Water System Wastewater Carryover $1,248 $0 $0 $0 $0 $0 $1,248 Total $561,015 $253,753 $253,327 $280,237 $280,154 $1,551,982 $3,180,468 403 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water SRP/CAP Interconnect Facility (SCIF) Participation Project Number: UT00532 Project Location: Outside City Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover Construction FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Water Base $460,000 $0 $1,504,000 $0 $0 $0 $1,964,000 Water Base $0 $0 $72,000 $0 $0 $0 $72,000 Svc Charges-Arts Commission Future Water Revenue Construction Bonds Base $0 $0 $5,696,000 $0 $0 $0 $5,696,000 Design Water Carryover $691,000 $0 $0 $0 $0 $0 $691,000 Total $1,151,000 $0 $7,272,000 $0 $0 $0 $8,423,000 Sweetwater Well Site Rehabilitation Project Number: UT00442 Project Location: 91st Avenue & Loop 101 Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $53,064 $0 $0 $0 $53,064 Base $0 $0 $3,500,000 $0 $0 $0 $3,500,000 Base $0 $0 $35,000 $0 $0 $0 $35,000 Carryover $450,000 $0 $0 $0 $0 $0 $450,000 Total $450,000 $0 $3,588,064 $0 $0 $0 $4,038,064 Cap ENG Chargebacks Water Water Impact Fees - Construction South of Bell Rd Svc Charges-Arts Water Impact Fees - Commission South of Bell Rd Water Impact Fees - Design South of Bell Rd 404 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Technology and Security Master Plan Project Number: UT00304 Project Location: Citywide Live Peoria Goal: Water Security 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. Base/ Category Funding Source Other Professional Water Impact Fees - Post Services 1-1-2012 Other Professional Water Impact Fees - Services South of Bell Rd Other Professional Water Impact Fees - Services North of Bell Rd Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Carryover $36,375 $0 $0 $0 $0 $0 $36,375 Carryover $13,500 $0 $0 $0 $0 $0 $13,500 Carryover $171,000 $0 $0 $0 $0 $0 $171,000 Total $220,875 $0 $0 $0 $0 $0 $220,875 Utility Billing System Project Number: UT00160 Project Location: Citywide Live Peoria Goal: Water Security This project will replace the existing utility billing system with a new customer information system (CIS) for utility billing and revenue collection. The current utility billing system is several years old. The current system's performance will likely begin to degrade as the number of utility accounts increases, and the vendor may soon stop providing support for this version of its product. A new system will enhance functionality for utility customers and provide a stable, supported platform for this critical system that will accommodate the City's system requirements for several more years. This system will interface with other City information systems, such as meter reading, fixed asset accounting, financial accounting and e-government software. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $5,000 $0 $0 $30,000 $0 $0 $35,000 Water Impact Fees Computer Software South of Bell Rd Water Impact Fees - Computer Software 2019 WofAguaFria Base $58,000 $0 $0 $1,142,000 $0 $0 $1,200,000 Computer Software Wastewater Base $32,000 $0 $0 $568,000 $0 $0 $600,000 Base $5,000 $0 $0 $95,000 $0 $0 $100,000 Wastewater Impact Fees Computer Software East of Agua Fria Wastewater Impact Fees - Computer Software West of Agua Fria Base $5,000 $0 $0 $55,000 $0 $0 $60,000 Computer Software Commercial Solid Waste Base $13,000 $0 $0 $227,000 $0 $0 $240,000 Residential Solid Waste Base $27,000 $0 $0 $473,000 $0 $0 $500,000 Base $5,000 $0 $0 $70,000 $0 $0 $75,000 $150,000 $0 $0 $2,660,000 $0 $0 $2,810,000 Computer Software Storm Water Drainage Computer Software System Total 405 City of Peoria FY2025 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: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $3,753 $27,547 $0 $0 $0 $31,300 Base $0 $0 $2,000,000 $0 $0 $0 $2,000,000 Base $0 $200,000 $0 $0 $0 $0 $200,000 Base $0 $2,000 $20,000 $0 $0 $0 $22,000 $0 $205,753 $2,047,547 $0 $0 $0 $2,253,300 Cap ENG Chargebacks Water Water Impact Fees - Construction 2019 WofAguaFria Water Impact Fees - Design 2019 WofAguaFria Svc Charges-Arts Water Impact Fees - Commission 2019 WofAguaFria Total Water & Wastewater Rate Study Project Number: UT00298 Project Location: Citywide Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Water Base $60,000 $0 $0 $60,000 $0 $60,000 $180,000 Wastewater Base $55,000 $0 $0 $55,000 $0 $55,000 $165,000 Commercial Solid Waste Base $30,000 $0 $0 $30,000 $0 $30,000 $90,000 Residential Solid Waste Base $55,000 $0 $0 $55,000 $0 $55,000 $165,000 Water Carryover $19,839 $0 $0 $0 $0 $0 $19,839 Wastewater Carryover $13,419 $0 $0 $0 $0 $0 $13,419 Commercial Solid Waste Carryover $27,022 $0 $0 $0 $0 $0 $27,022 Residential Solid Waste Carryover $50,951 $0 $0 $0 $0 $0 $50,951 Total $311,231 $0 $0 $200,000 $0 $200,000 $711,231 Other Professional Services Other Professional Services Other Professional Services Other Professional Services Other Professional Services Other Professional Services Other Professional Services Other Professional Services 406 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Water Line Assessment & Replacement Program Project Number: UT00335 Project Location: Citywide Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $37,903 $33,602 $48,089 $47,323 $711,087 $878,004 Construction Water Base $0 $2,500,000 $2,500,000 $2,500,000 $0 $13,500,000 $21,000,000 Water Base $0 $25,000 $25,000 $25,000 $0 $135,000 $210,000 Base $3,300,000 $0 $0 $0 $2,500,000 $0 $5,800,000 Svc Charges-Arts Commission Future Water Revenue Construction Bonds Svc Charges-Arts Future Water Revenue Commission Bonds Base $0 $0 $0 $0 $25,000 $0 $25,000 Construction Water Carryover $2,743,763 $0 $0 $0 $0 $0 $2,743,763 Water Carryover $64,000 $0 $0 $0 $0 $0 $64,000 Total $6,107,763 $2,562,903 $2,558,602 $2,573,089 Other Professional Services $2,572,323 $14,346,087 $30,720,767 Water Loss Audit System Improvements Project Number: UT00521 Project Location: Citywide Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Water Carryover $93,011 $0 $0 $0 $0 $0 $93,011 Total $93,011 $0 $0 $0 $0 $0 $93,011 407 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Water Meter Replacement Program Project Number: UT00326 Project Location: Citywide Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Equipment Water Base $0 $0 $3,246,670 $3,340,000 $0 $0 $6,586,670 Other Equipment Wastewater Base $0 $0 $1,623,330 $1,670,000 $0 $0 $3,293,330 $0 $0 $4,870,000 $5,010,000 $0 $0 $9,880,000 Total Water System R&M Expense Program Project Number: UT00438 Project Location: Citywide Live Peoria Goal: Water Security This project will provide for major repair, maintenance, and rehabilitation of our water infrastructure to ensure uninterrupted service to our customers. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $9,007 $7,985 $12,379 $12,182 $180,272 $221,825 Cap ENG Chargebacks Water Water System R & M Water Other Equipment Water Base Base $600,000 $600,000 $600,000 $650,000 $650,000 $3,450,000 $6,550,000 Carryover $3,000,000 $0 $0 $0 $0 $0 $3,000,000 Total $3,600,000 $609,007 $607,985 $662,379 $662,182 $3,630,272 $9,771,825 408 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Water/Wastewater Hydraulic Model Update Program Project Number: UT00428 Project Location: Citywide Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Professional Services Water Base $0 $25,000 $25,000 $25,000 $37,500 $225,000 $337,500 Wastewater Base $0 $25,000 $25,000 $25,000 $37,500 $225,000 $337,500 $36,347 $0 $0 $0 $0 $0 $36,347 Other Professional Services Other Professional Services Water Carryover Wastewater Carryover $279,345 $0 $0 $0 $0 $0 $279,345 Total $315,692 $50,000 $50,000 $50,000 $75,000 $450,000 $990,692 Other Professional Services Water/Wastewater/Expansion Fee Update Project Number: UT00070 Project Location: Citywide Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $0 $25,000 $0 $25,000 $50,000 Base $0 $0 $0 $5,000 $0 $5,000 $10,000 Other Professional Services Water Other Professional Water Impact Fees - Services South of Bell Rd Other Professional Water Impact Fees - Services 2019 WofAguaFria Base $0 $0 $0 $20,000 $0 $20,000 $40,000 Services Wtr IF 2019 N of Bell Base $0 $0 $0 $25,000 $0 $25,000 $50,000 Other Professional Wastewater Impact Fees - Services East of Agua Fria Base $0 $0 $0 $29,500 $0 $29,500 $59,000 Base $0 $0 $0 $20,500 $0 $20,500 $41,000 $0 $0 $0 $125,000 $0 $125,000 $250,000 Other Professional Other Professional Wastewater Impact Fees - Services West of Agua Fria Total 409 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Weedville Well Site Rehabilitation Project Number: UT00441 Project Location: 72nd Lane and Redfield Road Live Peoria Goal: Water Security 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. Base/ Category Design Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Water Carryover $271,389 $0 $0 $0 $0 $0 $271,389 Carryover $1,322,047 $0 $0 $0 $0 $0 $1,322,047 Carryover $789,531 $0 $0 $0 $0 $0 $789,531 Total $2,382,967 $0 $0 $0 $0 $0 $2,382,967 Water Impact Fees Construction South of Bell Rd W/S Rev Bonds 2022 Construction (Wtr) Wellhead Water Quality Mitigation Program Project Number: UT00272 Project Location: Citywide Live Peoria Goal: Water Security This program 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. Base/ Category Funding Source Construction Water Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $450,000 $0 $0 $0 $0 $0 $450,000 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Water Impact Fees - Post Water System 1-1-2012 W/S Rev Bonds 2022 Water System (Wtr) Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total $600,000 $0 $0 $0 $0 $0 $600,000 410 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Wells - New Construction Program Project Number: UT00117 Project Location: Citywide Live Peoria Goal: Water Security 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 recovery 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $53,004 $0 $0 $71,847 $497,472 $622,323 Construction Wtr IF 2019 N of Bell Base $1,500,000 $200,000 $0 $0 $2,500,000 $2,224,820 $6,424,820 Design Wtr IF 2019 N of Bell Base $0 $300,000 $0 $0 $350,000 $3,900,000 $4,550,000 Land Acquisition Wtr IF 2019 N of Bell Base $0 $100,000 $0 $0 $100,000 $100,000 $300,000 Wtr IF 2019 N of Bell Base $0 $5,000 $0 $0 $28,500 $61,249 $94,749 Carryover $7,147 $0 $0 $0 $0 $0 $7,147 Carryover $8,337 $0 $0 $0 $0 $0 $8,337 $20,522 $0 $0 $0 $0 $0 $20,522 $0 $525,089 Svc Charges-Arts Commission Water System Water Expansion Water Impact Fees - Land Acquisition North of Bell Rd Water Impact Fees - Water System North of Bell Rd Carryover Design Wtr IF 2019 N of Bell Carryover $525,089 $0 $0 $0 $0 Total $2,061,095 $658,004 $0 $0 $3,050,347 $6,783,541 $12,552,987 West Agua Fria Water Lines Project Number: UT00170 Project Location: Vistancia Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $1,400,000 $600,000 $0 $0 $0 $0 $2,000,000 Water Impact Fees Construction North of Bell Rd Svc Charges-Arts Water Impact Fees - Commission North of Bell Rd Construction Water $0 $6,000 $0 $0 $0 $0 $6,000 Carryover Base $895,050 $0 $0 $0 $0 $0 $895,050 Carryover $560,000 $0 $0 $0 $0 $0 $560,000 Carryover $975,987 $0 $0 $0 $0 $0 $975,987 Total $3,831,037 $606,000 $0 $0 $0 $0 $4,437,037 Water Impact Fees Construction North of Bell Rd Water Impact Fees - Construction 2019 WofAguaFria 411 City of Peoria FY2025 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: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Studies Water Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Total $150,000 $0 $0 $0 $0 $0 $150,000 Westland Reservoir/Booster Station - Phase II Project Number: UT00502 Project Location: 126th Avenue and Westland Road Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $0 $0 $34,448 $47,897 $82,345 Base $0 $0 $0 $0 $10,000 $10,000 $20,000 Base $0 $0 $0 $0 $3,000,000 $3,000,000 $6,000,000 Base $0 $0 $0 $0 $300,000 $0 $300,000 Base $0 $0 $0 $0 $33,000 $30,000 $63,000 $0 $0 $0 $0 $3,377,448 $3,087,897 $6,465,345 Cap ENG Chargebacks Water Cap ENG Water Impact Fees - Chargebacks 2019 WofAguaFria Water Impact Fees - Construction 2019 WofAguaFria Water Impact Fees - Design 2019 WofAguaFria Svc Charges-Arts Water Impact Fees - Commission 2019 WofAguaFria Total 412 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water White Mountain Apache Tribe Water Rights Purchase Project Number: UT00234 Project Location: Citywide Live Peoria Goal: Water Security 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. Base/ Category Funding Source Wholesale Water Water Resource Fees - Purchases Post 8-1-2014 Carryover Base Total FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $2,338,022 $724,529 $1,963,551 $5,026,102 $0 $0 $0 $2,338,022 $724,529 $1,963,551 $5,026,102 Zone 2/3 Booster Station Project Number: UT00516 Project Location: 91st Avenue and Greenway Road Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $27,564 $91,117 $80,779 $199,460 Cap ENG Chargebacks Water Base Construction Water Base $0 $0 $0 $509,500 $6,000,000 $6,000,000 $12,509,500 Design Water Base $0 $0 $0 $490,500 $0 $0 $490,500 Commission Water Base $0 $0 $0 $10,000 $60,000 $60,000 $130,000 Design Water Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Total $500,000 $0 $0 $1,037,564 $6,151,117 Svc Charges-Arts 413 $6,140,779 $13,829,460 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Water Zone 5E/6E Reservoir & Booster Pump Station Project Number: UT00526 Project Location: Lake Pleasant Parkway and CAP Canal Live Peoria Goal: Water Security 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 2.5-million-gallon reservoir, two booster pump stations serving Pressure Zones 5E and 6E, chlorine disinfection, arsenic treatment, on-site pipeline and all associated electrical, instrumentation and control equipment. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $0 $0 $0 $0 $0 $0 Water Base $0 $0 $0 $0 $0 $0 $0 Base $7,490,500 $0 $0 $0 $0 $0 $7,490,500 Svc Charges-Arts Commission Future Water Revenue Construction Bonds Future Water Revenue Design Bonds Base $509,500 $0 $0 $0 $0 $0 $509,500 Studies Water Carryover $91,918 $0 $0 $0 $0 $0 $91,918 Carryover $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Carryover $1,929,994 $0 $0 $0 $0 $0 $1,929,994 Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Carryover $4,308,951 $0 $0 $0 $0 $0 $4,308,951 Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Total $17,730,863 $0 $0 $0 $0 $0 $17,730,863 Future Water Revenue Construction Bonds Future Water Revenue Design Bonds Future Water Revenue Other Equipment Bonds Cap Prjct-Wtr Outside Construction Sources Cap Prjct-Wtr Outside Other Equipment Sources 414 City of Peoria FY2025 - FY2034 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 from 2.25 MGD to 3 MGD. This is a joint development project with Vistancia LLC. In addition, the Reclaimed Water System projects to install new systems between the City’s water reclamation facilities, as a means of enhancing use of recycled water but also address existing infrastructure maintenance needs. Smart Growth is one the City’s livability initiatives to guide future growth and development into a sustainable citywide development pattern, 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 - $422,418,817 $80,000,000.00 $70,000,000.00 $60,000,000.00 $50,000,000.00 $40,000,000.00 $30,000,000.00 $20,000,000.00 $10,000,000.00 $0.00 FY25 FY26 FY27 FY28 FY29 415 FY30 FY31 FY32 FY33 FY34 City of Peoria FY 2025 Annual Program Budget Capital Improvement Program Wastewater Summary by Funding Source Project Name Pg# FY2025 Advanced Treatment Study 418 $450,000 $0 $0 $0 $0 $0 $450,000 Advanced Water Purification Treatment 418 $0 $0 $0 $0 $0 $164,983,500 $164,983,500 Agua Fria Lift Station - Wastewater Campus Land 419 $300,000 $0 $0 $3,900,000 $0 $0 $4,200,000 Beardsley Equipment Upgrade & Replacement 419 $305,040 $150,000 $150,000 $150,000 $1,750,000 $1,500,000 $4,005,040 Beardsley Road Reclaimed Waterline Rehabilitation 420 $0 $0 $0 $263,428 $2,557,740 $0 $2,821,168 Beardsley WRF 9 MGD Expansion 420 $0 $0 $0 $0 $0 $9,090,000 $9,090,000 Beardsley WRF Expansion 421 $17,726,886 $0 $0 $0 $0 $0 $17,726,886 Beardsley WRF Laboratory Building 421 $0 $0 $935,467 $4,743,666 $0 $0 $5,679,133 Beardsley WRF Recharge Basins 422 $0 $0 $0 $0 $0 $3,988,096 $3,988,096 Butler Equipment Upgrade & Replacement Program 422 $1,572,797 $450,000 $450,000 $500,000 $500,000 $2,700,000 $6,172,797 Butler IPS Equipment Upgrade & Replacement 423 $413,458 $150,000 $150,000 $175,000 $275,000 $1,475,000 $2,638,458 Butler WRF Odor Control System Upgrades 423 $5,970,000 $0 $0 $0 $0 $0 $5,970,000 El Mirage Road Sewer Infrastructure Upsizing 424 $776,878 $0 $0 $0 $0 $0 $776,878 Facility Equipment Emergency Repair Program 424 $75,000 $75,000 $75,000 $100,000 $100,000 $600,000 $1,025,000 Force Main Rehabilitation Program 425 $1,800,000 $1,019,279 $847,284 $834,969 $0 $0 $4,501,532 Jomax Equipment Upgrade & Replacement Program 425 $302,786 $150,000 $150,000 $150,000 $275,000 $1,475,000 $2,502,786 Jomax WRF 4.5 MGD Expansion 426 $0 $0 $40,099,250 $40,099,250 $0 $0 $80,198,500 Jomax WRF Expansion 426 $7,691,785 $0 $0 $0 $0 $0 $7,691,785 Lake Pleasant Pkwy 18-inch Sewer; L303 to SR74 427 $960,000 $12,353,660 $0 $0 $0 $0 $13,313,660 Lake Pleasant Pkwy 24-inch Reclaimed Waterline; 427 $560,000 $7,176,128 $0 $0 $0 $0 $7,736,128 Lift Station Reconditioning Program 428 $5,188,326 $412,726 $435,318 $426,766 $586,195 $3,264,649 $10,313,980 Local Wastewater Line Improvement Program 428 $1,522,987 $202,000 $202,000 $202,000 $222,200 $1,191,800 $3,542,987 LPH Mystic Wastewater Oversizing 429 $66,685 $0 $0 $117,546 $0 $0 $184,231 Manhole Rehabilitation Program 429 $448,000 $412,726 $432,838 $425,064 $586,195 $3,264,649 $5,569,472 Reclaimed Water System Upgrade Program 430 $2,400,000 $50,500 $50,500 $55,551 $55,551 $297,951 $2,910,053 Reclaimed Water Transmission Main - Project 2 430 $11,390,973 $10,456,384 $0 $0 $0 $0 $21,847,357 Reclaimed Water Transmission Main - Project 3 431 $383,140 $0 $0 $0 $0 $0 $383,140 SROG Line Assessment & Repair 431 $2,997,945 $1,010,000 $2,020,000 $0 $0 $0 $6,027,945 Trunk Sewer Line Inspection Program 432 $775,000 $0 $0 $0 $1,582,885 $1,629,985 $3,987,870 Trunk Sewer Rehabilitation Program 432 $990,100 $1,613,820 $118,211 $0 $0 $5,880,032 $8,602,163 Wastewater System R&M Expense Program 433 $1,456,846 $726,279 $766,106 $755,082 $1,160,782 $6,464,649 $11,329,744 West Agua Fria Wastewater Lines 433 Total - Wastewater FY2026 FY2027 FY2028 FY2029 FY30-34 Total $2,248,528 $0 $0 $0 $0 $0 $2,248,528 $68,773,160 $36,408,502 $46,881,974 $52,898,322 $9,651,548 $207,805,311 $422,418,817 416 City of Peoria FY2025-2034 Capital Improvement Wastewater Summary by Funding Source and Type Fund Number and Name 2050 - Water FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $2,947,506 $5,739,397 $225,375 $431,038 $672,913 $2,609,846 $12,626,075 2165 - Water Impact Fees - 2019 WofAguaFria $1,363,945 $0 $0 $0 $0 $0 $1,363,945 2227 - Future Water Revenue Bonds $7,764,000 $7,841,640 $0 $0 $1,836,180 $0 $17,441,820 $0 $0 $14,925,000 $14,925,000 $0 $0 $29,850,000 $24,917,798 $6,430,615 $6,557,349 $8,350,488 $7,142,455 $40,211,965 $93,610,670 2228 - Cap Prjct-Wtr Outside Sources 2400 - Wastewater 2453 - W/S Rev Bonds 2022 (WW) $8,465,368 $0 $0 $0 $0 $0 $8,465,368 2457 - Future WW Revenue Bonds $19,670,563 $16,396,850 $25,174,250 $25,174,250 $0 $164,983,500 $251,399,413 2506 - Wastewater Impact Fees - East of Agua Fria $300,000 $0 $0 $3,900,000 $0 $0 $4,200,000 2507 - Wastewater Impact Fees - West of Agua Fria $2,573,980 $0 $0 $117,546 $0 $0 $2,691,526 2509 - Wastewater Impact Fees - Post 1-1-2012 Total - Wastewater $770,000 $0 $0 $0 $0 $0 $770,000 $68,773,160 $36,408,502 $46,881,974 $52,898,322 $9,651,548 $207,805,311 $422,418,817 417 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Advanced Treatment Study Project Number: UT00530 Project Location: Citywide Live Peoria Goal: Water Security This project will prepare a study detailing feasibility, timing and cost of advanced wastewater treatment. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Studies Wastewater Carryover $450,000 $0 $0 $0 $0 $0 $450,000 Total $450,000 $0 $0 $0 $0 $0 $450,000 Advanced Water Purification Treatment Project Number: UT00534 Project Location: Beardsley Water Reclamation Facility Live Peoria Goal: Water Security Rapid residential and commercial development throughout Peoria combined with potential CAP curtailments is creating challenges for the City’s potable water supply. To meet these challenges, the Water Services Department is looking at all options for beneficial reuse of reclaimed water to strengthen the City’s water portfolio. This project will include the design and construction of an advanced water treatment facility at the existing Beardsley WRF. This facility will enable Peoria to treat reclaimed water with advanced treatment techniques to supplement the City’s potable water supply. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $0 $0 $163,350,000 $163,350,000 $1,633,500 $1,633,500 Future WW Revenue Construction Bonds Svc Charges-Arts Future WW Revenue Commission Bonds Base Base Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $164,983,500 $164,983,500 418 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Agua Fria Lift Station - Wastewater Campus Land Project Number: UT00284 Project Location: CAP Canal and Agua Fria River Live Peoria Goal: Water Security 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. Base/ Category Funding Source Land Acquisition East of Agua Fria Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total $0 $0 $0 $3,900,000 $0 $0 $3,900,000 Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total $300,000 $0 $0 $3,900,000 $0 $0 $4,200,000 Wastewater Impact Fees Base Wastewater Impact Fees Land Acquisition East of Agua Fria Beardsley Equipment Upgrade & Replacement Program Project Number: UT00317 Project Location: Beardsley Water Reclamation Facility Live Peoria Goal: Water Security 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/ Category Funding Source Carryover Other Equipment Water FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $37,500 $37,500 $37,500 $37,500 $437,500 $375,000 $962,500 Other Equipment Wastewater Other Equipment Water Base $112,500 $112,500 $112,500 $112,500 $1,312,500 $1,125,000 $2,887,500 Carryover $39,150 $0 $0 $0 $0 $0 $39,150 Other Equipment Wastewater Carryover $115,890 $0 $0 $0 $0 $0 $115,890 Total $305,040 $150,000 $150,000 $150,000 $1,750,000 $1,500,000 $4,005,040 419 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Beardsley Road Reclaimed Waterline Rehabilitation Project Number: UT00531 Project Location: Beardsley Road - Ventana Lakes Live Peoria Goal: Water Security 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. Base/ Category Funding Source Design Water Water Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $0 $187,500 $0 $0 $187,500 Base $0 $0 $0 $1,875 $0 $0 $1,875 Base $0 $0 $0 $0 $1,818,000 $0 $1,818,000 Base $0 $0 $0 $0 $18,180 $0 $18,180 Svc Charges-Arts Commission Future Water Revenue Construction Bonds Svc Charges-Arts Future Water Revenue Commission Bonds Cap ENG Chargebacks Wastewater Base $0 $0 $0 $10,928 $133,942 $0 $144,870 Construction Wastewater Base $0 $0 $0 $0 $581,800 $0 $581,800 Design Wastewater Base $0 $0 $0 $62,500 $0 $0 $62,500 Wastewater Base Svc Charges-Arts Commission Total $0 $0 $0 $625 $5,818 $0 $6,443 $0 $0 $0 $263,428 $2,557,740 $0 $2,821,168 Beardsley WRF 9 MGD Expansion Project Number: UT00536 Project Location: 111th Avenue and Beardsley Road Live Peoria Goal: Water Security 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 treatment capacity of the Beardsley WRF is 6 million gallons per day (MGD). Development north of Beardsley Road and east of the Agua Fria River requires an expansion in treatment capacity to 9 MGD. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Design Wastewater Base $0 $0 $0 $0 $0 $9,000,000 $9,000,000 Wastewater Base $0 $0 $0 $0 $0 $90,000 $90,000 $0 $0 $0 $0 $0 $9,090,000 $9,090,000 Svc Charges-Arts Commission Total 420 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Beardsley WRF Expansion Project Number: UT00314 Project Location: 111th Avenue and Beardsley Road Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Wastewater Carryover $4,826,036 $0 $0 $0 $0 $0 $4,826,036 Wastewater Carryover $2,759,854 $0 $0 $0 $0 $0 $2,759,854 Carryover $7,933,996 $0 $0 $0 $0 $0 $7,933,996 Wastewater System W/S Rev Bonds 2022 Construction (WW) Future WW Revenue Construction Bonds Carryover $2,207,000 $0 $0 $0 $0 $0 $2,207,000 Total $17,726,886 $0 $0 $0 $0 $0 $17,726,886 Beardsley WRF Laboratory Building Project Number: UT00538 Project Location: 111th Avenue and Beardsley Road Live Peoria Goal: Water Security This project will include design and construction of a new laboratory building at the Beardsley WRF. The laboratory will house Environmental Resources Group personnel, which are responsible for citywide water quality and regulatory compliance testing. A larger building is needed to perform increased testing due to growth of the City’s water and wastewater systems. The current laboratory building will be repurposed as office space for operations personnel. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Wastewater Base $0 $0 $51,717 $198,666 $0 $0 $250,383 Construction Wastewater Base $0 $0 $0 $4,500,000 $0 $0 $4,500,000 Design Wastewater Base $0 $0 $875,000 $0 $0 $0 $875,000 Wastewater Base Svc Charges-Arts Commission Total $0 $0 $8,750 $45,000 $0 $0 $53,750 $0 $0 $935,467 $4,743,666 $0 $0 $5,679,133 421 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Beardsley WRF Recharge Basins Project Number: UT00515 Project Location: Beardsley Water Reclamation Facility Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Water Base $0 $0 $0 $0 $0 $933,300 $933,300 Studies Water Base $0 $0 $0 $0 $0 $25,000 $25,000 Water Base $0 $0 $0 $0 $0 $9,333 $9,333 Svc Charges-Arts Commission 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 Wastewater Base $0 $0 $0 $0 $0 $29,163 $29,163 $0 $0 $0 $0 $0 $3,988,096 $3,988,096 Svc Charges-Arts Commission Total Butler Equipment Upgrade & Replacement Program Project Number: UT00333 Project Location: Butler Water Reclamation Facility Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 Other Equipment Other Equipment FY2026 FY2027 FY2028 FY2029 FY30-34 Total Water Base $225,000 $112,500 $112,500 $125,000 $125,000 $675,000 $1,375,000 Wastewater Base $0 $337,500 $337,500 $375,000 $375,000 $2,025,000 $3,450,000 $675,000 $0 $0 $0 $0 $0 $675,000 Future WW Revenue Other Equipment Bonds Base Other Equipment Water Carryover $94,930 $0 $0 $0 $0 $0 $94,930 Other Equipment Wastewater Carryover $577,867 $0 $0 $0 $0 $0 $577,867 Total $1,572,797 $450,000 $450,000 $500,000 $500,000 $2,700,000 $6,172,797 422 City of Peoria FY2025 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: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Other Equipment Other Equipment Wastewater Base $150,000 $150,000 $150,000 $175,000 $275,000 $1,475,000 $2,375,000 Wastewater Carryover $263,458 $0 $0 $0 $0 $0 $263,458 Total $413,458 $150,000 $150,000 $175,000 $275,000 $1,475,000 $2,638,458 Butler WRF Odor Control System Upgrades Project Number: UT00525 Project Location: Butler Water Reclamation Facility Live Peoria Goal: Water Security 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 solids handling buildings. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $5,500,000 $0 $0 $0 $0 $0 $5,500,000 Future WW Revenue Construction Bonds Design Wastewater Carryover $470,000 $0 $0 $0 $0 $0 $470,000 Total $5,970,000 $0 $0 $0 $0 $0 $5,970,000 423 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater El Mirage Road Sewer Infrastructure Upsizing Project Number: UT00432 Project Location: Vistancia Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Wastewater Carryover $294,030 $0 $0 $0 $0 $0 $294,030 Carryover $182,878 $0 $0 $0 $0 $0 $182,878 Carryover $299,970 $0 $0 $0 $0 $0 $299,970 Total $776,878 $0 $0 $0 $0 $0 $776,878 W/S Rev Bonds 2022 Construction (WW) Construction West of Agua Fria Wastewater Impact Fees - Facility Equipment Emergency Repair Program Project Number: UT00539 Project Location: Citywide Live Peoria Goal: Water Security The purpose of this program is for on-going emergency repairs to mechanical, electrical, and plumbing systems at the City’s water and wastewater treatment plants. This funding will be used for critical unexpected repairs or asset replacement of equipment, included but not limited to heating ventilation & air conditioning systems, uninterruptible power supply systems, fire alarms and audio/visual systems. Base/ Category Funding Source Building R & M Wastewater Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $75,000 $75,000 $75,000 $100,000 $100,000 $600,000 $1,025,000 $75,000 $75,000 $75,000 $100,000 $100,000 $600,000 $1,025,000 Total 424 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Force Main Rehabilitation Program Project Number: UT00533 Project Location: Citywide Live Peoria Goal: Water Security This program will inspect and rehabilitate sanitary sewer force mains within the wastewater collection system. As sewer lines age and operate in 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. FY25 funding will allow for the assessment of high-risk force mains identified in the Force Main Risk Prioritization Study. Base/ Category Funding Source Cap ENG Chargebacks Wastewater Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $19,279 $47,284 $34,969 $0 $0 $101,532 Base $1,800,000 $1,000,000 $800,000 $800,000 $0 $0 $4,400,000 $1,800,000 $1,019,279 $847,284 $834,969 $0 $0 $4,501,532 Other Professional Services Wastewater Total Jomax Equipment Upgrade & Replacement Program Project Number: UT00323 Project Location: Jomax Water Reclamation Facility Live Peoria Goal: Water Security 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/ Category Funding Source Carryover Other Equipment Water FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $37,500 $37,500 $37,500 $37,500 $68,750 $368,750 $587,500 Other Equipment Wastewater Other Equipment Water Base $112,500 $112,500 $112,500 $112,500 $206,250 $1,106,250 $1,762,500 Carryover $40,286 $0 $0 $0 $0 $0 $40,286 Other Equipment Wastewater Carryover $112,500 $0 $0 $0 $0 $0 $112,500 Total $302,786 $150,000 $150,000 $150,000 $275,000 $1,475,000 $2,502,786 425 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Jomax WRF 4.5 MGD Expansion Project Number: UT00537 Project Location: 126th Avenue and Jomax Road Live Peoria Goal: Water Security 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 3 million gallons per day (MGD). Development in the north and northwest portions of the City requires an expansion in treatment capacity to 4.5 MGD. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $14,925,000 $14,925,000 $0 $0 $29,850,000 Base $0 $0 $24,925,000 $24,925,000 $0 $0 $49,850,000 Cap Prjct-Wtr Outside Construction Sources Future WW Revenue Construction Bonds Svc Charges-Arts Future WW Revenue Commission Bonds Base Total $0 $0 $249,250 $249,250 $0 $0 $498,500 $0 $0 $40,099,250 $40,099,250 $0 $0 $80,198,500 Jomax WRF Expansion Project Number: UT00388 Project Location: Jomax Water Reclamation Facility Live Peoria Goal: Water Security 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) and this expansion will take the facility to 3 MGD. Development in the north and northwest portions of the City requires that additional treatment capacity be added at this facility. The Vistancia Community Facilities District is a partner with the City in this project. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Water Impact Fees - 2019 Construction WofAguaFria Carryover $1,363,945 $0 $0 $0 $0 $0 $1,363,945 Construction Wastewater Carryover $362,422 $0 $0 $0 $0 $0 $362,422 Carryover $3,436 $0 $0 $0 $0 $0 $3,436 Carryover $4,961,982 $0 $0 $0 $0 $0 $4,961,982 Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Total $7,691,785 $0 $0 $0 $0 $0 $7,691,785 W/S Rev Bonds 2022 Wastewater System (WW) Future WW Revenue Construction Bonds Construction West of Agua Fria Wastewater Impact Fees - 426 City of Peoria FY2025 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: Economic Development 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. Base/ Category Funding Source Carryover Cap ENG Chargebacks Wastewater FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $233,660 $0 $0 $0 $0 $233,660 Base $0 $12,000,000 $0 $0 $0 $0 $12,000,000 $120,000 Future WW Revenue Construction Bonds Svc Charges-Arts Future WW Revenue Commission Bonds Design Wastewater $0 $120,000 $0 $0 $0 $0 Carryover Base $960,000 $0 $0 $0 $0 $0 $960,000 Total $960,000 $12,353,660 $0 $0 $0 $0 $13,313,660 Lake Pleasant Pkwy 24-inch Reclaimed Waterline; L303 to SR74 Project Number: UT00529 Project Location: Lake Pleasant Parkway - L303 to SR74 Live Peoria Goal: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Water Base $0 $106,128 $0 $0 $0 $0 $106,128 Construction Base $0 $5,302,500 $0 $0 $0 $0 $5,302,500 Base $0 $1,697,500 $0 $0 $0 $0 $1,697,500 $0 $70,000 $0 $0 $0 $0 $70,000 Water Future WW Revenue Construction Bonds Svc Charges-Arts Future WW Revenue Commission Bonds Base Design Water Carryover $420,000 $0 $0 $0 $0 $0 $420,000 Design Wastewater Carryover $140,000 $0 $0 $0 $0 $0 $140,000 Total $560,000 $7,176,128 $0 $0 $0 $0 $7,736,128 427 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Lift Station Reconditioning Program Project Number: UT00116 Project Location: Citywide Live Peoria Goal: Water Security This program will address ongoing needs at all City wastewater lift stations. Wastewater lift stations operate in a corrosive environment where equipment damage and odor generation are ongoing issues. Maintaining operational efficiencies and extending the life of these facilities can be accomplished through effective replacement and upgrade of key components. The funds will be used to address pre-treatment, odor control, corrosion prevention, eye wash units, equipment upgrades and replacements. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Wastewater Base $0 $9,736 $32,833 $24,281 $30,695 $285,149 $382,694 Construction Wastewater Base $0 $399,000 $398,500 $398,500 $550,000 $2,950,000 $4,696,000 Wastewater Base $0 $3,990 $3,985 $3,985 $5,500 $29,500 $46,960 Svc Charges-Arts Commission Future WW Revenue Construction Bonds Base $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Construction Wastewater Carryover $2,099,833 $0 $0 $0 $0 $0 $2,099,833 Wastewater System Wastewater Carryover $1,588,493 $0 $0 $0 $0 $0 $1,588,493 Total $5,188,326 $412,726 $435,318 $426,766 $586,195 $3,264,649 $10,313,980 Local Wastewater Line Improvement Program Project Number: UT00191 Project Location: Citywide Live Peoria Goal: Water Security This program provides funding to rehabilitate, realign, assess or extend the City's existing wastewater collection system to ensure its continued efficient operation. Priority is placed on the assessment and repair of historical problem areas, which minimizes the risk of sanitary sewer overflows. Examples include, but are not limited to, sewer extensions in coordination with street improvement projects, realignment/rehabilitation of downtown alley sewer mains, assessment of air relief valves and immediate need sewer repairs. Base/ Category Funding Source Construction Wastewater Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $200,000 $200,000 $200,000 $200,000 $220,000 $1,180,000 $2,200,000 Svc Charges-Arts Commission Wastewater Base $0 $2,000 $2,000 $2,000 $2,200 $11,800 $20,000 Construction Wastewater Carryover $900,000 $0 $0 $0 $0 $0 $900,000 Studies Wastewater Carryover $284,132 $0 $0 $0 $0 $0 $284,132 Wastewater System Wastewater Carryover $65,000 $0 $0 $0 $0 $0 $65,000 Carryover $73,855 $0 $0 $0 $0 $0 $73,855 Total $1,522,987 $202,000 $202,000 $202,000 $222,200 $1,191,800 $3,542,987 W/S Rev Bonds 2022 Construction (WW) 428 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater LPH Mystic Wastewater Oversizing Project Number: UT00446 Project Location: Lake Pleasant Heights Development Live Peoria Goal: Water Security 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. Base/ Category Funding Source Construction West of Agua Fria Svc Charges-Arts Wastewater Impact Fees - Commission West of Agua Fria Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $0 $116,382 $0 $0 $116,382 Base $0 $0 $0 $1,164 $0 $0 $1,164 Carryover $66,685 $0 $0 $0 $0 $0 $66,685 Total $66,685 $0 $0 $117,546 $0 $0 $184,231 Wastewater Impact Fees - Wastewater Impact Fees Construction West of Agua Fria Manhole Rehabilitation Program Project Number: UT00307 Project Location: Citywide Live Peoria Goal: Water Security 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, 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Wastewater Base $0 $9,736 $29,848 $22,074 $30,695 $285,149 $377,502 Construction Wastewater Base $0 $399,000 $399,000 $399,000 $550,000 $2,950,000 $4,697,000 Wastewater Base $0 $3,990 $3,990 $3,990 $5,500 $29,500 $46,970 Base $398,000 $0 $0 $0 $0 $0 $398,000 Svc Charges-Arts Commission Future WW Revenue Construction Bonds Construction Wastewater Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total $448,000 $412,726 $432,838 $425,064 $586,195 $3,264,649 $5,569,472 429 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Reclaimed Water System Upgrade Program Project Number: UT00511 Project Location: Citywide Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Water Base $750,000 $37,500 $37,500 $41,250 $41,250 $221,250 $1,128,750 Commission Water Base $0 $375 $375 $413 $413 $2,213 $3,789 Construction Wastewater Base $250,000 $12,500 $12,500 $13,750 $13,750 $73,750 $376,250 Commission Wastewater Base $0 $125 $125 $138 $138 $738 $1,264 Construction Wastewater Carryover $1,400,000 $0 $0 $0 $0 $0 $1,400,000 Total $2,400,000 $50,500 $50,500 $55,551 $55,551 $297,951 $2,910,053 Svc Charges-Arts Svc Charges-Arts 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: Water Security 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 WRF. 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. Base/ Category Funding Source Cap ENG Chargebacks Water Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $105,394 $0 $0 $0 $0 $105,394 Base $0 $7,764,000 $0 $0 $0 $0 $7,764,000 Base $0 $77,640 $0 $0 $0 $0 $77,640 Base $0 $50,000 $0 $0 $0 $0 $50,000 Base $0 $2,435,000 $0 $0 $0 $0 $2,435,000 $0 $24,350 $0 $0 $0 $0 $24,350 Future Water Revenue Construction Bonds Svc Charges-Arts Future Water Revenue Commission Bonds Future WW Revenue Cap ENG Chargebacks Bonds Future WW Revenue Construction Bonds Svc Charges-Arts Future WW Revenue Commission Bonds Base Design Water Carryover $920,000 $0 $0 $0 $0 $0 $920,000 Future Water Revenue Construction Bonds Carryover $7,764,000 $0 $0 $0 $0 $0 $7,764,000 Design Wastewater Carryover $268,492 $0 $0 $0 $0 $0 $268,492 Carryover $2,256,715 $0 $0 $0 $0 $0 $2,256,715 Carryover $181,766 $0 $0 $0 $0 $0 $181,766 Total $11,390,973 $10,456,384 $0 $0 $0 $0 $21,847,357 Future WW Revenue Construction Bonds Future WW Revenue Design Bonds 430 City of Peoria FY2025 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: Water Security 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. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Studies Water Carryover $383,140 $0 $0 $0 $0 $0 $383,140 Total $383,140 $0 $0 $0 $0 $0 $383,140 SROG Line Assessment & Repair Project Number: UT00321 Project Location: 99th Avenue and Northern Avenue Live Peoria Goal: Water Security This project will fund a portion of an assessment and rehabilitation effort to be done on 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 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 FY25. Base/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Construction Wastewater Base $0 $1,000,000 $2,000,000 $0 $0 $0 $3,000,000 Wastewater Base $0 $10,000 $20,000 $0 $0 $0 $30,000 Base $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Svc Charges-Arts Commission Future WW Revenue Construction Bonds Construction Wastewater Carryover $1,997,945 $0 $0 $0 $0 $0 $1,997,945 Total $2,997,945 $1,010,000 $2,020,000 $0 $0 $0 $6,027,945 431 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Trunk Sewer Line Inspection Program Project Number: UT00322 Project Location: Citywide Live Peoria Goal: Water Security This program will perform 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 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. Base/ Category Funding Source FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $0 $0 $0 $82,885 $129,985 $212,870 Wastewater Base $0 $0 $0 $0 $1,500,000 $1,500,000 $3,000,000 Wastewater Carryover $775,000 $0 $0 $0 $0 $0 $775,000 Total $775,000 $0 $0 $0 $1,582,885 $1,629,985 $3,987,870 Cap ENG Chargebacks Wastewater Carryover Other Professional Services Other Professional Services Trunk Sewer Rehabilitation Program Project Number: UT00296 Project Location: Citywide Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Cap ENG Chargebacks Wastewater Base $0 $47,310 $118,211 $0 $0 $430,072 $595,593 Construction Wastewater Base $0 $1,551,000 $0 $0 $0 $5,396,000 $6,947,000 Wastewater Base $0 $15,510 $0 $0 $0 $53,960 $69,470 Base $990,100 $0 $0 $0 $0 $0 $990,100 $990,100 $1,613,820 $118,211 $0 $0 $5,880,032 $8,602,163 Svc Charges-Arts Commission Future WW Revenue Construction Bonds Total 432 City of Peoria FY2025 Annual Program Budget Capital Improvement Program Wastewater Wastewater System R&M Expense Program Project Number: UT00436 Project Location: Citywide Live Peoria Goal: Water Security 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/ Category Funding Source Cap ENG Chargebacks Wastewater Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Base $0 $19,279 $59,106 $48,082 $60,782 $564,649 $751,898 Wastewater System R &M Wastewater Base $707,000 $707,000 $707,000 $707,000 $1,100,000 $5,900,000 $9,828,000 Construction Wastewater Carryover $730,831 $0 $0 $0 $0 $0 $730,831 &M Wastewater Carryover $12,236 $0 $0 $0 $0 $0 $12,236 Water System Wastewater Carryover $6,779 $0 $0 $0 $0 $0 $6,779 Total $1,456,846 $726,279 $766,106 $755,082 $1,160,782 $6,464,649 $11,329,744 Wastewater System R West Agua Fria Wastewater Lines Project Number: UT00171 Project Location: Vistancia Live Peoria Goal: Water Security 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/ Category Funding Source Carryover FY2025 FY2026 FY2027 FY2028 FY2029 FY30-34 Total Carryover $271,203 $0 $0 $0 $0 $0 $271,203 Carryover $1,207,325 $0 $0 $0 $0 $0 $1,207,325 Carryover $770,000 $0 $0 $0 $0 $0 $770,000 Total $2,248,528 $0 $0 $0 $0 $0 $2,248,528 W/S Rev Bonds 2022 Construction (WW) Wastewater Impact Fees - Construction West of Agua Fria Wastewater Impact Fees - Construction Post 1-1-2012 433 434 Schedules 436 Schedules The schedules summarize the City’s financial activities in a comprehensive, numeric format. These include detailed tables on the following functions: • • • • • • • • • • • • • • • • • Schedule 1 starts with beginning balances for each fund and tracks the money coming in, tracks the money going out, and arrives at a projected ending balance for each fund. Schedule 2 is a multi-year look at all revenues (money in). Schedule 3 is a multi-year look at all operating, day-to-day expenditures (money out). Schedule 4 is a list of projected Streetlight and Maintenance Improvement Districts revenues. Schedule 5 is a list of the City’s tax levy and rate. Schedule 6 is a multi-year listing of personnel by department. Schedule 7 is a multi-year look at personnel by position. Schedule 8 is a list of the City’s debt obligations and payment requirements. Schedule 9 is a list of the City’s Capital Improvement Projects for the upcoming year. Schedule 10 is a summary of new budget requests, called “supplementals.” Schedule 11 is State of Arizona Auditor General Schedule A which shows the estimated revenues and expenditures. Schedule 12 is State of Arizona Auditor General Schedule B which summarizes the tax levy and tax rate information. Schedule 13 is State of Arizona Auditor General Schedule C which is a summary of the fund type of revenues other than property taxes. Schedule 14 is State of Arizona Auditor General Schedule D which shows the fund type of other financing sources/uses and interfund transfers. Schedule 15 is State of Arizona Auditor General Schedule E which summarizes by the department expenditures within each fund type. Schedule 16 is State of Arizona Auditor General Schedule F which is a summary of fund expenditures/expenses by department. Schedule 17 is State of Arizona Auditor General Schedule G which is a summary of the number of Full-Time Equivalent Employees and estimated Personnel Compensation by fund type. 437 Schedule 1 - All Funds Summary FUND NAME ESTIMATED BALANCE 7/1/2024 PROJECTED REVENUES TRANSFERS IN TOTAL SOURCES 1 General Fund 2 Half Cent Sales Tax Fund 3 Other Reserve Funds Total General & Other $ $ $ $ 151,706,682 $ 64,158,568 $ 3,913,784 $ 219,779,034 $ 217,047,779 $ 33,427,879 $ 200,000 $ 250,675,658 $ 23,064,331 $ $ 5,000,000 $ 28,064,331 $ 391,818,792 97,586,447 9,113,784 498,519,023 4 Streets 5 Streetlight Improvement Districts 6 Maintenance Improvement Districts 7 Transportation Sales Tax Fund 8 Development Fee Funds 9 Home and Housing Grants 10 Transit 11 Attorney Grants 12 Public Safety Grants 13 Other Grants 14 Community Service Grants Total Special Revenue Funds $ $ $ $ $ $ $ $ $ $ $ $ 15,018,729 14,044 1,193 30,334,168 47,628,662 48,213 4,804,754 3,796,048 8,287,214 851,648 110,784,673 $ $ $ $ $ $ $ $ $ $ $ $ 22,014,588 1,153,995 93,937 20,284,037 9,210,652 949,765 1,275,911 18,284 4,705,003 5,435,615 2,980,844 68,122,631 $ $ $ $ $ $ $ $ $ $ $ $ 2,151,995 1,900,000 4,051,995 $ $ $ $ $ $ $ $ $ $ $ $ 39,185,312 1,168,039 95,130 50,618,205 56,839,314 997,978 7,980,665 18,284 8,501,051 13,722,829 3,832,492 182,959,299 15 Water 16 Water Replacement & Reserves 17 Water Expansion 18 Water Bonds 19 Wastewater 20 Wastewater Replacement & Reserves 21 Wastewater Expansion 22 Wastewater Bonds 23 Residential Solid Waste 24 Commercial Solid Waste 25 Solid Waste Reserves 26 Solid Waste Bonds 27 Sports Complex Operations/Maintenance 28 Sports Complex Equipment Reserves Total Enterprise Funds $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 51,294,837 $ 15,673,390 $ 13,105,699 $ 4,239,794 $ 26,163,954 $ 10,884,946 $ 3,336,123 $ 8,823,225 $ 5,627,724 $ 2,239,408 $ 4,589,034 $ (249,816) $ 1,072,257 $ 1,890,815 $ 148,691,390 $ 66,484,478 1,913,823 3,402,473 65,085,286 29,068,146 517,817 1,802,362 19,996,965 19,286,536 3,009,039 2,150,004 18,280,751 3,386,713 675,767 235,060,160 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 572,000 3,237,513 3,809,513 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 117,779,315 17,587,213 16,508,172 69,325,080 55,232,100 11,402,763 5,138,485 28,820,190 24,914,260 5,248,447 7,311,038 18,030,935 7,696,483 2,566,582 387,561,063 29 Fleet Maintenance 30 Fleet Reserve 31 Insurance Reserve 32 Facilities Maintenance 33 Information Technology 34 Information Technology Reserve 35 Information Technology Projects Total Internal Service Funds $ $ $ $ $ $ $ $ 1,284,109 18,992,032 34,415,874 2,210,610 4,256,813 5,011,712 279,077 66,450,227 7,684,456 4,447,243 32,172,282 7,758,223 14,225,522 869,505 67,157,231 $ $ $ $ $ $ $ $ 3,397,000 58,041 181,207 3,636,248 $ $ $ $ $ $ $ $ 8,968,565 26,836,275 66,588,156 9,968,833 18,540,376 6,062,424 279,077 137,243,706 36 Fireman's Pension 37 Agency Funds Total Trust & Agency Funds $ $ $ 2,054 $ $ 2,054 $ 60 $ $ 60 $ 2,986 $ $ 2,986 $ 5,100 5,100 38 General Obligation Bonds 39 Capital Projects - Streets/Economic Development 40 Outside Source Fund Total Capital Projects Funds $ $ $ $ 15,143,294 $ 21,472,797 $ 10,850,371 $ 47,466,462 $ 44,200,000 $ 8,577,500 $ 22,773,748 $ 75,551,248 $ - $ $ $ $ 59,343,294 30,050,297 33,624,119 123,017,710 41 General Obligation Bonds 42 Other Bonds Total Debt Service Funds $ $ $ 22,550,402 $ 5,294,595 $ 27,844,997 $ 25,054,684 $ 20,493 $ 25,075,177 $ $ 5,259,785 $ 5,259,785 $ 47,605,086 10,574,873 58,179,959 $ 621,018,837 721,642,165 44,824,858 All Funds Total 438 $ $ $ $ $ $ $ $ $ $ $ 1,387,485,860 Schedule 1 - All Funds Summary CAPITAL PROJECTS OPERATIONS LONG-TERM DEBT TOTAL EXPENDITURE CONTINGENCY TRANSFER OUT TOTAL USES ESTIMATED BALANCE 6/30/2025 $ $ $ $ 238,267,366 $ 4,256,929 $ $ 242,524,295 $ 24,524,278 $ 32,448,159 $ 9,068,500 $ 66,040,937 $ - $ $ $ $ 27,535,521 $ 10,000,000 $ $ 37,535,521 $ 290,327,165 $ 46,705,088 $ 9,068,500 $ 346,100,753 $ 8,601,331 $ 25,559,194 $ $ 34,160,525 $ 298,928,496 $ 72,264,282 $ 9,068,500 $ 380,261,278 $ 92,890,296 25,322,165 45,284 118,257,745 1 2 3 $ $ $ $ $ $ $ $ $ $ $ $ 13,584,713 148,087 5,000,000 997,978 3,290,795 18,284 5,567,875 5,484,665 3,470,047 37,562,444 $ $ $ $ $ $ $ $ $ $ $ $ 18,306,349 28,683,462 20,887,549 3,246,701 71,124,061 $ $ $ $ $ $ $ $ $ $ $ $ - $ $ $ $ $ $ $ $ $ $ $ $ 1,000,000 1,000,000 5,000,000 2,500,000 9,500,000 $ $ $ $ $ $ $ $ $ $ $ $ 32,891,062 29,831,549 30,887,549 997,978 3,290,795 18,284 5,567,875 11,231,366 3,470,047 118,186,505 $ $ $ $ $ $ $ $ $ $ $ $ 1,151,995 91,537 6,903,664 900,000 226,683 9,273,879 $ $ $ $ $ $ $ $ $ $ $ $ 32,891,062 1,151,995 91,537 36,735,213 30,887,549 997,978 3,290,795 18,284 6,467,875 11,458,049 3,470,047 127,460,384 $ $ $ $ $ $ $ $ $ $ $ $ 6,294,250 16,044 3,593 13,882,992 25,951,765 4,689,870 2,033,176 2,264,780 362,445 55,498,915 4 5 6 7 8 9 10 11 12 13 14 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 40,546,384 2,410,339 299,641 16,156,903 892,004 18,462,975 2,961,476 5,636,509 7,214,462 1,369,333 95,950,026 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 29,186,873 5,000 9,104,436 67,993,006 26,741,165 3,687,420 28,410,541 132,951 70,022 13,816,800 151,500 179,299,714 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,000,000 1,000,000 1,000,000 4,000,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 84,159,967 2,415,339 9,404,077 67,993,006 50,114,059 892,004 3,687,420 28,410,541 20,921,749 3,250,342 5,636,509 13,816,800 7,214,462 1,520,833 299,437,108 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 245,173 220,551 130,346 586,384 1,182,454 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 84,405,140 2,415,339 9,624,628 67,993,006 50,244,405 892,004 3,687,420 28,410,541 21,508,133 3,250,342 5,636,509 13,816,800 7,214,462 1,520,833 300,619,562 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 33,374,175 15,171,874 6,883,544 1,332,074 4,987,695 10,510,759 1,451,065 409,649 3,406,127 1,998,105 1,674,529 4,214,135 482,021 1,045,749 86,941,501 15 16 17 18 19 20 21 22 23 24 25 26 27 28 $ $ $ $ $ $ $ $ 8,154,816 15,407,330 32,536,491 7,784,293 17,945,464 695,039 82,523,433 $ $ $ $ $ $ $ $ 1,500,494 1,500,494 $ $ $ $ $ $ $ $ - $ $ $ $ $ $ $ $ 1,500,000 1,500,000 $ $ $ $ $ $ $ $ 8,154,816 15,407,330 34,036,491 7,784,293 17,945,464 2,195,533 85,523,927 $ $ $ $ $ $ $ $ 208,000 208,000 $ $ $ $ $ $ $ $ 8,362,816 15,407,330 34,036,491 7,784,293 17,945,464 2,195,533 85,731,927 $ $ $ $ $ $ $ $ 605,749 11,428,945 32,551,665 2,184,540 594,912 3,866,891 279,077 51,511,779 29 30 31 32 33 34 35 $ $ $ - $ $ $ - $ $ $ 5,100 $ $ 5,100 $ - $ $ $ 5,100 $ $ 5,100 $ 59,147,786 $ 26,247,304 $ 28,952,613 $ 114,347,703 $ - $ $ $ $ - $ $ $ $ 59,147,786 $ 26,247,304 $ 28,952,613 $ 114,347,703 $ - $ $ $ $ 59,147,786 $ 26,247,304 $ 28,952,613 $ 114,347,703 $ 195,508 38 3,802,993 39 4,671,506 40 8,670,007 - $ $ $ 23,943,849 $ 7,405,055 $ 31,348,904 $ - $ $ $ 23,943,849 $ 7,455,055 $ 31,398,904 $ - $ $ $ 23,943,849 $ 7,455,055 $ 31,398,904 $ 23,661,237 41 3,119,818 42 26,781,055 $ 51,536,272 $ 995,000,000 $ $ $ 5,100 $ $ 5,100 $ $ $ $ $ - $ $ $ $ 50,000 $ 50,000 $ $ 458,615,298 $ $ $ $ $ - 432,312,909 12,426,710 6,215,991 1,325,823 218,844 20,187,368 $ 52,535,521 439 $ 44,824,858 $ 1,039,824,858 $ - 347,661,002 36 37 440 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals FY2023 Actuals FY2024 Budget FY2025 Budget $1,437,170 $1,339,989 $1,300,000 $1,209,340 $5,970 $5,969 $0 $0 $5,149,068 $5,484,577 $5,841,675 $6,211,216 $516,532 $716,804 $300,000 $300,000 General Fund Taxes Cablevision Franchise Govt Prop Lease Excise Tax Rev Property Tax Sales Tax Recoveries Sales Tax-Advertising $22,996 $28,364 $30,000 $30,000 Sales Tax-Amusements $1,206,820 $1,318,859 $1,212,613 $1,323,565 Sales Tax-Apts/Rm House/Resid $2,833,853 $3,341,519 $2,930,865 $1,500,000 Sales Tax-Commercial Rental $2,203,592 $2,395,330 $2,267,267 $2,452,818 Sales Tax-Constr Contracting $6,269,139 $5,574,689 $6,200,000 $4,600,000 Sales Tax-Hotels/Motels $1,438,652 $1,628,839 $1,483,250 $1,667,931 Sales Tax-Job Printing $24,770 $22,826 $23,000 $23,000 Sales Tax-Penalties/Interest $19,135 $3,138 $20,000 $20,000 Sales Tax-Publishing $31,301 $30,466 $30,000 $30,000 Sales Tax-Rent/Tangible Prop $1,181,624 $1,110,757 $1,203,416 $1,137,415 Sales Tax-Restaurants/Bars $11,369,583 $12,314,304 $11,781,394 $12,653,785 Sales Tax-Retail $38,727,562 $40,544,712 $40,121,076 $41,662,452 $248,035 $288,692 $235,587 $274,258 Sales Tax-Trailer Courts $0 $0 $0 $0 Sales Tax-Transp for Hire $2,727 $3,049 $0 $0 $2,776,841 $2,983,807 $2,790,956 $2,994,453 $0 $0 $0 $0 $2,632 $1,219 $0 $0 Sales Tax-Telecommunication Sales Tax-Utilities Sales Tax-Vehicle Rental Small Cell Annual Fees SRP In-lieu Tax Use Tax Utility Franchise Subtotal - Taxes $58,544 $59,830 $30,000 $30,000 $1,693,229 $1,441,162 $1,744,110 $1,475,750 $3,521,820 $3,899,638 $3,200,000 $3,943,157 $80,741,595 $84,538,541 $82,745,209 $83,539,140 Intergovernmental Revenue Auto Lieu Tax $8,237,369 $9,669,103 $8,140,000 $10,222,000 Grant Revenue $71,692 $6,074 $75,000 $2,518 Grant Revenue - Federal $15,691 $12,876 $0 $0 Grant Revenue-Comm Svc $8,710 $8,931 $0 $0 Intergovtl Participation $20,082 ($3,160) $500,000 $0 $0 $0 $0 $0 $336,268 $256,305 $200,000 $258,612 Intergovtl Partic-PD Peoria Distr Share-Pool State Shared Sales Tax $26,815,644 $28,812,810 $27,763,359 $29,329,121 Urban Revenue Sharing $24,816,247 $36,976,059 $33,000,000 $42,495,763 $60,321,703 $75,738,999 $69,678,359 $82,308,014 $38,725 $42,675 $29,542 $23,715 Subtotal - Intergovernmental Revenue Charges for Service Addressing Fee Adv Sales - Pylon Signs $0 $38,600 $50,000 $50,000 $67,872 $81,613 $60,000 $60,000 Allocated Interdept Svc Chrgs $16,622,348 $17,091,253 $17,737,937 $19,498,261 ALS Ambulance Transport $5,323,499 $6,434,718 $5,329,000 $6,796,385 $0 $0 $0 $160,000 Advanced Life Support Fees Ambulance Medical Supplies Reimbursement 441 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals FY2023 Actuals FY2024 Budget FY2025 Budget Ambulance Mileage Reimbursement $0 $0 $0 $0 Assmt Modification Fees $0 $0 $0 $0 BLS Ambulance Transport $0 $0 $0 $0 CFD Appl/Process Fee $0 $0 $0 $0 $2,865,186 $2,700,000 $2,850,000 $2,764,053 CIP Finance Charges CIP Engineering Charges $120,000 $120,000 $170,000 $218,195 Concrete Inspection $304,207 $668,539 $236,459 $371,509 Dry Utility Review $185,050 $211,000 $141,166 $117,253 EMS Contract Misc Fees $164,437 $142,927 $120,000 $140,000 Eng Plan Check-Grd/Drng $306,600 $219,460 $233,892 $121,955 Eng Plan Chk-Offsite Imp $0 $0 $0 $0 Eng Plan Chk-Street Light $52,120 $41,760 $40,584 $23,206 Engineering Applications $63,891 $74,475 $48,949 $41,386 Expedited Engineering Review $1,000 $15,760 $763 $8,758 $480 $240 $0 $382 Expedited Plan Check Fee Fees for Gen Svcs-Fire $7,785 $8,545 $0 $4,000 Fees for General Services $5,970 $6,916 $5,000 $10,000 Fees for General Svcs-Police $100,807 $97,464 $50,000 $50,000 Filing-Election Argument Fee $0 $0 $0 $0 Filming Application and Fees $100 $250 $0 $0 Fire- Commercial Inspections $406,685 $312,553 $450,000 $375,000 $0 $0 $0 $0 Fire Svc to County Islands $215,346 $217,994 $180,000 $200,000 Fire-New Bldg Inspection Fee $32,343 $33,293 $30,000 $30,000 Fire-Plans Review Fee $89,562 $95,612 $75,000 $75,000 Fire-Resale Revenue $6,809 $3,400 $5,000 $4,000 Fire EMT Services Grading/Drainage Insp Fees $334,180 $435,064 $264,970 $241,766 Homeowners Assoc Academy Fee $0 $0 $0 $0 In Kind Revenues $0 $0 $0 $0 KRASH Revenue $1,569 $848 $0 $0 Landscape Fees-Eng $106,720 $29,440 $81,412 $16,360 Library Copy/Print Fees - Branch $4,125 $3,493 $4,000 $4,000 Library Copy/Print Fees - Main $5,767 $6,740 $5,000 $5,000 Library non-fine revenues $0 $0 $0 $0 $253 $116 $0 $0 $23,445 $14,745 $17,885 $8,194 $200 $200 $500 $0 $19,670 $42,210 $37,500 $37,500 $0 $0 $0 $0 $44,445 $52,443 $45,000 $45,000 $1,364,070 $1,183,471 $1,291,791 $1,885,076 Planning Appl/Review Fee $444,986 $458,540 $325,000 $325,000 Plans/Spec Doc Fees $17,500 $17,550 $13,350 $9,753 $0 $0 $0 $0 Lien Filing Fees MID Appl/Process Fee New Const Inspect-After hours Passport Application fee Passport Photo Fees Pawn Shop Transaction Fees Plan Check Fees Rec Retl-Txb-Teen Program Rec Revenue-Adapt Rec Prog $21,192 $57,795 $20,000 $119,826 Rec Revenue-AM/PM Program $1,680,926 $2,102,292 $1,725,000 $3,251,007 Rec Revenue-Enrichment- Adult $15,496 $33,007 $29,000 $155,811 Rec Revenue-Enrichment- Youth $113,218 $151,764 $130,000 $193,152 $725 $825 $1,000 $5,832 Rec Revenue-Outdoor 442 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals FY2023 Actuals FY2024 Budget FY2025 Budget Rec Revenue-Senior Program $37,184 $58,052 $40,000 $70,669 Rec Revenue-Special Events $93,617 $82,193 $235,000 $190,000 Rec Revenue-Sports Programs - Adult $116,557 $131,429 $130,000 $382,927 Rec Revenue-Sports Programs - Youth $279,671 $318,786 $300,000 $516,407 Rec Revenue-Summer Camp $526,698 $636,052 $500,000 $1,375,122 Rec Revenue-Summer Rec Prg $0 $0 $0 $125,828 Rec Revenue-Teen Program $3,549 $8,894 $5,000 $62,911 Rec Revenue-Tot Time Prog $326,123 $482,838 $325,000 $633,033 Recycling Program Revenue $21,763 ($5,152) $5,000 $5,000 Reimb for O/S Inspec O/T $10,188 $16,500 $7,772 $9,169 Retaining Wall Inspection $37,318 $177,127 $28,850 $98,430 Retaining Wall Review Fee $9,000 $13,200 $6,866 $7,335 Rio Vista Program Revenues $34,717 $58,660 $35,000 $35,000 Rio Vista Rec Center Memberships $360,619 $516,444 $400,000 $1,112,825 Rio Vista Retail Sales $0 $0 $0 $0 Sewer Inspection Fees $273,585 $455,751 $209,041 $253,262 Sewer Review Fee-Eng $119,780 $120,700 $91,375 $67,073 SLID Appl/Process Fee $24,375 $8,535 $18,595 $4,743 Storm Drainage Report-Eng $43,342 $69,139 $33,063 $38,421 Storm Water Mgmt Rpt-Eng $52,300 $53,380 $39,897 $29,663 Street Inspection Fees $284,931 $836,108 $222,661 $464,628 Street Review Fee-Eng $185,400 $224,990 $141,433 $125,028 Subdiv Final Plat Fee/Appl $70,258 $54,461 $53,597 $30,264 Swim Pool Admin Fees-Txb $897 $999 $0 $0 Swimming Pool Fees $291,742 $321,854 $300,000 $444,360 Ticket Sales-Other $730 $3,261 $9,800 $0 Traffic Impact Report-Eng $20,405 $16,866 $15,566 $9,373 Traffic Plan Check Fee $132,530 $106,990 $101,101 $59,455 $0 $0 $0 $0 $341,929 Training Revenue Water Inspection Fees $315,041 $615,309 $242,166 Water Review Fee-Eng $123,260 $145,230 $94,030 $80,705 $34,809,701 $38,928,187 $35,339,566 $44,121,688 $129,379 $48,154 $10,000 $10,000 Subtotal - Charges for Service Fines & Forfeitures Code Enforcement Fines Court Enhancement Fee Court Fines and Forfeitures $0 $0 $0 $0 $707,265 $734,019 $500,000 $500,000 Court Fines-Police-Safety Equipment $11,535 $14,346 $10,000 $10,000 Court Fines-Public Safety-Attorney $18,106 $23,357 $20,000 $20,000 Court Fines-Public Safety-PD $77,950 $95,054 $60,000 $60,000 Deferred Prosecution Fees $48,600 $47,700 $60,000 $50,000 Enhanced School Zone Fines $1,672 $708 $500 $0 $0 ($790) $0 $0 False Alarm Fines-Police False Alarm Fines-Fire $138,273 $84,789 $100,000 $100,000 Incarceration Fees $134,477 $155,745 $101,000 $120,000 $0 ($6) $0 $0 Library Fines and Forfeitures - Branch $23,353 $21,461 $23,500 $20,000 Library Fines and Forfeitures - Main $13,746 $16,124 $15,000 $7,000 PD Impound Admin Fee $119,830 $143,619 $120,000 $120,000 $12 $0 $0 $0 JCEF Revenue Red Light Process Svc Fee 443 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals Traffic School Receipts Subtotal - Fines & Forfeitures FY2023 Actuals FY2024 Budget FY2025 Budget $194,889 $259,006 $150,000 $200,000 $1,619,089 $1,643,285 $1,170,000 $1,217,000 $82,288 $82,369 $75,000 $75,000 Licenses & Permits Alarm Permits Bingo License Fees $0 $15 $0 $0 Bldg Permit & Insp-Commercial $510,241 $566,744 $483,067 $902,731 Bldg Permit & Insp-Residential $2,770,152 $1,266,517 $2,623,868 $2,017,356 $43,649 $44,750 $40,000 $60,743 Field Permits-Sports Prg Fire Code Revenues $40,210 $41,920 $50,000 $40,000 Liquor Licenses and Permits $80,733 $94,052 $80,000 $80,000 Occupational Business License $181,956 $216,595 $200,000 $201,500 $200 $0 $0 $0 Off-Track Betting License Park Permits-Sports Prg Sales Tax Licenses Telecommunications License Utility Revocable Permits Subtotal - Licenses & Permits $39,860 $41,436 $40,000 $67,493 $1,189,467 $1,194,130 $1,010,500 $1,017,800 $4,000 $4,000 $4,000 $4,000 $154,296 $98,355 $117,705 $54,656 $5,097,052 $3,650,883 $4,724,140 $4,521,279 Miscellaneous Income Auction Proceeds $27,237 $42,640 $25,000 $25,000 Cash Over/Short $520 ($57,443) $0 $0 Cash Over/Short-Comm Svcs $1 $0 $0 $0 Gain on Disposal of F/A $0 $0 $0 $0 Interest Income $518,415 $1,789,772 $920,000 $0 Misc A/R Penalties $2,352 ($3,046) $2,500 $0 $150,000 Misc Police Revenues $166,264 $150,869 $150,000 Other Revenue $667,907 $469,600 $20,000 $0 Reimb Revenue-General $421,309 $318,340 $30,000 $30,000 ($100) $0 $0 $0 $0 Reimb-Comm Svcs Reimb-Damage to City Prop. $0 $0 $0 Reimbursement for O/T $0 $0 $0 $0 Reimbursement-Jury Duty $0 $0 $0 $0 $11,607 $408,127 $0 $0 $0 $0 $0 $0 Sale of Land Southwest Gas Capital Funds State Fire Reimbursement Subtotal - Miscellaneous Income $16,448 $73,321 $50,000 $50,000 $1,831,958 $3,192,179 $1,197,500 $255,000 Rents General Rent Revenue $43,824 $45,871 $40,000 $40,000 Paloma Park Concession Rent $10,080 $11,058 $10,000 $10,000 Paloma Park Field Permit/Rental $87,632 $83,105 $100,000 $80,000 Paloma Park Ramada Rentals $58,392 $62,511 $50,000 $60,000 Pioneer Park Concessions Rent $21,165 $14,534 $20,000 $20,000 Pioneer Park Field Permits/Rental $225,945 $175,484 $225,000 $200,000 Pioneer Park Ramada Rentals $57,082 $52,534 $50,000 $50,000 Rent Rev-Comm Center $21,962 $46,444 $25,000 $25,000 Rent Revenue - Alter Group $190,345 $195,075 $175,000 $175,000 $3,389 $10,236 $0 $0 $0 $0 $0 $0 Rent Revenue - Arts Ctr Ticket Surchrg Rent Revenue - Salty Senoritas 444 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals FY2023 Actuals FY2024 Budget FY2025 Budget Rent Rev-Library $1,300 $1,603 $0 $0 Rent Rev-Swim Pool $17,794 $34,185 $15,000 $16,318 Rent-AZ Broadway Theater(KLOS) $44,127 $308 $50,000 $50,000 Rio Vista Concessions Rent $20,243 $19,225 $20,000 $20,000 Rio Vista Field Permits/Rental $141,295 $127,646 $140,000 $140,000 Rio Vista Ramada Rentals $42,772 $57,479 $40,000 $40,000 Rio Vista Rec Center Rentals $146,655 $185,436 $150,000 $150,000 Trails Permits/Rental $10,721 $8,051 $10,000 $10,000 Subtotal - Rents $1,144,722 $1,130,786 $1,120,000 $1,086,318 Total - General Fund $185,565,821 $208,822,860 $195,974,774 $217,047,119 Sales Tax Recoveries $241,657 $332,281 $150,000 $150,000 Sales Tax-Advertising $11,500 $14,185 $15,000 $15,000 Half-Cent Sales Tax Fund Taxes Sales Tax-Amusements $301,747 $329,761 $303,153 $330,891 Sales Tax-Apts/Rm House/Resid $1,416,888 $1,671,060 $1,465,432 $750,000 Sales Tax-Commercial Rental $1,101,992 $1,197,878 $1,133,633 $1,226,409 Sales Tax-Constr Contracting $3,135,134 $2,787,846 $1,550,000 $2,300,000 Sales Tax-Hotels/Motels $159,870 $181,005 $163,157 $183,472 Sales Tax-Job Printing $12,387 $11,415 $11,500 $11,500 Sales Tax-Penalties/Interest $8,750 $1,590 $10,000 $10,000 Sales Tax-Publishing $15,653 $15,236 $15,000 $15,000 Sales Tax-Rent/Tangible Prop $590,919 $555,478 $601,707 $568,707 Sales Tax-Restaurants/Bars $2,842,794 $3,079,007 $2,945,348 $3,163,446 Sales Tax-Retail $19,338,879 $20,245,315 $20,060,537 $20,831,225 $137,128 $124,040 $144,372 $117,793 Sales Tax-Trailer Courts Sales Tax-Telecommunication $0 $0 $0 $0 Sales Tax-Transp for Hire $1,364 $1,525 $0 $0 $1,388,420 $1,491,904 $1,395,477 $1,497,226 Sales Tax-Utilities Sales Tax-Vehicle Rental $0 $0 $0 $0 $846,767 $720,711 $872,054 $737,875 $31,538,761 $32,780,568 $30,809,791 $31,927,879 $196,936 $809,051 $250,000 $1,500,000 Use Tax Subtotal - Taxes Miscellaneous Income Interest Income Other Revenue $0 $555,000 $0 $0 $10,000 $10,000 $0 $0 Subtotal - Miscellaneous Income $206,936 $1,374,051 $250,000 $1,500,000 Total - Half-Cent Sales Tax Fund $31,745,697 $34,154,619 $31,059,791 $33,427,879 $90,000 Reimb Revenue-General Transportation Sales Tax Fund Taxes Sales Tax Recoveries $145,171 $200,299 $90,000 Sales Tax-Advertising $6,901 $8,512 $9,000 $9,000 Sales Tax-Amusements $180,947 $197,746 $181,892 $198,535 445 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals FY2023 Actuals FY2024 Budget FY2025 Budget Sales Tax-Apts/Rm House/Resid $850,235 $1,002,756 $879,259 $450,000 Sales Tax-Commercial Rental $661,274 $718,812 $680,180 $735,845 Sales Tax-Constr Contracting $1,881,306 $1,672,909 $1,860,000 $1,395,000 Sales Tax-Hotels/Motels $191,737 $217,084 $197,767 $222,391 Sales Tax-Job Printing $7,433 $6,850 $6,900 $6,900 $0 $0 $6,000 $6,000 $9,393 $9,143 $9,000 $9,000 Sales Tax-Penalties/Interest Sales Tax-Publishing Sales Tax-Rent/Tangible Prop $354,594 $333,327 $361,025 $341,224 Sales Tax-Restaurants/Bars $1,704,721 $1,846,370 $1,767,209 $1,898,068 Sales Tax-Retail $11,834,172 $12,396,713 $12,036,323 $12,498,736 $74,433 $86,634 $70,676 $82,277 Sales Tax-Telecommunication Sales Tax-Trailer Courts $0 $0 $0 $0 Sales Tax-Transp for Hire $818 $915 $0 $0 $833,052 $895,142 $837,287 $898,336 $0 $0 $0 $0 Sales Tax-Utilities Sales Tax-Vehicle Rental Use Tax Subtotal - Taxes $508,121 $432,478 $523,233 $442,725 $19,244,308 $20,025,688 $19,515,751 $19,284,037 $112,715 $464,128 $307,065 $1,000,000 Miscellaneous Income Interest Income Other Revenue $0 $0 $0 $0 $119,200 $590,429 $0 $0 Subtotal - Miscellaneous Income $231,916 $1,054,556 $307,065 $1,000,000 Total - Transportation Sales Tax Fund $19,476,224 $21,080,245 $19,822,816 $20,284,037 $10,954,243 $12,923,246 $12,451,713 $14,020,522 Reimb Revenue-General Information Technology Fund Charges for Service Interdepartmental Svc Chg Miscellaneous Income Auction Proceeds $13,274 $10,929 $0 $0 Interest Income $20,845 $172,767 $30,000 $205,000 Reimb Revenue-General $2,061 $53,673 $0 $0 Subtotal - Miscellaneous Income $36,180 $237,368 $30,000 $205,000 Total - Information Technology Fund $10,990,423 $13,160,614 $12,481,713 $14,225,522 Information Technology Reserve Fund Charges for Service Allocated Interdept Svc Chrgs Interdepartmental Svc Chg Subtotal - Charges for Service $0 $0 $0 $791 $757,435 $761,690 $773,866 $808,714 $757,435 $761,690 $773,866 $809,505 Miscellaneous Income Auction Proceeds $802 $0 $0 $0 Interest Income $16,055 $67,139 $20,000 $60,000 $16,857 $67,139 $20,000 $60,000 Subtotal - Miscellaneous Income 446 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals FY2023 Actuals FY2024 Budget FY2025 Budget $774,293 $828,829 $793,866 $869,505 Interdepartmental Svc Chg $6,797,532 $7,172,788 $7,814,956 $7,693,223 Recycling Program Revenue $0 $0 $0 $0 $6,797,532 $7,172,788 $7,814,956 $7,693,223 Total - Information Technology Reserve Fund Facilities Fund Charges for Service Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Interest Income Reimb Revenue-General $0 $0 $0 $0 $8,034 $72,456 $10,000 $65,000 $0 $32 $0 $0 Subtotal - Miscellaneous Income $8,034 $72,488 $10,000 $65,000 Total - Facilities Fund $6,805,565 $7,245,276 $7,824,956 $7,758,223 Interdepartmental Svc Chg $7,061,819 $7,565,928 $7,488,373 $7,664,456 Recycling Program Revenue $0 $2,250 $0 $0 $7,061,819 $7,568,178 $7,488,373 $7,664,456 Auction Proceeds $3,075 $0 $0 $0 Interest Income $4,375 $19,810 $10,000 $20,000 $428 $34 $0 $0 Subtotal - Miscellaneous Income $7,879 $19,844 $10,000 $20,000 Total - Fleet Maintenance Fund $7,069,698 $7,588,022 $7,498,373 $7,684,456 $0 $0 $0 $350,000 Interdepartmental Svc Chg $2,940,566 $3,169,256 $3,922,861 $3,777,243 Recycling Program Revenue $0 $1,781 $0 $0 $2,940,566 $3,171,037 $3,922,861 $3,777,243 $122,578 $135,851 $35,000 $35,000 $0 $0 $0 $0 $71,211 $248,488 $90,000 $285,000 Subtotal - Miscellaneous Income $193,789 $384,339 $125,000 $320,000 Total - Fleet Reserve Fund $3,134,355 $3,555,376 $4,047,861 $4,447,243 Fleet Maintenance Fund Charges for Service Subtotal - Charges for Service Miscellaneous Income Reimb Revenue-General Fleet Reserve Fund Intergovernmental Revenue Grant Revenue - Federal Charges for Service Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Gain on Disposal of F/A Interest Income Debt Service Fund 447 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals FY2023 Actuals FY2024 Budget FY2025 Budget $2,773,230 $0 $0 $0 $0 $0 $0 $0 $21,495,000 $0 $0 $0 $24,268,230 $0 $0 $0 Property Tax $20,438,046 $21,683,236 $23,165,265 $24,630,684 SRP In-lieu Tax $232,157 $237,256 $244,000 $244,000 $20,670,203 $21,920,492 $23,409,265 $24,874,684 Interest Income $77,860 $216,091 $40,000 $200,493 Reimb Revenue-General $127,515 $122,569 $0 $0 Subtotal - Miscellaneous Income $205,375 $338,661 $40,000 $200,493 Total - Debt Service Fund $45,143,807 $22,259,152 $23,449,265 $25,075,177 Bond Premium (Discount) $5,313,345 $1,524,166 $0 $0 Bond Proceeds $55,880,000 $23,810,000 $75,471,970 $146,659,688 Loan Proceeds $0 $0 $50,797 $0 $61,193,345 $25,334,166 $75,522,767 $146,659,688 Interest Income $134,465 $1,796,561 $210,000 $903,314 Reimb Revenue-General $301,404 $0 $25,686,958 $0 Subtotal - Miscellaneous Income $435,869 $1,796,561 $25,896,958 $903,314 Total - Bond Fund $61,629,214 $27,130,726 $101,419,725 $147,563,002 Commercial Recycling Fees $109,114 $128,273 $118,541 $126,755 Commercial Sanitation Fees $1,994,790 Bond Proceeds Bond Premium (Discount) Loan Proceeds Proceeds of Refunding Bonds Subtotal - Bond Proceeds Taxes Subtotal - Taxes Miscellaneous Income Bond Fund Bond Proceeds Subtotal - Bond Proceeds Miscellaneous Income Commercial Sanitation Fund Charges for Service $1,227,578 $1,350,106 $1,865,521 Commercial Special Hauls $4,780 $6,560 $0 $0 Field Trip Svc Fee-Utilities $24,508 $25,312 $20,000 $20,000 Recycling Program Revenue $7,719 $242 $0 $0 Roll-Off Sanitation Fees $692,696 $738,281 $752,539 $804,686 San Fees-Comm Multi-Fam Clc $489,594 $458,524 $0 $0 $1,778 $1,271 $0 $0 $2,557,767 $2,708,570 $2,756,601 $2,946,231 Auction Proceeds $0 $0 $0 $0 Gain on Disposal of F/A $0 $0 $0 $0 $10,336 $27,773 $32,298 $62,808 Utility Late Fee Charges Subtotal - Charges for Service Miscellaneous Income Interest Income 448 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals Reimb Revenue-General FY2023 Actuals FY2024 Budget FY2025 Budget $0 $0 $0 $0 Subtotal - Miscellaneous Income $10,336 $27,773 $32,298 $62,808 Total - Commercial Sanitation Fund $2,568,103 $2,736,343 $2,788,899 $3,009,039 Residential Sanitation Fund Intergovernmental Revenue Grant Revenue $2,000 $0 $0 $0 Grant Revenue - Federal $35,800 $0 $0 $0 $37,800 $0 $0 $0 Allocated Interdept Svc Chrgs $127,778 $128,870 $134,284 $131,404 Multi-Family Resid Recycling $75,828 $78,435 $0 $0 Subtotal - Intergovernmental Revenue Charges for Service Recycling Program Revenue $148,318 $20,128 $0 $0 Residential Recycling Fees $3,489,878 $3,546,111 $0 $0 San Fees-Automated Clc $9,368,032 $10,425,099 $16,238,764 $18,928,716 San Fees-Res Multi-Fam Clc $205,207 $337,752 $0 $0 Special Haul Fees $21,010 $14,280 $21,010 $21,010 Utility Late Fee Charges $32,915 $32,044 $32,915 $32,915 $13,468,967 $14,582,719 $16,426,973 $19,114,045 Auction Proceeds $52,101 $0 $0 $0 Interest Income $30,237 $40,975 $66,309 $134,691 $113 $9,372 $37,800 $37,800 Subtotal - Miscellaneous Income $82,451 $50,347 $104,109 $172,491 Total - Residential Sanitation Fund $13,589,218 $14,633,065 $16,531,082 $19,286,536 $1,826,386 $1,811,977 $1,890,625 $2,065,947 Subtotal - Charges for Service Miscellaneous Income Reimb Revenue-General Sanitation Equipment Reserve Fund Charges for Service Interdepartmental Svc Chg Miscellaneous Income Auction Proceeds $0 $15,275 $10,000 $0 $13,438 $79,973 $17,000 $84,057 Subtotal - Miscellaneous Income $13,438 $95,248 $27,000 $84,057 Total - Sanitation Equipment Reserve Fund $1,839,824 $1,907,225 $1,917,625 $2,150,004 Interest Income Sports Complex Fund Charges for Service Adv Sales - Pylon Signs $33,000 $0 $0 $0 Adv Sales-BB Std/Sp Trng $132,845 $225,319 $235,000 $225,000 Adv Sales-BB Std-Non Sp Trn $10,000 $1,200 $5,000 $2,500 $0 $0 $0 $0 $114,571 $121,956 $141,162 $152,767 In Kind Revenues Interdepartmental Svc Chg 449 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals Program Sales Sports Complex Program Revenue FY2023 Actuals FY2024 Budget FY2025 Budget $0 $0 $0 $0 $18,084 $10,166 $15,000 $12,500 Ticket Sales- Facility Surchg $62,696 $179,404 $141,000 $150,000 Ticket Sales- Non Gen Admiss Surchg $26,439 $108,229 $40,000 $90,000 Ticket Sales-Premium $0 $0 $0 $250,000 Ticket Sales-Spring Trg $299,112 $1,099,845 $626,000 $800,000 Ticket.com Annual Fee $6,000 $10,000 $10,000 $10,000 Ticket.com Convenience Fee $12,855 $47,514 $28,000 $35,000 $715,602 $1,803,633 $1,241,162 $1,727,767 $39,641 $22,350 $0 $0 $0 $0 $0 $0 Interest Income $9,017 $17,111 $11,000 $63,000 Other Revenue $850 $3,195 $0 $0 $0 $0 $0 $0 $49,508 $42,656 $11,000 $63,000 $106,713 Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Gain on Disposal of F/A Reimb Revenue-General Subtotal - Miscellaneous Income Rents General Rent Revenue $82,991 $84,378 $80,000 Genl Rent Rev-Sp Cmplx $25,244 $29,619 $15,000 $20,000 Rent Rev/Stad Conc/Non Sp Tr $43,440 $123,083 $50,000 $55,000 Rent Rev/Stad Concssn/Sp Tr $45,117 $2,109,792 $659,000 $900,000 Rent Revenue - Chili Davis $54,841 $55,851 $54,596 $60,000 Rent Rev-Fields $326,307 $244,019 $300,000 $275,000 Rent Rev-Fld/Clh/Mariners $146,526 $154,308 $123,726 $142,000 Rent Rev-Fld/Clh/Padres $106,517 $115,210 $108,726 $118,000 Rent Rev-Novelties/Sp Tr $157,635 $608,393 $223,000 $525,000 $0 $0 $0 $0 $85,820 $79,457 $50,000 $70,000 Subtotal - Rents $1,074,437 $3,604,110 $1,664,048 $2,271,713 Total - Sports Complex Fund $1,839,546 $5,450,398 $2,916,210 $4,062,480 Rent Rev-Parking/Sp Tr Rent Rev-Stadium Streets Fund Taxes Sales Tax Recoveries $6,448 $0 $0 $0 $4,166,024 $4,476,542 $4,186,434 $5,618,561 $4,172,472 $4,476,542 $4,186,434 $5,618,561 $13,158,294 $14,521,341 $14,092,533 $15,481,027 $100,000 $100,000 $100,000 $100,000 $0 $0 $0 $0 $64,880 $231,280 $25,000 $25,000 $0 $948 $0 $0 Street Cut Surcharge $10,870 $1,125 $10,000 $10,000 Street Sign Revenue $0 $0 $0 $0 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 450 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals Subtotal - Charges for Service $175,750 FY2023 Actuals FY2024 Budget FY2025 Budget $333,353 $135,000 $135,000 Miscellaneous Income Auction Proceeds $113,363 $220 $0 $0 Interest Income $72,153 $259,309 $150,000 $780,000 Other Revenue $0 $0 $0 $0 $6,387 $2,000 $0 $0 Subtotal - Miscellaneous Income $191,903 $261,529 $150,000 $780,000 Total - Streets Fund $17,698,419 $19,592,765 $18,563,967 $22,014,588 Grant Revenue $482,573 $484,303 $425,000 $484,303 Grant Revenue - Federal $405,861 $434,847 $0 $0 $0 $0 $0 $0 $888,434 $919,150 $425,000 $484,303 $51,096 $64,882 $65,000 $65,000 Reimb Revenue-General Transit Fund Intergovernmental Revenue Intergovtl Participation Subtotal - Intergovernmental Revenue Charges for Service Advertising-Bus Shelters Transit Collections Subtotal - Charges for Service $22,387 $22,962 $25,000 $25,000 $73,483 $87,843 $90,000 $90,000 $32,650 $0 $0 $0 $140,000 Miscellaneous Income Auction Proceeds Interest Income $26,477 $89,603 $15,000 Reimb Revenue-General $561,608 $390,343 $225,000 $561,608 Subtotal - Miscellaneous Income $620,735 $479,946 $240,000 $701,608 Total - Transit Fund $1,582,652 $1,486,940 $755,000 $1,275,911 $0 $0 $0 $0 Wastewater Fund Bond Proceeds Bond Premium (Discount) Proceeds of Refunding Bonds Subtotal - Bond Proceeds $0 $0 $0 $0 $0 $0 $0 $0 Charges for Service Allocated Interdept Svc Chrgs $576,869 $500,837 $504,385 $604,249 $1,049,938 $1,095,676 $1,065,905 $1,084,558 Interdepartmental Svc Chg $145,051 $153,990 $163,753 $189,558 Recycling Program Revenue $1,987 $1,260 $0 $0 Utility Late Fee Charges $53,510 $50,682 $53,510 $53,510 $24,819,548 $25,405,647 $25,374,832 $26,851,646 $26,646,903 $27,208,091 $27,162,385 $28,783,521 $4,075 $5,450 $0 $0 $0 $0 $0 $0 EPA Mandate Fee Wastewater Fees Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Donations of Capital Assets 451 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals Gain on Disposal of F/A Interest Income Reimb Revenue-General FY2023 Actuals FY2024 Budget FY2025 Budget $0 $0 $0 $0 $160,642 $606,411 $355,000 $802,442 $6,754 $18,532 $0 $0 Subtotal - Miscellaneous Income $171,471 $630,393 $355,000 $802,442 Total - Wastewater Fund $26,818,374 $27,838,484 $27,517,385 $29,585,963 Water Fund Bond Proceeds Bond Premium (Discount) $0 $0 $0 $0 Proceeds of Refunding Bonds $0 $0 $0 $0 $0 $0 $0 $0 $0 $280,000 $0 $0 Subtotal - Bond Proceeds Intergovernmental Revenue Intergovtl Participation Charges for Service ADWR Water Resource Fee ($294) $0 $0 $0 Allocated Interdept Svc Chrgs $42,457 $50,110 $53,469 $64,127 CAP In Lieu Water Purchase $0 $2,616,000 $0 $0 Damaged Property Fees $11,683 $18,066 $11,683 $11,683 Disconnect/Reconnect Fees $208,160 $196,490 $208,160 $208,160 Fees for General Services $23,070 $25,230 $42,457 $23,070 Field Trip Svc Fee-Utilities $10,980 $9,720 $10,980 $10,980 Interdepartmental Svc Chg $155,260 $183,928 $186,241 $188,992 Lien Filing Fees $2,256 $1,830 $23,070 $2,256 New Service Fee-Water $505,430 $384,100 $505,430 $505,430 Non-Potable Water Fees $250,234 $305,034 $281,818 $312,556 Quintero WTP Fees $256,800 $164,297 $256,800 $0 Reclaimed Water Fees $870,180 $767,737 $892,145 $989,456 Recycling Program Revenue $11,943 $33,784 $0 $0 Utilities Tampering Fees $4,675 $4,735 $4,675 $4,675 Utility Delinquent Letter Fee $35,250 $36,233 $35,250 $35,250 Utility Late Fee Charges $72,000 $76,960 $72,000 $72,000 $47,498,282 $46,907,639 $54,606,171 $60,819,138 $351,466 $123,481 $351,466 $351,466 $50,309,832 $51,905,375 $57,541,815 $63,599,239 $25,150 $45,375 $10,000 $0 Donations of Capital Assets $0 $0 $0 $0 Gain on Disposal of F/A $0 $0 $0 $0 Interest Income $398,720 $808,264 $706,000 $1,370,535 Other Revenue $522,552 $37,640 $0 $0 Water Fees Water Meter Charges Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Reimb Revenue-General $1,948,512 $2,251,289 $1,800,000 $1,800,000 Subtotal - Miscellaneous Income $2,894,934 $3,142,568 $2,516,000 $3,170,535 Total - Water Fund $53,204,766 $55,327,944 $60,057,815 $66,769,774 452 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals FY2023 Actuals FY2024 Budget FY2025 Budget $0 $0 $0 $0 $1,762,438 $739,842 $893,440 $1,408,199 $0 $0 $0 $0 $1,144,225 $477,884 $612,710 $909,846 $0 $0 $0 $0 $1,020,166 Impact Fees Fund Charges for Service Citywide Park/Rec Fac Dev Fee Fire & Emergency Dev Fees General Government Dev Fee Law Enforcement Dev Fees Library Dev Fees Neighborhood Park Dev Fees $1,231,919 $526,467 $909,721 Open Space Dev Fee $0 $0 $0 $0 River Corridors/Trails Dev Fee $0 $0 $0 $0 Solid Waste Dev Fees Streets Dev Fee $0 $0 $0 $0 $5,035,606 $2,256,519 $4,720,919 $4,970,930 Wastewater Expansion Fees $2,202,247 $734,023 $2,133,226 $1,731,336 Water Expansion Fees $4,000,408 $1,557,375 $3,270,203 $2,886,093 Water Resource Project Fee $729,480 $250,143 $504,430 $399,310 $16,106,324 $6,542,253 $13,044,649 $13,325,880 $380,407 $1,040,585 $302,102 $1,089,607 $0 $0 $0 $0 Subtotal - Miscellaneous Income $380,407 $1,040,585 $302,102 $1,089,607 Total - Impact Fees Fund $16,486,731 $7,582,837 $13,346,751 $14,415,487 Subtotal - Charges for Service Miscellaneous Income Interest Income Reimb Revenue-General Insurance Reserve Fund Charges for Service COBRA Dental Ins Contributions $15,676 $19,483 $15,000 $20,000 COBRA Health Ins Contrib $285,410 $247,695 $250,000 $250,000 Employee Dental Ins Contrib $384,406 $413,916 $390,000 $410,000 $3,945,030 Employee Health Ins Contrib $3,057,805 $3,352,754 $3,527,286 Employer Dental Ins Contrib $807,037 $875,075 $885,000 $920,000 Employer Health Ins Contrib $15,883,569 $17,630,521 $18,182,983 $20,415,470 Employer Workers Comp Contrib $2,763,632 $3,010,831 $1,055,992 $2,181,849 Interdepartmental Svc Chg $2,498,886 $2,500,000 $2,497,705 $2,999,933 $25,696,420 $28,050,277 $26,803,966 $31,142,282 $0 $0 $0 $0 $200,426 $521,021 $255,000 $1,005,000 $0 $0 $0 $0 Reimb-Damage to City Prop. $325,428 $300,362 $0 $0 Reimbursement-Claims $144,962 $130,773 $25,000 $25,000 Subtotal - Miscellaneous Income $670,816 $952,156 $280,000 $1,030,000 Total - Insurance Reserve Fund $26,367,236 $29,002,432 $27,083,966 $32,172,282 Subtotal - Charges for Service Miscellaneous Income Auction Proceeds Interest Income Reimb Revenue-General Grant Fund 453 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals FY2023 Actuals FY2024 Budget FY2025 Budget Intergovernmental Revenue Grant Revenue Grant Revenue - Federal Intergovtl Participation $341,825 $6,163,436 $852,939 $2,972,917 $8,701,129 $6,489,144 $4,136,247 $5,519,554 $0 $0 $3,000,000 $3,000,000 Program Income Federal Grants $69,110 $19,765 $0 $0 Seizure Revenue $164,928 $151,701 $173,284 $173,284 Smart and Safe AZ Revenue $0 $1,095,491 $1,000,000 $1,355,326 $9,276,992 $13,919,537 $9,162,470 $13,021,081 Fees for General Svcs-Police $148,260 $139,195 $0 $0 Recreational Retl Sales-Txb $0 $1,469 $0 $1,000 $148,260 $140,664 $0 $1,000 $39,813 $178,434 $3,500 $69,500 $0 $0 $0 $0 $212,000 $243,412 $0 $0 Subtotal - Miscellaneous Income $251,813 $421,846 $3,500 $69,500 Total - Grant Fund $9,677,064 $14,482,046 $9,165,970 $13,091,581 $0 $0 $0 $7,922,500 Subtotal - Intergovernmental Revenue Charges for Service Subtotal - Charges for Service Miscellaneous Income Interest Income Reimb Rev-Empl Overpymt Reimb Revenue-General Other Fund Bond Proceeds Bond Proceeds Taxes Maintenance ID Tax $90,160 $98,542 $99,947 $91,537 Street Light ID Tax $1,045,085 $1,070,502 $1,112,609 $1,151,995 $1,135,245 $1,169,044 $1,212,556 $1,243,532 Subtotal - Taxes Intergovernmental Revenue Grant Revenue Grant Revenue - Federal Intergovtl Partic Muni Court Allocation (FTG) State Ins Dept Rebate Subtotal - Intergovernmental Revenue $0 $0 $350,094 $0 $142,247 $0 $0 $0 $0 $0 $0 $0 $8,036 $9,802 $5,000 $5,000 $0 $0 $0 $0 $150,283 $9,802 $355,094 $5,000 $620 $0 $0 $0 Charges for Service In Kind Revenues Interdepartmental Svc Chg Storm Water Fee Utility Late Fee Charges $558,500 $626,545 $450,000 $500,000 $1,536,928 $1,555,070 $1,542,052 $1,597,131 $1,328 $1,310 $0 $0 $2,097,377 $2,182,925 $1,992,052 $2,097,131 Court Enhancement Fee $98,764 $119,403 $197,178 $85,000 JCEF Revenue $13,483 $16,472 $14,000 $14,000 $112,247 $135,876 $211,178 $99,000 Subtotal - Charges for Service Fines & Forfeitures Subtotal - Fines & Forfeitures 454 Schedule 2 - All Funds Revenue Fund Category Account Description FY2022 Actuals FY2023 Actuals FY2024 Budget FY2025 Budget $7,855 Miscellaneous Income Contributions - General $3,850 $17,675 $7,855 Contributions-Comm. Svcs. $73,408 $32,942 $0 $0 Donations of Capital Assets $0 $0 $0 $0 Interest Income $156,771 $750,550 $159,775 $1,106,837 Other Revenue $24,580 $10,890 $0 $350,094 $12,994,280 $5,876,941 $30,826,041 $22,593,748 Subtotal - Miscellaneous Income $13,252,889 $6,688,998 $30,993,671 $24,058,534 Total - Other Fund $16,748,041 $10,186,645 $34,764,551 $35,425,697 Total Revenue All Funds $560,755,070 $536,052,846 $619,782,361 $721,642,165 Reimb Revenue-General 455 456 Schedule 3 - All Funds Expenditures Fund/Department FY 2022 FY 2023 FY 2024 FY 2025 Actual Actual Budget Adopted General & Other General Arts, Culture and Library Services ACLS Administration Arts and Culture Arts Commission Main Library Peoria Center for Performing Arts Sunrise Mountain Library Department Sub-total: $167,391 $297,587 $341,691 $363,300 $1,321,487 $1,534,526 $1,768,734 $1,975,534 $111,859 $78,130 $0 $0 $2,567,743 $2,959,704 $3,187,010 $3,299,526 $548,020 $465,019 $521,567 $551,589 $1,831,294 $1,894,247 $2,130,123 $2,268,621 $6,547,795 $7,229,213 $7,949,125 $8,458,570 $2,433,752 $2,785,247 $3,263,938 $3,718,393 $992,437 $1,073,706 $1,291,570 $1,588,396 City Attorney Civil Criminal Victims' Assistance Prg $266,463 $291,724 $316,714 $330,685 Department Sub-total: $3,692,653 $4,150,677 $4,872,222 $5,637,474 $993,704 $1,031,296 $1,102,553 $1,407,195 Department Sub-total: $993,704 $1,031,296 $1,102,553 $1,407,195 $724,314 $813,948 $877,698 $915,732 Building Development $2,998,172 $3,009,987 $3,524,419 $3,973,811 Eng Inspection Svc $1,232,669 $1,279,505 $1,380,040 $1,681,724 City Clerk City Clerk Development and Engineering Architectural Services Engineering Admin $834,584 $878,162 $1,188,336 $1,382,424 Engineering Services $1,462,693 $1,499,273 $1,990,198 $2,087,879 Site Development Department Sub-total: $1,126,815 $1,151,083 $1,293,252 $1,352,875 $8,379,247 $8,631,958 $10,253,943 $11,394,445 $1,316,521 $1,794,008 $2,152,043 $3,918,557 Economic Development Services Economic Development Services Economic Development Services Administration Department Sub-total: $94,399 $0 $0 $0 $1,410,919 $1,794,008 $2,152,043 $3,918,557 Finance and Budget Finance Admin $398,619 $425,258 $1,101,528 $1,030,373 Financial Services $1,719,470 $1,882,768 $1,799,118 $2,195,013 Inventory Control $753,148 $772,038 $580,028 $595,780 Management and Budget $874,255 $840,105 $1,057,162 $1,134,514 Materials Management $882,695 $992,974 $1,058,888 $1,117,524 Tax Audit & Collections Department Sub-total: $683,580 $1,002,904 $1,118,625 $1,140,433 $5,311,767 $5,916,047 $6,715,349 $7,213,637 $2,114,945 $2,325,668 $2,430,653 $2,092,756 Finance Utilities Customer Service 457 Schedule 3 - All Funds Expenditures Meter Services Revenue Administration Utility Billing Department Sub-total: $1,717,148 $1,657,121 $1,927,774 $1,943,929 $727,737 $768,998 $499,366 $386,199 $930,430 $988,451 $1,077,619 $1,127,736 $5,490,261 $5,740,237 $5,935,412 $5,550,620 $6,338,431 $6,617,750 $8,008,713 $8,547,505 Fire-Medical Ambulance Operations Emergency Management Emergency Medical Services $269,611 $288,086 $295,834 $339,232 $1,033,198 $1,248,078 $1,720,640 $1,726,966 Fire Admin $1,586,275 $5,759,514 $1,621,657 $1,873,014 Fire Operations $30,876,174 $33,063,816 $35,100,119 $38,857,570 Fire Prevention $1,071,581 $1,037,795 $1,488,624 $1,541,577 Fire Support Services $1,299,777 $1,877,033 $1,214,249 $1,318,889 $572,126 $743,446 $818,646 $960,368 $43,047,173 $50,635,517 $50,268,482 $55,021,472 $3,608,490 $4,349,512 $5,135,786 $5,672,973 $3,608,490 $4,349,512 $5,135,786 $5,670,982 City Manager's Office $3,131,201 $3,283,032 $3,846,382 $5,206,787 Governmental Affairs $518,551 $680,225 $632,695 $668,068 Fire Training Department Sub-total: Human Resources Human Resources Department Sub-total: Leadership and Management Office of Innovation $0 $48,385 $608,166 $554,696 $441,078 $503,705 $0 $0 $4,090,829 $4,515,347 $5,087,243 $6,429,551 $814,998 $807,312 $912,682 $949,818 Department Sub-total: $814,998 $807,312 $912,682 $949,818 $2,414,169 $2,662,999 $2,985,988 $3,827,973 Department Sub-total: $2,414,169 $2,662,999 $2,985,988 $3,827,973 Office of Real Estate Development Department Sub-total: Mayor and Council Mayor & City Council Municipal Court Municipal Court Neighborhood & Human Services Active Adult Program $169,192 $222,117 $242,138 $244,678 Adaptive Recreation Program $178,361 $196,196 $335,086 $350,953 Am/Pm Program $680,609 $1,290,942 $2,489,348 $2,939,673 Business Services $1,532,235 $1,385,815 $1,415,607 $1,397,099 Code Compliance $1,172,291 $1,278,885 $1,501,933 $1,524,010 Community Assistance $946,639 $854,253 $1,250,227 $1,404,256 Community Center $1,021,907 $1,105,084 $1,164,974 $1,181,957 $343,527 $532,639 $767,150 $954,266 Community Engagement Little Learners Program $245,775 $435,174 $509,643 $543,375 NHS Administration $645,751 $627,749 $809,354 $754,913 Summer Camp Program $501,624 $806,061 $1,138,836 $1,294,754 Summer Recreation Program $67,258 $58,911 $263,605 $252,765 Teen Program $85,052 $125,414 $260,923 $224,284 458 Schedule 3 - All Funds Expenditures Department Sub-total: $7,590,220 $8,919,240 $12,148,824 $13,066,983 $3,949,467 $4,139,916 $17,000,047 $24,524,278 Non-Departmental Gen Fund Capital Projects Non-Departmental Department Sub-total: $25,826,076 $1,088,277 $981,299 $955,094 $29,775,543 $5,228,194 $17,981,346 $25,479,372 Office of Communications Digital Media $448,975 $496,516 $514,917 $526,875 $1,302,070 $1,157,252 $1,384,056 $1,443,427 $1,751,045 $1,653,768 $1,898,973 $1,970,302 $1,998,469 $2,198,780 $2,412,743 $2,442,772 Enrichment - Adult $15,850 $37,375 $136,268 $139,809 Enrichment - Youth $114,737 $173,658 $252,911 $273,468 $245 $462,388 $1,272,765 $1,000,916 $5,584 $36,192 $22,008 $20,935 $1,058,837 $1,221,956 $1,693,458 $1,679,123 $677,765 $763,813 $961,515 $1,422,963 Public Information Office Department Sub-total: Parks and Recreation Contracted Landscape Maintenance Facility Maintenance and Operations Outdoor Recreation Program Paloma Community Park Park Rangers Parks Administration $0 $0 $584,892 $899,198 Parks North $2,114,651 $2,036,538 $2,003,479 $2,084,688 Parks South $1,897,388 $1,955,326 $2,084,365 $2,193,104 Pioneer Community Park $1,144,028 $1,092,557 $1,301,315 $1,343,137 Rio Vista Community Park $944,842 $960,549 $1,072,364 $1,200,483 Rio Vista Rec Center $1,363,402 $1,844,325 $1,734,076 $1,586,287 Sports Programs - Adult $204,072 $353,839 $434,867 $436,088 Sports Programs - Youth $615,093 $630,925 $766,615 $770,486 $1,245,826 $1,484,509 $1,468,068 $1,571,452 Swimming Pools Trails Maintenance Department Sub-total: $448,220 $589,039 $794,176 $810,709 $13,849,010 $15,841,768 $18,995,885 $19,875,618 Planning and Community Development Community Dev Administration Planning Department Sub-total: $409,188 $454,257 $541,412 $557,367 $1,222,419 $1,282,282 $2,035,061 $2,354,017 $1,631,606 $1,736,539 $2,576,473 $2,911,384 $0 $0 $0 $3,422,600 $6,807,333 $8,123,552 $8,747,171 $9,530,142 Police Aviation Unit Criminal Investigation Operations Support $7,730,361 $8,609,506 $9,307,264 $11,027,817 Patrol Services - North $10,179,024 $11,059,641 $13,170,498 $14,452,189 Patrol Services - South $16,323,733 $17,653,013 $22,252,419 $24,266,643 Pd Communications $3,344,555 $3,552,887 $4,461,865 $4,518,977 Pd Technical Support $5,310,330 $6,110,837 $6,598,965 $7,344,772 Police Administration $3,278,409 $5,522,323 $7,328,299 $3,944,411 $0 $0 $123,515 $1,165,439 $1,386,421 $1,736,286 $1,931,206 $2,416,777 Radio Systems Operations (Citywide) Staff Services 459 Schedule 3 - All Funds Expenditures Strategic Planning $618,569 $725,047 $967,180 $1,135,451 Department Sub-total: $54,978,736 $63,093,090 $74,888,382 $83,225,218 $652,637 $788,809 $814,773 $782,473 Department Sub-total: $652,637 $788,809 $814,773 $782,473 General Fund Total $196,030,803 $194,725,532 $232,675,484 $262,791,644 $12,641,583 $4,437,051 $35,806,760 $36,705,088 Department Sub-total: $12,641,583 $4,437,051 $35,806,760 $36,705,088 Half-Cent Sales Tax Fund Total $12,641,583 $4,437,051 $35,806,760 $36,705,088 $443,487 $773,011 $2,370,425 $0 Public Works Public Works Administration Half-Cent Sales Tax Non-Departmental Half Cent Sales Tax Other Reserve Non-Departmental Economic Development Muni Off Complex Reserve $1,434,318 $3,245,526 $9,105,996 $9,068,500 Department Sub-total: $1,877,806 $4,018,537 $11,476,421 $9,068,500 Other Reserve Fund Total $1,877,806 $4,018,537 $11,476,421 $9,068,500 $43,443 $12,000 $0 $0 $43,443 $12,000 $0 $0 $8,394 $2,500 $18,284 $18,284 Department Sub-total: $8,394 $2,500 $18,284 $18,284 Department Sub-total: $0 $0 $0 $0 Community Paramedicine IGA $20,757 $29,642 $0 $0 Homeland Security Grant $108,831 $45,117 $57,950 $0 $0 $54,086 $0 $0 Special Revenue Funds Grant Arts, Culture and Library Services Library Svc & Technology Grant Department Sub-total: City Attorney St Anti-Racketeering-Cao Economic Development Services Fire-Medical Smart & Safe AZ - Fire Tohono O'Odham Grant $10,125 $0 $0 $0 Department Sub-total: $139,712 $128,845 $57,950 $0 Department Sub-total: $0 $0 $0 $0 $534,341 $632,697 $857,267 $886,361 AM/PM Program (Federal Grant) $1,247,761 $4,835,190 $677,362 $0 Comm Dev Block Grant $1,893,965 $1,150,050 $1,870,557 $1,650,634 Home Grant $173,907 $45,084 $886,639 $997,978 Lil' Learners (Federal Grant) $191,542 $169,523 $105,108 $0 Summer Camp $234,824 $686,795 $180,167 $0 $4,276,339 $7,519,339 $4,577,100 $3,534,973 Human Resources Neighborhood & Human Services Adult Day Prg Grant Department Sub-total: 460 Schedule 3 - All Funds Expenditures Non-Departmental ARPA Grant ARPA Grant General ARPA-Health&Social Services $3,519,775 $271,988 $847,963 $600,663 $84,000 $121,419 $0 $22,581 $822,592 $1,230,602 $2,233,045 $1,398,273 $1,086,017 $423,361 $393,303 $0 ARPA-Infrastructure $0 $2,095,441 $4,522,650 $2,943,800 ARPA-Small Business Assistance $0 $26,900 $250,000 $156,166 COUNTY ARPA-HOMELESS SHELTER $0 $0 $0 $597,707 $5,512,384 $4,169,712 $8,246,961 $5,719,190 $0 $0 $0 $1,903,750 ARPA-Healthy Work Environment Department Sub-total: Parks and Recreation Parks and Recreation Grants Prop 302 Grant Program Department Sub-total: $23,916 $280,106 $85,000 $85,000 $23,916 $280,106 $85,000 $1,988,750 $796 $0 $15,000 $0 Police Arizona Criminal Justice System Grant Bulletproof Vest Partnership $13,989 $11,316 $44,822 $16,753 FBI MOU $5,779 $3,869 $19,841 $19,841 Federal DEA IGA $24,200 $14,884 $21,069 $21,069 Federal Forfeiture $98,490 $8,074 $19,183 $19,183 Governor of Highway Safety Grants (GOHS) $382,530 $336,265 $344,187 $267,197 Homeland Security CFDA# $90,073 $114,787 $186,179 $186,217 Justice Assistance Grant $30,684 $20,475 $45,556 $105,642 Miscellaneous PD Grants $4,500 $2,690 $25,000 $4,244,132 Postal Inspection System Grant $17,445 $11,026 $6,004 $25,184 School Resource Officer IGA $360,260 $382,607 $0 $0 $0 $70,097 $76,984 $0 St Anti-Racketeering-Pd $163,473 $125,204 $258,604 $203,518 Victims Of Crime Act Grant $180,478 $155,304 $228,395 $444,139 Department Sub-total: $1,372,696 $1,256,597 $1,290,824 $5,552,875 Department Sub-total: $0 $0 $0 $0 Grant Fund Total $11,376,885 $13,369,098 $14,276,119 $16,814,072 $3,736 $0 $0 $0 Smart & Safe AZ - Police Water Services Impact Fees Non-Departmental Fire & Emerg Svc Dev Fire & Emergency Svc Dev Post 1-1-2012 $0 $0 $1,499,999 $1,638,662 Fire & Emergency Svc Dev Post 8-1-2014 $0 $1,646 $6,200 $7,202,000 $8,487,798 $1,099,593 $6,021,137 $6,002,015 $78,437 $1,646 $6,200 $2,000 $0 $0 $112,235 $59,000 Intersection Zone 3 Dev Fee Law Enforcement Dev - Post 8-1-2014 Park IF 2019 Bell to HVR Park IF 2019 NofHVR & EofAF $4,910 $0 $42,100 $9,000 Parks Zone 2 - Post 8-1-2014 $55,679 $2,231 $0 $0 Parks Zone 3 - Post 8-1-2014 $0 $1,317 $68,665 $1,000 461 Schedule 3 - All Funds Expenditures Streets Zone 3 Dev Fee $993,769 $397,536 $9,294,517 $10,471,120 Department Sub-total: $9,624,329 $1,503,970 $17,051,053 $25,384,797 Impact Fees Fund Total $9,624,329 $1,503,970 $17,051,053 $25,384,797 $835,536 $282,878 $977,142 $1,184,631 Department Sub-total: $835,536 $282,878 $977,142 $1,184,631 Department Sub-total: $0 $0 $0 $0 $750 $5,394 $8,000 $0 $750 $5,394 $8,000 $0 Other Arts, Culture and Library Services Percent For The Arts Fire-Medical Human Resources Employee Event Fund Department Sub-total: Municipal Court Ftg Trust Fund (Court) $37,301 $0 $0 $0 Municipal Court Enhancement Fd $68,300 $145,153 $86,654 $91,911 $105,601 $145,153 $86,654 $91,911 $0 $0 $350,094 $679,936 $0 $0 $350,094 $679,936 $9,409 $10,269 $5,000 $5,000 Department Sub-total: Neighborhood & Human Services Opioid Settlement Department Sub-total: Police Citizen Donations-Pd Police Explorer Trust Fd $1,595 $0 $10,000 $10,000 Department Sub-total: $11,004 $10,269 $15,000 $15,000 Other Fund Total $952,892 $443,694 $1,436,890 $1,971,478 $1,469,013 $1,682,212 $1,793,938 $1,880,090 $1,469,013 $1,682,212 $1,793,938 $1,880,090 Signs And Striping $1,140,368 $1,086,475 $1,402,374 $1,526,609 Street Maintenance $3,209,028 $3,449,951 $4,174,439 $4,268,598 Streets Development and Engineering Traffic Engineering Department Sub-total: Public Works Streets Admin $1,076,157 $1,029,797 $1,131,920 $1,083,941 Streets Oper Capital Projects $6,910,065 $5,505,967 $15,410,269 $18,306,349 Sweeper Operations $941,663 $937,661 $1,047,093 $1,086,372 $3,100,795 $3,126,905 $3,537,733 $3,739,103 Department Sub-total: $16,378,076 $15,136,756 $26,703,828 $30,010,972 Streets Fund Total $17,847,089 $16,818,967 $28,497,766 $31,891,062 $2,463,169 $3,636,947 $4,711,080 $3,290,795 Department Sub-total: $2,463,169 $3,636,947 $4,711,080 $3,290,795 Transit Fund Total $2,463,169 $3,636,947 $4,711,080 $3,290,795 Traffic Signal Maintenance Transit Public Works Transit Division Transportation Sales Tax 462 Schedule 3 - All Funds Expenditures Non-Departmental Transportation Sales Tax $7,352,913 $8,848,849 $28,392,585 $29,334,301 Department Sub-total: $7,352,913 $8,848,849 $28,392,585 $29,334,301 Transportation Sales Tax Fund Total $7,352,913 $8,848,849 $28,392,585 $29,334,301 Enterprise Funds Bond Public Works Future SW Revenue Bonds Department Sub-total: $0 $0 $18,280,751 $13,816,800 $0 $0 $18,280,751 $13,816,800 Water Services Future Water Revenue Bonds $0 $0 $15,813,765 $28,755,088 Future WW Revenue Bonds $0 $0 $11,934,670 $19,860,519 Prp W/S Rev Bonds 2021 (Wtr) $3,784,834 $2,214,277 $4,996,982 $4,034,400 Prp W/S Rev Bonds 2021 (WW) $3,602,867 $976,188 $8,646,202 $8,550,022 WIFA 2019 Loan (Pinnacle Pk) $777,220 $367,256 $496,082 $0 $0 $0 $18,358,953 $33,974,729 $11,694,495 $0 $3,865,990 $16,789 WIFA 2023 LPP Wellfield WIFA Loan 2017 (Pyramid Peak) WIFA Loan 2021 $3,177,609 $5,182,077 $7,328,005 $1,212,000 Department Sub-total: $23,037,025 $8,739,799 $71,440,649 $96,403,547 Bond Fund Total $23,037,025 $8,739,799 $89,721,400 $110,220,347 $1,936,714 $2,019,462 $2,314,946 $2,521,616 Commercial Sanitation Public Works Commercial Front Load Commercial Roll-Off $560,283 $620,165 $676,763 $728,726 Department Sub-total: $2,496,997 $2,639,627 $2,991,709 $3,250,342 Commercial Sanitation Fund Total $2,496,997 $2,639,627 $2,991,709 $3,250,342 $31,979 $0 $0 $0 $31,979 $0 $0 $0 Wastewater Impact Fees - East of Agua Fria $2,572,924 $1,347,551 $4,535,544 $305,000 Wastewater Impact Fees - Post 1-1-2012 $435,587 $0 $777,700 $777,700 Wastewater Impact Fees - West of Agua Fria $2,544,046 $1,013,038 $2,619,720 $2,604,720 Water Impact Fees - North of Bell $1,515,966 $603,159 $2,340,135 $2,085,487 Water Impact Fees - North of Bell Rd $2,047,899 $255,481 $2,332,366 $2,447,111 Water Impact Fees - Post 1-1-2012 $51,727 $11,688 $1,065,035 $138,548 Water Impact Fees - South of Bell Rd $14,801 $22,681 $2,275,168 $1,808,267 $1,843,460 $1,250,688 $3,160,121 $2,617,805 $217,998 $54,750 $265,270 $299,641 Impact Fees Public Works Solid Waste Expansion Department Sub-total: Water Services Water Impact Fees - Vistancia Water Resource Fees - Post 8-1-2014 Wtr Expansion $430,828 $67,238 $8,282 $7,218 Department Sub-total: $11,675,236 $4,626,274 $19,379,341 $13,091,497 Impact Fees Fund Total $11,707,215 $4,626,274 $19,379,341 $13,091,497 463 Schedule 3 - All Funds Expenditures Other Public Works Drainage Systems Operations $1,305,839 $1,341,584 $1,476,461 $1,777,967 Department Sub-total: $1,305,839 $1,341,584 $1,476,461 $1,777,967 Other Fund Total $1,305,839 $1,341,584 $1,476,461 $1,777,967 Residential Collection $9,255,492 $9,744,632 $11,978,384 $13,057,349 Residential Recycling $3,810,114 $4,204,735 $4,355,466 $4,898,835 Residential Sanitation Public Works Solid Waste Admin $717,286 $774,692 $920,692 $1,095,275 Solid Waste Environmental $633,205 $780,013 $862,102 $870,290 Department Sub-total: $14,416,098 $15,504,071 $18,116,644 $19,921,749 Residential Sanitation Fund Total $14,416,098 $15,504,071 $18,116,644 $19,921,749 Sanitation Equipment Reserve Public Works Solid Waste Eqt Reserve $98,949 $1,280,949 $5,125,000 $5,636,509 Department Sub-total: $98,949 $1,280,949 $5,125,000 $5,636,509 Sanitation Equipment Reserve Fund Total $98,949 $1,280,949 $5,125,000 $5,636,509 $95,879 $168,010 $196,000 $219,333 $4,936,366 $6,040,392 $5,561,936 $6,364,462 $0 $0 $0 $500,000 Sports Complex GA Surcharge $0 $21 $151,500 $351,500 Sports Complex Improvement Reserve $0 $0 $350,000 $450,000 Sports Complex Parks and Recreation Complex Eqt Reserve Complex Operations/Maint Sports Complex Capital Reserve Spring Training $37,536 $978,830 $730,742 $850,000 Department Sub-total: $5,069,782 $7,187,253 $6,990,178 $8,735,295 Sports Complex Fund Total $5,069,782 $7,187,253 $6,990,178 $8,735,295 Beardsley Water Reclamation Facility $1,870,659 $1,919,830 $2,411,204 $2,629,626 Butler Water Reclamation Facility $6,027,674 $6,382,644 $6,207,118 $6,552,180 Jomax Water Reclamation Facility $1,372,557 $1,638,617 $2,205,197 $2,477,602 Program Enforcement $1,091,411 $1,189,441 $1,471,868 $1,657,034 Wastewater Collection/Prevention $2,180,959 $2,213,980 $2,582,328 $2,840,461 Ww Debt Service $498,546 $965,061 $5,294,207 $6,215,991 Ww Eqt Reserve $0 $68,748 $167,000 $892,004 Wastewater Water Services Ww Oper Capital Projects $4,962,107 $14,041,169 $33,035,308 $26,741,165 Department Sub-total: $18,003,914 $28,419,490 $53,374,230 $50,006,063 Wastewater Fund Total $18,003,914 $28,419,490 $53,374,230 $50,006,063 $481,829 $501,785 $519,547 $556,838 Water Water Services Blue Staking 464 Schedule 3 - All Funds Expenditures Distribution Services Environmental Resources Greenway Potbl Wtr Trt Plant $3,334,019 $3,304,887 $3,633,430 $3,822,222 $473,048 $440,369 $492,020 $489,892 $3,183,196 $3,897,544 $3,755,781 $4,028,737 Operational Technology $1,497,879 $1,829,842 $1,774,345 $1,933,776 Planning and Engineering $1,470,848 $1,168,234 $1,015,855 $1,273,550 Production Svcs $4,818,968 $4,583,518 $5,046,728 $5,288,814 Quintero Treatment Plant $367,555 $420,370 $465,178 $473,290 Regulatory Compliance $1,148,896 $1,379,735 $1,536,864 $1,557,846 Sustainability & Conservation $641,726 $744,451 $976,040 $1,007,856 Water Debt Service $1,365,530 $1,994,454 $11,227,309 $12,426,710 Water Services-Water/Ww Admin $1,742,160 $2,109,802 $2,975,730 $3,060,693 Water Supply $10,479,677 $14,722,650 $13,979,476 $17,052,870 Wtr Eqt Reserve $155,947 $220,951 $738,500 $637,372 Wtr Oper Capital Projects $12,413,186 $12,981,930 $42,515,013 $29,186,873 Department Sub-total: $43,574,464 $50,300,525 $90,651,816 $82,797,339 Water Fund Total $43,574,464 $50,300,525 $90,651,816 $82,797,339 $2,041,357 $2,078,354 $2,578,624 $2,433,008 Internal Service Funds Facilities Public Works Daytime Facility Services Facilities Admin $305,211 $301,075 $408,862 $418,076 Facilities Operating Projects $498,121 $680,613 $912,412 $675,762 $839,429 $748,567 $1,184,311 $1,268,552 $1,837,576 $1,987,908 $1,854,291 $1,890,627 Nighttime Facilities Services Technical Operations Utility Management $951,375 $1,020,100 $925,981 $1,098,268 Department Sub-total: $6,473,070 $6,816,616 $7,864,481 $7,784,293 Facilities Fund Total $6,473,070 $6,816,616 $7,864,481 $7,784,293 $6,672,015 $7,429,015 $8,052,122 $8,154,816 Department Sub-total: $6,672,015 $7,429,015 $8,052,122 $8,154,816 Fleet Maintenance Fund Total $6,672,015 $7,429,015 $8,052,122 $8,154,816 Fleet Reserve $999,068 $2,778,216 $12,778,753 $12,981,708 Streets/Transit Equipment Reserve $61,875 $0 $939,250 $2,425,622 Department Sub-total: $1,060,943 $2,778,216 $13,718,003 $15,407,330 Fleet Reserve Fund Total $1,060,943 $2,778,216 $13,718,003 $15,407,330 $9,976,492 $11,347,632 $15,699,490 $17,945,464 $745,654 $735,609 $934,658 $0 $10,722,146 $12,083,241 $16,634,148 $17,945,464 Fleet Maintenance Public Works Fleet Maintenance Fleet Reserve Public Works Information Technology Information Technology IT Operations Radio System Operations Department Sub-total: 465 Schedule 3 - All Funds Expenditures Information Technology Fund Total $10,722,146 $12,083,241 $16,634,148 $17,945,464 Information Technology Reserve Information Technology Res For Personal Comp Eqt $466,594 $594,225 $610,787 $615,039 Res For System Comp Eqt $618,789 $1,649,401 $3,681,031 $1,580,494 Department Sub-total: $1,085,383 $2,243,627 $4,291,818 $2,195,533 Information Technology Reserve Fund Total $1,085,383 $2,243,627 $4,291,818 $2,195,533 $1,714,239 $3,006,190 $3,291,670 $3,426,388 $236,626 $249,414 $278,051 $330,304 $1,950,865 $3,255,603 $3,569,721 $3,756,692 Employee Benefits - Dental/Vision $1,103,660 $1,322,777 $1,290,000 $1,290,000 Employee Benefits - Health $18,970,446 $18,737,568 $22,080,269 $24,721,799 Insurance Reserve City Attorney Claims & Insurance Claims Admin Department Sub-total: Human Resources Workers Compensation Self-Insurance $1,696,631 ($3,040,242) $2,423,000 $2,768,000 Department Sub-total: $21,770,737 $17,020,103 $25,793,269 $28,779,799 Insurance Reserve Fund Total $23,721,602 $20,275,706 $29,362,990 $32,536,491 $57,589 $0 $30,000 $0 Department Sub-total: $57,589 $0 $30,000 $0 Other Information Technology IT Projects Non-Departmental Department Sub-total: $0 $0 $0 $0 Other Fund Total $57,589 $0 $30,000 $0 $13,175 $6,375 $5,100 $5,100 Department Sub-total: $13,175 $6,375 $5,100 $5,100 PLAY Peoria NFP Trust $45,274 $14,727 $0 $0 Westside Fire Training Agency $2,884 $9,524 $0 $0 Department Sub-total: $48,158 $24,252 $0 $0 Other Fund Total $61,333 $30,627 $5,100 $5,100 Future GO Bonds $0 $0 $28,072,654 $29,863,329 GO Bonds 2021 $16,037,352 $16,323,499 $17,146,227 $8,144,470 Trust & Agency Funds Other Fire-Medical Vol Firefighter Pension Trust Non-City Entity Capital Projects Funds Bond Non-Departmental GO Bonds 2022 $0 $5,025,366 $14,140,000 $21,139,987 Department Sub-total: $16,037,352 $21,348,865 $59,358,881 $59,147,786 Bond Fund Total $16,037,352 $21,348,865 $59,358,881 $59,147,786 466 Schedule 3 - All Funds Expenditures Other Non-Departmental Capital Prj-Outside Sources Capital Reimbursements from ALCP LPP Street Construction Streets Capital Prj Department Sub-total: $1,324,631 $2,246,003 $24,964,579 $24,200,572 $443,140 $1,765,621 $3,976,588 $3,494,243 $0 $0 $0 $7,855,561 $102,099 $439,342 $0 $0 $1,869,870 $4,450,967 $28,941,167 $35,550,376 Parks and Recreation AZSTA-Sports Complex Improvements $0 $0 $13,887,500 $14,897,500 Department Sub-total: $0 $0 $13,887,500 $14,897,500 $0 $0 $0 $4,752,041 Department Sub-total: $0 $0 $0 $4,752,041 Other Fund Total $1,869,870 $4,450,967 $42,828,667 $55,199,917 $18,884,735 $22,590,701 $23,442,022 $23,943,849 Water Services Cap Prjct-Wtr Outside Sources Debt Service Funds Debt Service Non-Departmental Go Bonds Debt Service Mda Debt Service $3,356,511 $0 $0 $7,000 Non-GO Bond Debt $3,975,181 $5,214,774 $7,016,482 $7,006,405 $416,948 $406,680 $390,518 $441,650 Solar Lease 2017 Department Sub-total: $26,633,375 $28,212,155 $30,849,022 $31,398,904 Debt Service Fund Total $26,633,375 $28,212,155 $30,849,022 $31,398,904 Department Sub-total: $0 $0 $0 $0 Improvement District Fund Total $0 $0 $0 $0 City Total $474,272,428 $473,511,254 $875,146,169 $942,464,479 Improvement District Non-Departmental 467 468 469 Arrowhead Shores I SLID 17 Westfield Gardens III SLID 31 Crystal Bay @ Desert Harbor Diamond Cove @ Desert Harbor SLID 55 SLID 56 Parkridge I & II SLID 50 Scottland Hills @ WBV The Boardwalk SLID 49 Wildflower Point I Paseo Verde Estates SLID 48 SLID 51 Olive Park SLID 47 SLID 54 Calle Lejos Estates Eagle Ridge @ WBV SLID 45 SLID 46 Steeple Hill Paradise Shores SLID 43 Sweetwater Place II SLID 42 SLID 44 The Shores @ V.L. Fairway Views @ WBV SLID 40 SLID 41 Vistas Fairways @ WBV Bridlewood SLID 37 SLID 39 Villas @ Desert Harbor Arrowhead Cove SLID 34 SLID 36 83rd Ave & Thunderbird Vistas @ Desert Harbor Unit II SLID 30 Crystal Cove Sweetwater Place SLID 29 SLID 32 The Landings @ V.L. includes South Bay SLID 28 SLID 33 Calbrisa Torrey Pines I & II SLID 26 SLID 27 Country Meadows Unit 11 Vista Point, Village Terrace II & III @ WBV SLID 24 SLID 25 The Gardens @ V.L. Brookside Village I & II SLID 22 SLID 23 Cactus Point Crossing Country Meadows Estates SLID 20 SLID 21 Arrowhead Shores II Lakeside Unit 2 @ Ventana Lakes SLID 16 Westfield Gardens 2 Windwood SLID 15 SLID 18 The Coves/Ventana Lakes SLID 14 SLID 19 Vistas @ Desert Harbor Phase I Village Terrace SLID 12 SLID 13 Vista Pinnacle North Shores @ Ventana Lakes SLID 10 SLID 11 Foxwood Unit Four Vista Crossing SLID 8 SLID 9 Bell Park Central Bell Park & Parcels 2B-8 SLID 6 SLID 7 Cypress Point Estates II @ WBV Shavano Vistas Avenida II SLID 3 SLID 4 Autumn Point SLID 2 SLID 5 Westfield Gardens Description SLID 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,650 786 3,741 2,796 22,840 4,997 5,207 2,063 4,715 2,201 2,672 4,456 1,251 3,425 1,414 11,248 4,429 3,584 1,257 3,935 7,579 2,480 3,083 3,839 5,712 5,816 3,698 4,846 376 3,269 16,479 3,537 3,237 1,448 5,114 5,260 4,219 1,746 6,858 2,908 2,737 1,572 4,170 1,985 3,150 12,969 4,743 3,146 3,237 1,849 2,403 2,484 FY2025 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 Summersett Village Tierra Norte V 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 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,913 2,487 3,586 7,074 8,930 17,205 6,695 2,842 4,505 6,775 6,394 6,819 8,856 3,442 15,094 4,650 17,445 889 3,123 6,690 14,173 4,526 1,257 2,095 3,718 6,472 2,987 3,025 5,155 890 8,923 5,562 8,994 3,467 2,987 4,054 3,711 2,515 11,378 27,885 1,886 3,640 337 5,972 6,855 5,973 3,333 1,257 3,234 4,335 11,389 16,531 FY2025 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 Peoria - Schedule 4 - Improvement Districts Revenues 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 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,257 1,572 1,795 2,095 2,357 1,646 5,000 4,872 2,381 2,326 2,394 1,530 5,880 5,590 18,709 6,109 3,826 2,422 2,549 2,037 2,679 2,110 765 383 542 2,893 11,095 1,443 2,569 4,271 2,486 2,842 3,144 3,187 3,735 6,532 2,228 2,614 5,546 6,372 10,520 9,564 2,302 1,384 5,987 1,338 3,592 1,085 956 890 956 1,530 FY2025 470 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 SLID 1017 SLID 1019 SLID 1020 SLID 1021 SLID 1022 SLID 1023 SLID 1024 SLID 1025 Tierra Del Rio Parcel 4a Sonoran Mountain Ranch Parcel 14 SLID 1016 SLID 1035 Vistancia A29 SLID 1014 Camino a Lago South, Unit 7 Vistancia A28 SLID 1013 SLID 1034 Vistancia North Parcel G-4 SLID 1012 Camino a Lago South, Unit 8 Varney Village SLID 1011 Tierra Del Rio Parcel 13A Vistancia Parcel A-7 SLID 1010 SLID 1033 Vistancia Village A Parcel G3 SLID 1009 SLID 1032 Riverstone Estates SLID 1008 Tierra del Rio Parcel 9 Vistancia North Parcel G-11 SLID 1007 SLID 1031 Vistancia Phase 2 Parcel A-15 SLID 1006 Grand Manor Vistancia Phase 2 Parcel A-8 SLID 1005 Tierra Del Rio Parcel 10A Vistancia Village A Parcel G10 SLID 1004 SLID 1029 Fletcher Farms SLID 1002 SLID 1030 Vistancia Village A Parcel A9 Sonoran Mountain Ranch Parcel 10 SLID 1000 SLID 1001 Westwing Ph 2 Par 22 SLID 240 Sonoran Mountain Ranch Parcel 9A Ph 2 SLID 232 Westwing Ph 2 Par 21 Sonoran Mountain Ranch Parcel 9A Ph 1 SLID 231 SLID 239 Sonoran Mountain Ranch Parcel 7 SLID 230 Casa Del Rey Sonoran Mountain Ranch Parcel 6 SLID 229 SLID 238 Sonoran Mountain Ranch Parcel 5 SLID 228 Sonoran Mtn Ranch 9b Sonoran Mountain Ranch Parcel 4.2 SLID 227 SLID 237 Sonoran Mountain Ranch Parcel 4.1 SLID 226 Westwing Ph 2 Par 15 Cibola Vista 5 SLID 225 Westwing Ph 2 Par 29 Cibola Vista 4 SLID 224 SLID 236 Cibola Vista 3 SLID 223 SLID 235 Cibola Vista 2 SLID 222 Westwing Ph 2 Par 18 Cibola Vista 1B SLID 221 Westwing Ph 2 Par 19 Cibola Vista 1A SLID 220 SLID 233 Vistancia Village A Par A10B SLID 218 SLID 234 Vistancia Village Par A12 Description SLID 216 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,001 2,672 3,413 2,796 3,929 2,672 2,418 1,271 2,962 2,672 9,274 1,886 786 2,693 2,357 3,584 2,140 3,457 1,257 438 942 2,642 3,301 942 2,013 1,414 1,227 3,929 2,170 7,325 2,287 1,715 17,011 1,944 3,634 4,701 1,530 3,285 2,201 3,269 5,186 4,993 3,144 3,287 4,158 6,224 3,616 4,498 4,558 897 786 1,852 2,043 FY2025 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 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,197 3,648 3,979 3,457 3,116 4,129 684 660 942 2,430 628 1,572 5,537 786 1,572 1,047 2,981 4,715 606 598 628 9,813 6,445 1,572 10,312 1,382 571 1,100 2,201 471 1,100 314 595 7,829 1,197 1,345 598 158 1,197 440 1,100 8,127 6,852 1,541 7,199 8,802 2,193 4,872 5,344 1,646 1,047 4,715 3,929 FY2025 Description MID 1044 MID 1025 MID 69 MID 10 MID 7 MID 6 MID 5 MID 4 MID 3 MID 2 MID 1 SLID 1152 SLID 1151 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 Peoria - Schedule 4 - Improvement Districts Revenues $ $ 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 $ $ TOTAL Cactus Point Crossing $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Cowley Phase 1B Cowley Phase 1A 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 91,537 2,898 3,893 8,979 17,698 8,093 10,240 16,564 5,356 4,355 4,965 8,496 1,151,995 1,091 523 1,757 3,728 4,555 1,394 2,363 2,237 1,368 3,480 4,834 2,940 2,953 2,347 2,259 1,593 2,010 2,975 2,300 1,491 2,523 1,911 5,056 1,414 1,886 1,729 1,414 905 3,712 3,590 3,772 3,167 1,257 5,625 7,848 1,100 1,617 1,517 FY2025 Schedule 5 - Tax Levy and Tax Rate Information DESCRIPTION BUDGET FY 2021 BUDGET FY 2022 BUDGET FY 2023 PROJECTED FY 2024 PROJECTED FY 2025 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $995,000,000 $376,388,205 $618,611,795 $1,288,525,749 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $2,141,798,617 $7,264,981 N/A N/A N/A N/A N/A $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 $2,141,798,617 $24,630,684 $6,211,216 $30,841,900 $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 $5,900,655 $310,561 $23,399,150 $1,231,534 $29,299,805 $1,542,095 $30,841,900 $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 07/01/25 Principal Payments FY25 Proposed Debt FY25 Estimated Debt outstanding FY25 Remaining limitation available 6% Bonds Net full cash assessed value Bond Indebtedness Limitation Debt Outstanding as of 07/01/25 Principal Payments FY25 Proposed Debt FY25 Estimated Debt outstanding FY25 Remaining limitation available Truth in Taxation Calculation $4,115,058,516 $823,011,703 $173,355,066 ($16,451,321) $19,714,982 Previous year's primary levy Current net assessed valuation(AV) $5,841,675 $2,099,399,069 $176,618,727 $646,392,976 $4,115,058,516 $246,903,511 $2,650,600 ($251,541) 3,930,367 $6,329,426 $240,574,085 471 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 $0.2783 $2,099,399,069 $5,841,675 $0.2900 $0.2783 $42,399,548 $117,998 $245,629 472 Schedule 6 - Personnel Summary By Department Budget FY2022 Budget FY2023 Budget FY2024 Base Chg Revised FY2024 Base Chg Budget FY2025 Arts, Culture and Library Services 35.21 36.00 36.00 0.00 36.00 0.00 36.00 City Attorney 27.00 29.00 29.00 0.00 29.00 0.00 29.00 City Clerk 6.00 6.50 6.50 0.00 6.50 0.50 7.00 Development and Engineering 67.00 71.00 71.00 -1.00 70.00 0.00 70.00 Economic Development Services 7.00 8.00 8.00 0.00 8.00 0.00 8.00 Finance and Budget 40.00 40.00 41.00 2.00 43.00 1.00 44.00 Finance Utilities 38.00 39.00 39.00 -4.00 35.00 0.00 35.00 Fire-Medical 221.00 241.00 243.00 1.00 244.00 17.00 261.00 Human Resources 21.50 21.50 22.50 0.00 22.50 1.50 24.00 Information Technology 45.00 47.00 47.00 -1.00 46.00 0.00 46.00 Leadership and Management 19.00 20.00 19.00 0.00 19.00 0.00 19.00 Municipal Court 21.45 23.45 23.45 -1.45 22.00 0.00 22.00 Neighborhood & Human Services 40.75 41.75 54.55 0.00 54.55 0.00 54.55 Office of Communications 10.00 10.00 10.00 0.00 10.00 0.00 10.00 Parks and Recreation 102.04 99.00 89.70 0.00 89.70 0.00 89.70 Planning and Community Development 13.00 14.00 14.00 0.00 14.00 0.00 14.00 Police 308.00 323.00 346.00 3.00 349.00 14.00 363.00 Public Works 171.25 177.75 179.25 2.00 181.25 4.00 185.25 Water Services 98.00 105.00 110.00 0.00 110.00 3.00 113.00 1,291.20 1,352.95 1,388.95 0.55 1,389.50 41.00 1,430.50 Department City Totals: 473 474 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 City Attorney General Fund 0200 - Civil Assistant City Attorney Full-Time 3.00 4.00 4.00 -1.00 3.00 0.00 3.00 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 3.00 -1.00 2.00 0.00 2.00 Legal Specialist Full-Time 4.00 4.00 3.00 0.00 3.00 0.00 3.00 Paralegal Full-Time 2.00 2.00 1.00 1.00 2.00 0.00 2.00 Sr Paralegal Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Sr. Assistant City Attorney Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 16.00 17.00 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 City Prosecutor Full-Time 0.00 0.00 0.00 1.00 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 1.00 2.00 2.00 0.00 2.00 0.00 2.00 Paralegal Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Sr Assistant City Prosecutor Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Sr Paralegal Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 7.00 8.00 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 0.00 0.00 0.00 0.00 0.00 0.00 Risk Management Specialist 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 27.00 29.00 29.00 0.00 29.00 0.00 29.00 City Attorney Totals: 475 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 City Clerk General Fund 0150 - City Clerk Administrative Assistant II - Classified Full-Time 0.00 0.50 0.50 0.00 0.50 0.50 1.00 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 1.00 1.00 1.00 2.00 0.00 2.00 City Clerk Specialist II Full-Time 1.00 2.00 2.00 0.00 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 -1.00 0.00 0.00 0.00 6.00 6.50 6.50 0.00 6.50 0.50 7.00 6.00 6.50 6.50 0.00 6.50 0.50 7.00 City Clerk Totals: 476 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Development and Engineering General Fund 0650 - Building Development Building Development Manager Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Building Inspections Supervisor Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Building Inspector I Full-Time 7.00 7.00 7.00 -1.00 6.00 0.00 6.00 Building Inspector II Full-Time 3.00 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 0.00 0.00 0.00 0.00 0.00 0.00 Deputy Engineering Director Full-Time 0.50 0.00 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 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 2.00 2.00 0.00 2.00 0.00 2.00 24.00 25.50 25.50 -1.00 24.50 0.00 24.50 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 1.00 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 1.00 1.00 0.00 1.00 0.00 1.00 Management Analyst Full-Time 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Management Assistant Full-Time 3.00 2.00 2.00 0.00 2.00 0.00 2.00 5.00 6.00 6.00 0.00 6.00 0.00 6.00 0810 - Site Development Civil Engineer Full-Time 2.00 3.00 3.00 0.00 3.00 0.00 3.00 Deputy Engineering Director Full-Time 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Development Plan Reviewer Full-Time 1.00 0.00 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 2.00 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 8.50 8.50 0.00 8.50 0.00 8.50 477 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 0812 - Engineering Services CIP Project Manager I Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 CIP Project Manager II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Civil Engineer Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Deputy Engineering Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Engineering Supervisor Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Engineering Technician II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Real Estate Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Coordinator Full-Time 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 11.00 11.00 0.00 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 5.00 5.00 0.00 5.00 0.00 5.00 Lead Engineering Inspector Full-Time 2.00 3.00 3.00 0.00 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 1.00 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 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Transportation Planning Engineer Full-Time 1.00 2.00 2.00 0.00 2.00 0.00 2.00 6.00 7.00 7.00 0.00 7.00 0.00 7.00 67.00 71.00 71.00 -1.00 70.00 0.00 70.00 Development and Engineering Totals: 478 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Economic Development Services General Fund 0352 - Economic Development Services Business Attraction Program Manager Full-Time 1.00 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 1.00 1.00 -1.00 0.00 0.00 0.00 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 -1.00 0.00 0.00 0.00 Economic Development Operations Specialist Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Economic Development Program Coordinator Full-Time 0.00 0.00 0.00 2.00 2.00 0.00 2.00 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 1.00 1.00 0.00 1.00 0.00 1.00 7.00 8.00 8.00 0.00 8.00 0.00 8.00 7.00 8.00 8.00 0.00 8.00 0.00 8.00 Economic Development Services Totals: 479 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Finance and Budget General Fund 0400 - Finance Admin Business Systems Analyst Full-Time 0.00 0.00 0.00 2.00 2.00 0.00 2.00 Business Systems Supervisor Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 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 Grants Program Manager Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 2.00 2.00 2.00 4.00 6.00 0.00 6.00 0410 - Financial Services Accountant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Accounting Manager Full-Time 0.00 0.00 0.00 1.00 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 -1.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 Revenue Collection Specialist Full-Time 3.00 2.00 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 1.00 1.00 0.00 1.00 0.00 1.00 Tax & Licensing Specialist II Full-Time 0.00 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 0430 - Management and Budget Budget Analyst Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Budget Coordinator Full-Time 1.00 0.00 0.00 1.00 1.00 0.00 1.00 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 0.00 0.00 0.00 0.00 0.00 0.00 Sr Budget Analyst Full-Time 2.00 3.00 3.00 -1.00 2.00 0.00 2.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 480 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 0440 - Materials Management Administrative Assistant II - Classified Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Buyer I Full-Time 1.00 2.00 2.00 0.00 2.00 0.00 2.00 Buyer II Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Contract Administrator Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Contract Officer Full-Time 2.00 2.00 3.00 0.00 3.00 0.00 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 1.00 8.00 0500 - Inventory Control Buyer I Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 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 1.00 1.00 0.00 1.00 0.00 1.00 Storekeeper Full-Time 3.00 2.00 3.00 -1.00 2.00 0.00 2.00 5.00 5.00 6.00 -2.00 4.00 0.00 4.00 40.00 40.00 41.00 2.00 43.00 1.00 44.00 Finance and Budget Totals: 481 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 1.00 1.00 -1.00 0.00 0.00 0.00 Utility Services Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 15.00 16.00 16.00 -1.00 15.00 0.00 15.00 0460 - Revenue Administration Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Business Systems Analyst Full-Time 2.00 2.00 2.00 -2.00 0.00 0.00 0.00 Business Systems Supervisor Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Finance & Accounting Asst Full-Time 0.00 0.00 0.00 1.00 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 -3.00 2.00 0.00 2.00 0470 - Meter Services Dispatcher Full-Time 1.00 0.00 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 1.00 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 4.00 4.00 -4.00 0.00 0.00 0.00 Lead Customer Services Rep Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Lead Utility Billing Specialist Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Utility Billing Specialist Full-Time 0.00 1.00 1.00 4.00 5.00 0.00 5.00 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 39.00 39.00 -4.00 35.00 0.00 35.00 Finance Utilities Totals: 482 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Fire-Medical General Fund 1200 - Fire Admin Administrative Assistant II - Classified Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Deputy Fire Chief 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 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 0.00 1.00 0.00 1.00 0.00 1.00 Sr Management Analyst Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 8.00 7.00 7.00 0.00 7.00 0.00 7.00 0.00 1.00 0.00 1.00 1210 - Fire Prevention Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 Assistant Fire Chief Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Deputy Fire Chief Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Fire Marshal Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Fire Prevention Inspector Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Fire Prevention Inspector Supervisor Full-Time 1.00 0.00 0.00 0.00 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 -1.00 0.00 0.00 0.00 Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Assistant Fire Chief Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Deputy Fire Chief Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Emergency Management Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Storekeeper Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 4.00 4.00 5.00 0.00 5.00 0.00 5.00 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 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 483 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 1260 - Fire Operations Assistant Fire Chief Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Deputy Fire Chief Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 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 39.00 39.00 0.00 39.00 3.00 42.00 Fire Engineer Full-Time 31.00 33.00 33.00 0.00 33.00 3.00 36.00 Firefighter Full-Time 78.00 84.00 84.00 0.00 84.00 11.00 95.00 155.00 168.00 168.00 0.00 168.00 17.00 185.00 1270 - Ambulance Operations Automotive Technician II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Fire Battalion Chief Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Firefighter Full-Time 35.00 41.00 41.00 0.00 41.00 0.00 41.00 Medical Billing Specialist Full-Time 2.00 3.00 3.00 1.00 4.00 0.00 4.00 Medical Billing Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Medical Billing Technician Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Pre-Biller Full-Time 0.00 0.00 1.00 -1.00 0.00 0.00 0.00 40.00 47.00 48.00 1.00 49.00 0.00 49.00 221.00 241.00 243.00 1.00 244.00 17.00 261.00 Fire-Medical Totals: 484 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Human Resources General Fund 0070 - Human Resources Administrative Assistant II - Classified Full-Time 0.00 0.00 1.00 -1.00 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 -1.00 0.00 0.00 0.00 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 2.00 2.00 2.00 -1.00 1.00 0.00 1.00 Human Resources Analyst Full-Time 3.00 3.00 3.00 -1.00 2.00 0.00 2.00 Human Resources Assistant Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Human Resources Consultant Full-Time 3.00 3.00 3.00 -2.00 1.00 1.00 2.00 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 1.00 3.00 0.00 3.00 Human Resources Safety Specialist Part-Time 0.50 0.50 0.50 -0.50 0.00 0.00 0.00 Human Resources Specialist Full-Time 3.00 3.00 3.00 2.00 5.00 0.00 5.00 Human Resources Supervisor Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Human Resources Technician Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Safety Administrator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Sr Compensation & HRIS Analyst Full-Time 0.00 0.00 0.00 1.50 1.50 0.50 2.00 Sr Human Resources Consultant Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 21.50 21.50 22.50 0.00 22.50 1.50 24.00 21.50 21.50 22.50 0.00 22.50 1.50 24.00 Human Resources Totals: 485 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 -1.00 1.00 0.00 1.00 Applications/GIS Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Business Systems Analyst Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Customer Services Rep II Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Data Architect Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Data Engineer Full-Time 0.00 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 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 Infrastructure Architect Full-Time 0.00 0.00 0.00 1.00 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 0.00 0.00 0.00 0.00 0.00 0.00 IT Project Manager Full-Time 2.00 3.00 3.00 0.00 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 2.00 2.00 0.00 2.00 0.00 2.00 IT Technician II Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Lead Application Systems Analyst Full-Time 0.00 0.00 0.00 3.00 3.00 0.00 3.00 Lead IT Technician Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Systems Engineer Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Management Analyst Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Network Administrator Full-Time 3.00 3.00 3.00 2.00 5.00 0.00 5.00 Network Engineer Full-Time 3.00 3.00 3.00 -1.00 2.00 0.00 2.00 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 -1.00 0.00 0.00 0.00 Sr Application Systems Analyst Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Sr Management Analyst Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Systems Engineer Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 43.00 45.00 45.00 1.00 46.00 0.00 46.00 3760 - Radio System Operations Application Systems Analyst Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 RF Communications Operator 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 45.00 47.00 47.00 -1.00 46.00 0.00 46.00 Information Technology Totals: 486 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 1.00 1.00 0.00 1.00 0.00 1.00 Assistant to the City Manager Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Chief of Staff to the City Manager Full-Time 1.00 0.00 0.00 0.00 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 Executive Assistant Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 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 0.00 0.00 0.00 0.00 0.00 15.00 14.00 13.00 1.00 14.00 0.00 14.00 0025 - Governmental Affairs Intergovernmental Affairs Coordinator Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Intergovernmental Affairs Director Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Intergovernmental Affairs Program Manager Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Strategic Initiatives Manager Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 2.00 3.00 3.00 -1.00 2.00 0.00 2.00 0027 - Office of Real Estate Development Real Estate Development Officer Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Real Estate Development Project Manager Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0030 - Office of Innovation Administrative Assistant II - Classified Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Director Full-Time 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 Management Analyst Full-Time 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 Office of Innovation Director Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Sr Innovation Program Manager Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Sr Management Analyst Full-Time 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 0.00 3.00 3.00 0.00 3.00 0.00 3.00 19.00 20.00 19.00 0.00 19.00 0.00 19.00 Leadership and Management Totals: 487 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Municipal Court General Fund 0250 - Municipal Court Associate Judge Full-Time 1.00 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 Judicial Assistant Full-Time 8.00 8.00 8.00 -1.00 7.00 0.00 7.00 Lead Judicial Assistant Full-Time 4.00 6.00 6.00 0.00 6.00 0.00 6.00 Management Analyst Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 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 -1.00 3.00 0.00 3.00 21.00 23.00 23.00 -1.00 22.00 0.00 22.00 0.45 0.45 0.45 -0.45 0.00 0.00 0.00 0.45 0.45 0.45 -0.45 0.00 0.00 0.00 21.45 23.45 23.45 -1.45 22.00 0.00 22.00 Municipal Court Enhancement Fd Fund 8062 - Municipal Court Enhancement Fd Judge Pro Tem Part-Time Municipal Court Totals: 488 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 7.00 0.00 7.00 0.00 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 10.00 0.00 10.00 0.00 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 1.00 2.00 2.00 0.00 2.00 0.00 2.00 Community Assistance Manager Full-Time 0.80 1.00 1.00 0.00 1.00 0.00 1.00 Community Assistance Superintendent Full-Time 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 Community Assistance Supervisor Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Community Engagement Supervisor Full-Time 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 Housing & Development Grants Coordinator Full-Time 0.75 0.00 0.00 0.00 0.00 0.00 0.00 Human Services Coordinator I Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Human Services Coordinator II Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Neighborhood Programs Coordinator Full-Time 0.50 0.00 0.00 0.00 0.00 0.00 0.00 5.80 5.75 5.75 -1.00 4.75 0.00 4.75 0590 - Community Engagement Community Assistance Superintendent Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Community Engagement Associate Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Community Engagement Coordinator Full-Time 0.00 2.00 2.00 0.00 2.00 0.00 2.00 Neighborhood Imp. Specialist Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 3.00 3.00 1.00 4.00 0.00 4.00 1390 - Business Services Administrative Assistant II - Classified Part-Time 0.00 0.00 1.50 0.00 1.50 0.00 1.50 Business Services Manager Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Business Systems Supervisor Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Customer Service Rep I - Classified Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Customer Services Rep I - Classified Full-Time 0.00 0.00 1.30 0.00 1.30 0.00 1.30 Customer Services Rep II Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Lead Customer Services Rep Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Management Analyst Full-Time 0.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 9.80 0.00 9.80 0.00 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 489 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 -0.30 0.10 0.00 0.10 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 -0.30 0.22 0.00 0.22 1450 - Summer Camp Program Recreation Coordinator Full-Time 0.90 0.90 0.90 0.30 1.20 0.00 1.20 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 0.30 1.76 0.00 1.76 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 1.00 1.00 0.00 1.00 1500 - Adaptive Recreation Program Family & Youth Services Coordinator Full-Time 0.00 0.00 0.00 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 1.00 -1.00 0.00 0.00 0.00 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 1.74 0.00 1.74 0.00 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 1530 - Community Center 490 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 1.00 1.00 0.00 1.00 0.00 1.00 Community Assistance Manager Full-Time 0.20 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 Neighborhood Programs Coordinator Full-Time 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.95 1.00 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 2.00 2.00 0.00 2.00 0.00 2.00 Family & Youth Services Specialist Full-Time 0.00 4.00 5.00 0.00 5.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Specialist II Full-Time 2.00 0.00 0.00 0.00 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 8.25 0.00 8.25 0.00 8.25 40.75 41.75 54.55 0.00 54.55 0.00 54.55 Neighborhood & Human Services Totals: 491 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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: 492 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Parks and Recreation General Fund 1390 - PRCF Administration Administrative Assistant II - Classified Full-Time 2.50 1.50 0.00 0.00 0.00 0.00 0.00 Business Services Manager Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Business Systems Supervisor Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Customer Service Rep I - Classified Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Customer Services Rep I - Classified Full-Time 1.00 1.30 0.00 0.00 0.00 0.00 0.00 Customer Services Rep II Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Executive Assistant Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Facilities Operations Tech Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Lead Customer Services Rep Full-Time 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Management Analyst Full-Time 2.00 2.00 0.00 0.00 0.00 0.00 0.00 Management Assistant Full-Time 0.00 1.00 0.00 0.00 0.00 0.00 0.00 Parks, Recreation and Community Facilities Director Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 13.50 10.80 0.00 0.00 0.00 0.00 0.00 1410 - Swimming Pools Aquatics Maintenance Coordinator Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Aquatics Maintenance Worker I Full-Time 1.00 1.00 1.00 -0.50 0.50 0.00 0.50 Parks Maintenance Coordinator Full-Time 0.00 0.00 0.00 0.50 0.50 0.00 0.50 Recreation Coordinator Full-Time 2.00 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.21 0.20 0.20 -0.06 0.14 0.00 0.14 Recreation Superintendent Full-Time 0.20 0.34 0.34 -0.14 0.20 0.00 0.20 Recreation Supervisor Full-Time 0.40 0.33 0.33 0.00 0.33 0.00 0.33 4.81 2.87 2.87 -0.20 2.67 0.00 2.67 1470 - Enrichment - Youth Library & Cultural Svcs Manager Full-Time 0.02 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator Full-Time 0.40 0.40 0.50 0.00 0.50 0.00 0.50 Recreation Manager Full-Time 0.00 0.00 0.00 0.14 0.14 0.00 0.14 Recreation Superintendent Full-Time 0.00 0.00 0.00 0.20 0.20 0.00 0.20 0.42 0.40 0.50 0.34 0.84 0.00 0.84 1471 - Enrichment - Adult Library & Cultural Svcs Manager Full-Time 0.02 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator Full-Time 0.10 0.10 0.50 0.00 0.50 0.00 0.50 Recreation Manager Full-Time 0.00 0.00 0.00 0.14 0.14 0.00 0.14 Recreation Superintendent Full-Time 0.00 0.00 0.00 0.20 0.20 0.00 0.20 0.12 0.10 0.50 0.34 0.84 0.00 0.84 1480 - Sports Programs - Youth Recreation Coordinator Full-Time 1.70 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.05 0.20 0.20 -0.06 0.14 0.00 0.14 Recreation Superintendent Full-Time 0.30 0.33 0.33 -0.13 0.20 0.00 0.20 Recreation Supervisor Full-Time 1.00 0.34 0.34 0.00 0.34 0.00 0.34 3.05 1.87 1.87 -0.19 1.68 0.00 1.68 493 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 1481 - Sports Programs - Adult Neighborhood & Comm Parks Manager Full-Time 0.11 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.03 0.20 0.20 -0.06 0.14 0.00 0.14 Recreation Superintendent Full-Time 0.13 0.33 0.33 -0.13 0.20 0.00 0.20 Recreation Supervisor Full-Time 0.00 0.33 0.33 0.00 0.33 0.00 0.33 0.27 1.86 1.86 -0.19 1.67 0.00 1.67 1531 - Rio Vista Community Park Field Operations and Planning Services Manager Full-Time 0.00 0.10 0.10 0.00 0.10 0.00 0.10 Irrigation Technician Full-Time 0.50 1.50 1.50 -0.50 1.00 0.00 1.00 Neighborhood & Comm Parks Manager Full-Time 0.12 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 Parks & Sports Fac Worker III Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Parks Superintendent Full-Time 0.33 0.00 0.00 0.11 0.11 0.00 0.11 Recreation Coordinator Full-Time 0.00 0.00 0.00 0.13 0.13 0.00 0.13 Recreation Superintendent Full-Time 0.13 0.00 0.00 0.00 0.00 0.00 0.00 Sports Facilities Maint Coordinator Full-Time 1.00 2.00 2.00 -1.00 1.00 0.00 1.00 4.33 3.85 3.85 -1.27 2.59 0.00 2.59 1532 - Rio Vista Rec Center Administrative Assistant II - Classified Full-Time 0.00 0.20 0.20 -0.20 0.00 0.00 0.00 Custodian Full-Time 3.00 0.00 0.00 0.00 0.00 0.00 0.00 Customer Services Rep I - Classified Full-Time 2.00 1.70 1.70 0.00 1.70 0.00 1.70 Recreation Coordinator Full-Time 0.30 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.25 0.20 0.20 -0.05 0.15 0.00 0.15 Recreation Programmer Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Recreation Superintendent Full-Time 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Supervisor Full-Time 0.60 1.00 1.00 0.00 1.00 0.00 1.00 Sports Complex Superintendent Full-Time 0.00 0.00 0.00 0.50 0.50 0.00 0.50 8.65 6.10 6.10 0.25 6.35 0.00 6.35 1533 - Pioneer Community Park Field Operations and Planning Services Manager Full-Time 0.00 0.10 0.10 0.00 0.10 0.00 0.10 Irrigation Technician Full-Time 0.50 0.50 0.50 -0.50 0.00 0.00 0.00 Neighborhood & Comm Parks Manager Full-Time 0.11 0.00 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 1.00 1.00 0.00 1.00 0.00 1.00 Parks Superintendent Full-Time 0.33 0.00 0.00 0.11 0.11 0.00 0.11 Recreation Coordinator Full-Time 0.00 0.00 0.00 0.13 0.13 0.00 0.13 Recreation Superintendent Full-Time 0.13 0.00 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 2.85 2.85 -0.27 2.59 0.00 2.59 1534 - Paloma Community Park Field Operations and Planning Services Manager Full-Time 0.00 0.10 0.10 0.00 0.10 0.00 0.10 Irrigation Technician Full-Time 1.00 0.00 0.00 1.00 1.00 0.00 1.00 494 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Neighborhood & Comm Parks Manager Full-Time 0.11 0.00 0.00 0.00 0.00 0.00 0.00 Parks & Sports Equip. Mechanic Full-Time 1.00 1.00 1.00 -0.75 0.25 0.00 0.25 Parks & Sports Fac Worker III Full-Time 2.00 3.00 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 1.00 1.00 0.11 1.11 0.00 1.11 Recreation Coordinator Full-Time 0.00 0.00 0.00 0.13 0.13 0.00 0.13 Recreation Superintendent Full-Time 0.13 0.00 0.00 0.00 0.00 0.00 0.00 5.58 6.10 6.10 0.49 6.59 0.00 6.59 1555 - Parks Administration Administrative Assistant II - Classified Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Deputy Director Parks and Recreation Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Management Assistant Full-Time 0.00 0.00 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 0.00 1.00 0.00 0.00 3.00 1.00 4.00 0.00 4.00 1560 - Parks North Administrative Assistant II - Classified Full-Time 0.50 0.40 0.40 0.00 0.40 0.00 0.40 Graffiti Abatement Technician Full-Time 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Irrigation Technician Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Neighborhood & Comm Parks Manager Full-Time 0.11 0.25 0.25 0.00 0.25 0.00 0.25 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 II Full-Time 2.00 1.00 1.00 1.00 2.00 0.00 2.00 Parks & Sports Fac Worker III Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Parks Maintenance Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Parks Superintendent Full-Time 0.50 0.50 0.50 -0.50 0.00 0.00 0.00 Recreation Coordinator Full-Time 0.00 0.00 0.00 0.13 0.13 0.00 0.13 Recreation Superintendent Full-Time 0.11 1.00 1.00 0.00 1.00 0.00 1.00 11.72 9.15 9.15 -0.38 8.78 0.00 8.78 1570 - Parks South Administrative Assistant II - Classified Full-Time 0.50 0.40 0.40 0.00 0.40 0.00 0.40 Graffiti Abatement Technician Full-Time 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Irrigation Technician Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Neighborhood & Comm Parks Manager Full-Time 0.11 0.25 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 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 0.50 1.00 0.00 1.00 Recreation Coordinator Full-Time 0.00 0.00 0.00 0.13 0.13 0.00 0.13 Recreation Superintendent Full-Time 0.11 0.00 0.00 0.00 0.00 0.00 0.00 Sports Facilities Maint Coordinator Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 11.72 10.15 10.15 2.63 12.78 0.00 12.78 1580 - Facility Maintenance and Operations Administrative Assistant II - Classified Full-Time 0.00 0.00 0.00 0.20 0.20 0.00 0.20 Aquatics Maintenance Worker I Full-Time 0.00 0.00 0.00 0.50 0.50 0.00 0.50 495 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Custodian Full-Time 0.00 3.00 3.00 0.00 3.00 0.00 3.00 Facilities Operations Tech Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Graffiti Abatement Technician Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Neighborhood & Comm Parks Manager Full-Time 0.00 0.25 0.25 0.00 0.25 0.00 0.25 Parks Maintenance Coordinator Full-Time 0.00 1.00 1.00 -0.50 0.50 0.00 0.50 Recreation Coordinator Full-Time 0.00 0.00 0.00 0.13 0.13 0.00 0.13 Sports Facilities Superintendent Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 6.25 6.25 1.33 7.58 0.00 7.58 1590 - Park Rangers Neighborhood & Comm Parks Manager Full-Time 0.11 0.25 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 Coordinator Full-Time 0.00 0.00 0.00 0.13 0.13 0.00 0.13 Recreation Superintendent Full-Time 0.13 0.00 0.00 0.00 0.00 0.00 0.00 8.24 8.25 8.25 0.13 8.38 0.00 8.38 1600 - Contracted Landscape Maintenance Field Operations and Planning Services Manager Full-Time 0.00 0.25 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 0.00 0.00 0.00 0.00 0.00 0.00 Parks Superintendent Full-Time 0.50 0.50 0.50 -0.16 0.34 0.00 0.34 1.61 1.75 1.75 -0.16 1.59 0.00 1.59 0.00 0.25 0.00 0.25 1610 - Trails Maintenance Field Operations and Planning Services Manager Full-Time 0.00 0.25 0.25 Neighborhood & Comm Parks Manager Full-Time 0.11 0.00 0.00 0.00 0.00 0.00 0.00 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 0.00 1.00 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 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Parks Superintendent Full-Time 0.50 0.50 0.50 -0.17 0.33 0.00 0.33 Recreation Coordinator Full-Time 0.00 1.00 1.00 -0.88 0.12 0.00 0.12 Recreation Superintendent Full-Time 0.13 0.00 0.00 0.00 0.00 0.00 0.00 5.74 7.75 7.75 -3.05 4.70 0.00 4.70 496 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 0.00 0.00 0.00 0.00 0.00 Community Facilities Maintenance Supervisor Full-Time 0.00 1.00 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 0.00 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 0.20 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 -0.25 0.25 0.00 0.25 Parks & Sports Fac Worker II Full-Time 3.00 2.00 2.00 0.00 2.00 0.00 2.00 Parks & Sports Fac Worker III Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Parks, Recreation and Community Facilities Director Full-Time 0.00 1.00 0.00 0.00 0.00 0.00 0.00 Recreation Coordinator Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Recreation Manager Full-Time 0.46 0.20 0.20 -0.05 0.15 0.00 0.15 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 -0.50 0.50 0.00 0.50 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 -1.00 0.00 0.00 0.00 17.96 18.90 16.90 -0.80 16.10 0.00 16.10 102.04 99.00 89.70 0.00 89.70 0.00 89.70 497 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Planning and Community Development General Fund 0600 - Community Dev Administration Administrative Assistant II - Classified 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 Planning & Comm Dev Director Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0610 - Planning Associate Planner Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Deputy Director of Planning & Comm Dev Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Development Plan Reviewer Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Planner Full-Time 3.00 2.00 2.00 0.00 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 -1.00 0.00 0.00 0.00 Planning Technician Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Principal Planner Full-Time 1.00 2.00 2.00 -2.00 0.00 0.00 0.00 Sr Planner Full-Time 2.00 3.00 3.00 1.00 4.00 0.00 4.00 10.00 11.00 11.00 0.00 11.00 0.00 11.00 13.00 14.00 14.00 0.00 14.00 0.00 14.00 Planning and Community Development Totals: 498 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 0.00 0.00 0.00 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 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Sergeant Full-Time 3.00 3.00 3.00 0.00 3.00 0.00 3.00 Sr Management Analyst Full-Time 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 14.00 14.00 14.00 -1.00 13.00 0.00 13.00 1010 - Criminal Investigation Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Civilian Investigator Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Crime Scene Technician Full-Time 3.00 3.00 3.00 -3.00 0.00 0.00 0.00 Forensic Services Supervisor Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Forensic Services Technician Full-Time 0.00 0.00 0.00 3.00 3.00 0.00 3.00 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 23.00 27.00 28.00 0.00 28.00 0.00 28.00 Police Sergeant Full-Time 4.00 4.00 5.00 0.00 5.00 0.00 5.00 Police Services Officer Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Police Services Supervisor Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Police Support Assistant Full-Time 1.00 2.00 2.00 -2.00 0.00 0.00 0.00 Victim Services Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 39.00 45.00 48.00 -2.00 46.00 0.00 46.00 499 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 1.00 5.00 0.00 5.00 Animal Control Supervisor Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Crime Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 1.00 2.00 Lead Animal Control Officer Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 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 2.00 1.00 1.00 2.00 0.00 2.00 Police Lieutenant Full-Time 3.00 4.00 4.00 0.00 4.00 0.00 4.00 Police Officer Full-Time 59.00 65.00 70.00 -1.00 69.00 2.00 71.00 Police Sergeant Full-Time 7.00 7.00 8.00 0.00 8.00 0.00 8.00 Police Services Officer Full-Time 14.00 14.00 14.00 0.00 14.00 0.00 14.00 Police Services Supervisor Full-Time 2.00 1.00 1.00 0.00 1.00 0.00 1.00 Public Community Relations Coordinator Full-Time 0.00 0.00 1.00 -1.00 0.00 0.00 0.00 Public Education Specialist Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 95.00 102.00 109.00 -1.00 108.00 3.00 111.00 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 51.00 0.00 51.00 3.00 54.00 Police Sergeant Full-Time 6.00 6.00 6.00 0.00 6.00 0.00 6.00 58.00 58.00 63.00 0.00 63.00 3.00 66.00 1025 - Operations Support Civilian Investigator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Commander 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 1.00 2.00 0.00 2.00 Police Officer Full-Time 30.00 30.00 34.00 0.00 34.00 2.00 36.00 Police Sergeant Full-Time 6.00 6.00 6.00 0.00 6.00 1.00 7.00 Vehicle Impound Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 39.00 39.00 43.00 2.00 45.00 3.00 48.00 1030 - Pd Technical Support Lead Equipment Coordinator Full-Time 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 Lead Police Support Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 1.00 2.00 Police Property Evidence Tech Full-Time 3.00 4.00 4.00 0.00 4.00 0.00 4.00 Police Records Supervisor Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Police Services Supervisor Full-Time 0.00 1.00 0.00 2.00 2.00 0.00 2.00 Police Support Assistant Full-Time 7.00 5.00 6.00 2.00 8.00 2.00 10.00 Property & Evidence Supervisor Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 13.00 14.00 14.00 1.00 15.00 3.00 18.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1040 - Staff Services Administrative Assistant II - Classified Full-Time 500 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Civilian Investigator Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Police Hiring and Training Manager Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Police Hiring Specialist Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Police Lieutenant Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Police Officer Full-Time 4.00 4.00 4.00 1.00 5.00 0.00 5.00 Police Recruitment Supervisor Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Police Sergeant Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Recruit Training Officer Full-Time 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 7.00 9.00 10.00 -1.00 9.00 1.00 10.00 1050 - Pd Communications Communications Specialist Full-Time 27.00 27.00 30.00 0.00 30.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 35.00 34.00 37.00 0.00 37.00 0.00 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 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Equipment Coordinator Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Management Analyst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Assistant Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 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 Sr Management Analyst Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Sr. Business System Analyst Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 6.00 6.00 6.00 2.00 8.00 1.00 9.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1070 - Radio Systems Operations (Citywide) RF Communications Operator Full-Time 1080 - Aviation Unit Police Officer Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Police Sergeant Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 2.00 2.00 0.00 2.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 308.00 323.00 346.00 3.00 349.00 14.00 363.00 Victims of Crime Act Grant Fund 7710 - Victims Of Crime Act Grant Victim Advocate Full-Time Police Totals: 501 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 Management Analyst Full-Time 1.00 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 Manager 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 2760 - Residential Collection Equipment Operator Full-Time 28.00 30.00 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 Operational Coordinator Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 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 33.80 35.80 35.80 0.00 35.80 1.00 36.80 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 4.00 4.00 4.00 0.00 4.00 0.00 4.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 502 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Storm Water Drainage System Fund 2900 - Drainage Systems Operations Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 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 Street Maintenance Worker Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 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 1.00 1.00 -1.00 0.00 0.00 0.00 Automotive Technician I Full-Time 1.00 1.00 1.00 1.00 2.00 0.00 2.00 Automotive Technician II Full-Time 7.00 7.00 7.00 0.00 7.00 1.00 8.00 Buyer I Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 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 Storekeeper Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 14.00 15.00 15.00 2.00 17.00 1.00 18.00 503 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Facilities Maintenance Fund 3650 - Facilities Admin Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Facilities Manager Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Management Assistant 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 3660 - Daytime Facility Services Custodian Full-Time 6.00 6.00 6.00 -2.00 4.00 0.00 4.00 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 -2.00 9.00 0.00 9.00 3661 - Nighttime Facilities Services Custodian Full-Time 5.75 5.75 5.75 2.00 7.75 0.00 7.75 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 -1.00 0.00 0.00 0.00 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 2.00 2.00 0.00 2.00 0.00 2.00 10.75 11.75 11.75 1.00 12.75 0.00 12.75 3690 - Facilities Operating Projects Construction Superintendent Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Public Works Project Coordinator Full-Time 3.00 3.00 3.00 -1.00 2.00 0.00 2.00 Public Works Project Manager Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 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 1.00 4.00 0.00 4.00 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 1.00 10.00 0.00 10.00 504 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 1.00 4.00 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 1.00 8.00 7020 - Traffic Signal Maintenance ITS Technician Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Lead Traffic Signal Technician Full-Time 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Traffic Signal Specialist Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Transportation Technician I 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 7030 - Street Maintenance Equipment Operator Full-Time 4.00 4.00 4.00 0.00 4.00 1.00 5.00 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 4.00 4.00 4.00 0.00 4.00 0.00 4.00 Public Works Project Manager Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Street Maintenance Supervisor Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Street Maintenance Worker Full-Time 4.00 4.00 4.00 0.00 4.00 0.00 4.00 16.00 18.00 18.00 0.00 18.00 1.00 19.00 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 5.00 505 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Public Transit Fund 7200 - Transit Division Administrative Assistant II - Classified Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead Transit Operator Full-Time 0.00 0.00 0.00 1.00 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 5.00 5.50 0.00 5.50 0.00 5.50 Transit Operator II Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Transit Supervisor Full-Time Public Works Totals: 1.00 1.00 1.00 0.00 1.00 0.00 1.00 10.50 11.00 11.50 0.00 11.50 0.00 11.50 171.25 177.75 179.25 2.00 181.25 4.00 185.25 506 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Water Services Water Fund 2050 - Water Services-Water/Ww Admin Deputy Director of Utilities Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Environmental & Wastewater Manager 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 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Water Policy Administrator Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 Water Resources Manager Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Water Resources Policy Analyst Full-Time 0.00 1.00 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 4.00 5.00 5.00 2.00 7.00 0.00 7.00 2060 - Greenway Potbl Wtr Trt Plant Administrative Assistant II - Classified Full-Time 1.00 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 10.60 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 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Lead SCADA Instrumentation Control Spclst Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 SCADA Instrument Control Spclst Full-Time 4.00 4.00 5.00 0.00 5.00 0.00 5.00 SCADA Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Mechanic II Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 8.00 8.00 9.00 -1.00 8.00 0.00 8.00 2070 - Production Svcs Lead Utility System Operator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utilities Operations Manager Full-Time 0.20 0.20 0.20 0.00 0.20 0.00 0.20 Utility Mechanic II Full-Time 0.00 1.00 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 1.00 2.00 2.00 0.00 2.00 0.00 2.00 Utility System Operator II Full-Time 5.00 4.00 4.00 0.00 4.00 0.00 4.00 8.20 9.20 9.20 0.00 9.20 0.00 9.20 507 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 1.00 2.00 0.00 2.00 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 1.00 -1.00 0.00 0.00 0.00 Utility Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility System Operator I Full-Time 5.00 6.00 6.00 1.00 7.00 0.00 7.00 Utility System Operator II Full-Time 5.00 5.00 5.00 -1.00 4.00 0.00 4.00 13.55 14.55 15.55 0.00 15.55 0.00 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 1.00 1.00 0.00 1.00 0.00 1.00 2.00 3.00 3.00 0.00 3.00 0.00 3.00 2115 - Planning and Engineering CIP Project Manager I Full-Time 0.00 1.00 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 Engineering Supervisor Full-Time 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Management Analyst Full-Time 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 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 -1.00 0.00 0.00 0.00 4.00 5.00 5.00 -2.00 3.00 1.00 4.00 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 -1.00 0.00 0.00 0.00 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 1.00 1.00 0.00 1.00 0.00 1.00 Environmental Compliance Inspector Full-Time 1.00 1.50 1.50 1.00 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 0.00 0.50 0.50 0.00 0.50 0.00 0.50 6.25 6.25 6.25 0.00 6.25 0.00 6.25 508 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 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 4.00 0.00 4.00 0.00 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 7.00 0.00 7.00 0.00 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 1.00 1.00 0.00 1.00 0.00 1.00 Environmental Compliance Inspector Full-Time 3.00 2.50 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 1.50 1.50 0.00 1.50 0.00 1.50 5.25 6.25 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 Utilities Operations Manager Full-Time 0.00 0.00 0.00 1.00 1.00 0.00 1.00 Utility Mechanic II Full-Time 0.00 0.00 0.00 1.00 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 1.00 3.00 Utility Treatment Supervisor Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 4.00 4.00 5.00 2.00 7.00 1.00 8.00 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 -1.00 0.00 0.00 0.00 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 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Utility Plant Operator II Full-Time 6.00 6.00 6.00 0.00 6.00 1.00 7.00 Utility Treatment Supervisor Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 11.00 12.00 12.00 -1.00 11.00 1.00 12.00 98.00 105.00 110.00 0.00 110.00 3.00 113.00 Water Services Totals: 509 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Arts, Culture and Library Services General Fund 0042 - Arts Commission Arts & Culture Manager Full-Time 0.00 0.33 0.00 0.00 0.00 0.00 0.00 Arts & Events Superintendent Full-Time 0.33 0.00 0.00 0.00 0.00 0.00 0.00 Arts & Theater Manager Full-Time 0.33 0.00 0.00 0.00 0.00 0.00 0.00 Arts Coordinator Part-Time 0.50 0.50 0.00 0.00 0.00 0.00 0.00 1.16 0.83 0.00 0.00 0.00 0.00 0.00 0043 - Peoria Center for Performing Arts Arts & Culture Manager Full-Time 0.00 0.34 0.34 0.00 0.34 0.00 0.34 Arts & Events Superintendent Full-Time 0.34 0.00 0.00 0.00 0.00 0.00 0.00 Arts & Theater Manager Full-Time 0.34 0.00 0.00 0.00 0.00 0.00 0.00 0.68 0.34 0.34 0.00 0.34 0.00 0.34 1509 - ACLS Administration Administrative Assistant II - Classified Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Arts, Culture and Library Services Director Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 2.00 2.00 0.00 2.00 0.00 2.00 1510 - Arts and Culture Arts & Culture Manager Full-Time 0.00 0.33 0.66 0.00 0.66 0.00 0.66 Arts & Events Superintendent Full-Time 0.33 0.00 0.00 0.00 0.00 0.00 0.00 Arts & Theater Manager Full-Time 0.33 0.00 0.00 0.00 0.00 0.00 0.00 Arts Coordinator Full-Time 0.00 0.00 1.00 0.00 1.00 0.00 1.00 Recreation Coordinator Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.66 1.33 2.66 0.00 2.66 0.00 2.66 1540 - Main Library Arts, Culture & Library Coordinator Full-Time 0.00 0.50 0.50 0.00 0.50 0.00 0.50 Librarian Full-Time 6.00 4.00 4.00 0.00 4.00 0.00 4.00 Librarian II Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Library & Cultural Svcs Manager Full-Time 0.48 0.50 0.50 0.00 0.50 0.00 0.50 Library Assistant Full-Time 0.00 4.00 4.00 0.00 4.00 0.00 4.00 Library Assistant I Full-Time 2.00 0.00 0.00 0.00 0.00 0.00 0.00 Library Assistant II Full-Time 2.00 0.00 0.00 0.00 0.00 0.00 0.00 Library Assistant III Full-Time 1.00 2.00 2.00 0.00 2.00 0.00 2.00 Library Branch Supervisor Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 Library Services Coordinator Full-Time 1.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 Sr Librarian Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 17.23 16.75 16.50 0.00 16.50 0.00 16.50 1550 - Sunrise Mountain Library Arts, Culture & Library Coordinator Full-Time 0.00 0.50 0.50 0.00 0.50 0.00 0.50 Librarian Full-Time 4.00 3.00 3.00 0.00 3.00 0.00 3.00 Librarian II Full-Time 1.00 1.00 1.00 0.00 1.00 0.00 1.00 510 Schedule 7 - Authorized Personnel Fund/Dept Division Budget FY 2022 Budget FY 2023 Budget FY 2024 Base Change Revised FY 2024 Change in Position Budget FY 2025 Library & Cultural Svcs Manager Full-Time 0.48 0.50 0.50 0.00 0.50 0.00 0.50 Library Assistant Full-Time 0.00 3.00 3.00 0.00 3.00 0.00 3.00 Library Assistant I Full-Time 3.25 0.00 0.00 0.00 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 1.00 1.00 0.00 1.00 0.00 1.00 Library Services Coordinator Full-Time 1.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 Sr Librarian Full-Time 0.00 1.00 1.00 0.00 1.00 0.00 1.00 13.48 13.75 13.50 0.00 13.50 0.00 13.50 Percent for the Arts Fund 0120 - Percent For The Arts Arts Coordinator Full-Time 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Public Arts Program Manager Full-Time 0.00 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 Arts, Culture and Library Services Totals: 35.21 36.00 36.00 0.00 36.00 0.00 36.00 City Total 1,291.20 1,352.95 1,388.95 0.55 1,389.50 41.00 1,430.50 511 512 Schedule 8 - Debt Service ORIGINAL OUTSTANDING ISSUE 6/30/2024 PRINCIPAL INTEREST ISSUANCE CONTRACT TOTAL COSTS PAYMENTS REQUIREMENTS GENERAL OBLIGATION BONDS Existing Debt: GO Series 2012A $14,715,000 $7,570,000 $755,000 $244,637 $0 $180 $999,817 GO Series 2015A $30,325,000 $20,830,000 $1,415,000 $692,282 $0 $450 $2,107,732 GO Series 2015B $66,425,000 $28,910,000 $7,445,000 $955,819 $0 $630 $8,401,449 GO Series 2019 $30,420,000 $24,220,000 $1,080,000 $876,150 $0 $540 $1,956,690 GO Series 2021 $55,880,000 $52,315,000 $2,125,000 $1,484,400 $0 $1,125 $3,610,525 GO Series 2022 $23,810,000 $22,450,000 $740,000 $1,028,806 $0 $495 $1,769,301 2019 WIFA Loan - Section 12 Drainage $6,288,130 $4,360,531 $241,261 $67,923 $0 $135 $309,319 WIFA 2021 - Reclaimed Water Pipeline $17,764,029 $15,350,135 $726,601 $276,917 $0 $315 $1,003,833 $245,627,159 $176,005,666 $14,527,862 $5,626,934 $0 $3,870 $20,158,666 $29,442,784 $29,442,784 $2,175,000 $1,315,553 $294,000 $630 $3,785,183 $275,069,943 $205,448,450 $16,702,862 $6,942,487 $294,000 $4,500 $23,943,849 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 $885,000 $440,000 $13,366 $0 $240 $453,606 2017 WF Direct Purchase (2008 MDA) $25,755,000 $6,785,000 $3,370,000 $133,664 $0 $1,760 $3,505,424 2022 MDA Refunding (2011 & 2012 MDA) $21,495,000 $18,965,000 $2,155,000 $894,375 $0 $4,960 $3,054,335 Ameresco Solar Project $5,199,304 $4,129,618 $218,267 $172,383 $0 $1,040 $391,690 $55,669,304 $30,764,618 $6,183,267 $1,213,788 $0 $8,000 $7,405,055 $18,280,751 $18,280,751 $555,975 $919,192 $69,500 $0 $1,544,667 $18,280,751 $18,280,751 $555,975 $919,192 $69,500 $0 $1,544,667 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 $1,508,229 $258,206 $45,125 $0 $24 $303,355 WIFA 2015 - New River Utilities $14,000,000 $9,179,851 $669,304 $212,020 $0 $72 $881,396 WIFA 2017 - Pyramid Peak Water $49,013,733 $36,072,070 $2,361,044 $923,230 $0 $301 $3,284,575 WIFA 2023 - LPP Wellfield $34,062,500 $32,875,266 $1,224,546 $1,116,903 $0 $277 $2,341,726 WIFA 2024 - Zone 6E Booster Pump Station $13,088,000 $13,088,000 $0 $418,816 $0 $108 $418,924 2020 Water & Sewer Revenue Bonds Refunding $35,190,000 $21,505,000 $5,030,000 $870,900 $0 $181 $5,901,081 2022 Water & Sewer Revenue Bonds $28,955,000 $28,225,000 $945,000 $1,224,475 $0 $241 $2,169,716 $178,680,830 $142,453,416 $10,488,100 $4,811,469 $0 $1,205 $15,300,774 $39,078,968 $39,078,968 $1,215,715 $2,056,712 $69,500 $0 $3,341,927 Total Water & Sewer Revenue Bonds $217,759,798 $181,532,384 $11,703,815 $6,868,181 $69,500 $1,205 $18,642,701 GRAND TOTALS $566,779,796 $436,026,203 $35,145,919 $15,943,648 $433,000 $13,705 $51,536,272 Sub-total Existing Water & Sewer Revenue Debt Proposed Debt: Proposed Water/Sewer Revenue Bonds 513 514 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2025 Drainage 67th Ave & Pinnacle Pk Regional Drainage Improvements EN00651 4255 - GO Bonds 2022 $10,851,940 EN00651 4810 - Capital Projects-Outside Srces $22,593,748 EN00651 4256 - Future GO Bonds $1,700,000 Project Total $35,145,688 75th Av & Olive Av Regional Basin EN00792 4256 - Future GO Bonds $900,000 Project Total $900,000 83rd Ave/Peoria Ave/Grand Ave Drainage Improvements EN00740 4254 - GO Bonds 2021 $450,000 EN00740 4810 - Capital Projects-Outside Srces $350,000 Project Total $800,000 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 $200,000 EN00458 4256 - Future GO Bonds $500,000 Project Total $700,000 New River Trail Erosion Repair EN00808 4256 - Future GO Bonds $591,400 Project Total $591,400 Parkridge Greenbelt EN00738 4256 - Future GO Bonds $1,287,795 Project Total $1,287,795 Project Total $23,575 Drainage Total $39,548,458 Section 12 Neighborhood Drainage Improvements EN00119 4254 - GO Bonds 2021 $23,575 515 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2025 Economic Development Downtown Redevelopment EN00646 1000 - General $1,980,000 EN00646 1210 - Half Cent Sales Tax $11,747,557 EN00646 7000 - Highway User $1,500,000 Project Total $15,227,557 Economic Development Agreements ED00031 1210 - Half Cent Sales Tax $3,780,000 Project Total $3,780,000 Padres Parking Lot and Paradise Lane EN00767 1210 - Half Cent Sales Tax $2,050,076 Project Total $2,050,076 Peoria Sports Complex Auxiliary Field Improvements CS00257 1210 - Half Cent Sales Tax $102,000 Project Total $102,000 Project Grandview Half Street Improvements ED00036 1210 - Half Cent Sales Tax $4,400,000 Project Total $4,400,000 Sports Complex Well Relocation UT00391 1210 - Half Cent Sales Tax UT00391 2050 - Water $2,925,445 $578,998 Project Total $3,504,443 State Land Purchase ED00034 1210 - Half Cent Sales Tax $4,800,000 Project Total $4,800,000 Economic Development Total $33,864,076 516 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2025 Operational Facilities Arts Distribution FY2025 AT02025 1000 - General $177,965 AT02025 1210 - Half Cent Sales Tax $168,521 AT02025 1970 - Municipal Asset Reserve $41,708 AT02025 2003 - Sports Complex GA Surcharge $1,500 AT02025 2004 - AZSTA Sports Complex Improvements $147,500 AT02025 2050 - Water $295,616 AT02025 2161 - Water Expansion AT02025 2162 - Water Impact Fees - Post 1-1-2012 $1,012 AT02025 2163 - Water Impact Fees - South of Bell Rd $17,720 AT02025 2164 - Water Impact Fees - North of Bell Rd $22,453 AT02025 2165 - Water Impact Fees - 2019 WofAguaFria $25,345 AT02025 2166 - Wtr IF 2019 N of Bell $32,698 AT02025 2274 - WIFA 2023 LPP Wellfield $162,548 AT02025 2227 - Future Water Revenue Bonds $194,940 AT02025 2228 - Cap Prjct-Wtr Outside Sources $43,090 AT02025 2222 - W/S Rev Bonds 2022 (Wtr) $39,945 AT02025 2271 - WIFA Loan 2017 (Pyramid Peak) $16,789 AT02025 2273 - WIFA 2021 Loan (Reclaimed Water) $12,000 AT02025 2400 - Wastewater $198,514 AT02025 2453 - W/S Rev Bonds 2022 (WW) $84,654 AT02025 2457 - Future WW Revenue Bonds $189,956 AT02025 2507 - Wastewater Impact Fees - West of Agua Fria $25,740 AT02025 2509 - Wastewater Impact Fees - Post 1-1-2012 $7,700 AT02025 2647 - Future SW Revenue Bonds $136,800 AT02025 4254 - GO Bonds 2021 $73,005 AT02025 4255 - GO Bonds 2022 $155,567 AT02025 4256 - Future GO Bonds $262,008 AT02025 4550 - Other CIP Capital Projects $30,000 AT02025 4551 - LPP Street Construction $70,000 AT02025 7000 - Highway User $78,113 AT02025 7003 - Street IF 2014 NofDV & EofAF $97,108 AT02025 7006 - Street IF 2014 WofAguaFria $14,300 AT02025 7010 - Transportation Sales Tax $244,628 AT02025 7125 - ARPA Grant $25,017 AT02025 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $7,978 AT02025 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $65,762 $71 Project Total $3,168,271 Project Total $284,900 Arts, Culture and Library Services Facility Refurbishment AL00001 1000 - General $284,900 Building Equipment Emergency Repairs 517 Schedule 9 - Capital Improvement Budget PW00051 1970 - Municipal Asset Reserve $385,000 Project Total $385,000 Building Equipment Refurbishment and Replacement PW00050 1970 - Municipal Asset Reserve $1,908,753 Project Total $1,908,753 Building Fixture and Finish Renovation PW00060 1970 - Municipal Asset Reserve $1,521,459 Project Total $1,521,459 Bus Stop Improvement Program EN00673 7010 - Transportation Sales Tax $997,607 Project Total $997,607 Chargeback Distribution FY2025 CB02025 2227 - Future Water Revenue Bonds $66,154 CB02025 4255 - GO Bonds 2022 $15,000 CB02025 4256 - Future GO Bonds $351,366 CB02025 1000 - General $87,659 CB02025 1210 - Half Cent Sales Tax $50,000 CB02025 7006 - Street IF 2014 WofAguaFria $56,560 CB02025 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $1,274 CB02025 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $66,260 CB02025 1970 - Municipal Asset Reserve $92,610 CB02025 4550 - Other CIP Capital Projects $25,000 CB02025 4551 - LPP Street Construction $785,561 CB02025 7000 - Highway User $93,440 CB02025 7010 - Transportation Sales Tax $578,504 CB02025 2400 - Wastewater $339,001 CB02025 2050 - Water $474,992 Project Total $3,083,381 Project Total $4,000,000 City Hall Renovation PW00516 1000 - General $4,000,000 Citywide Security Camera Replacements IT00038 1970 - Municipal Asset Reserve IT00038 3400 - IT Reserve $146,870 $482,389 Project Total $629,259 Citywide Security Program PW00506 1970 - Municipal Asset Reserve $240,000 Project Total $240,000 Citywide Telecommunications Infrastructure Upgrade IT00005 3400 - IT Reserve $20,553 Project Total $20,553 Community Works Program COP0001 1000 - General $641,000 COP0001 7000 - Highway User $665,000 518 Schedule 9 - Capital Improvement Budget Project Total $1,306,000 Data Backup System IT00007 3400 - IT Reserve $128,328 Project Total $128,328 Electric Vehicle Infrastructure & Emergency Power PW00602 1000 - General $20,189 Project Total $20,189 Fleet Shop Replacement PW00308 2050 - Water $960,000 PW00308 2400 - Wastewater PW00308 2647 - Future SW Revenue Bonds PW00308 4255 - GO Bonds 2022 $1,560,874 PW00308 4256 - Future GO Bonds $4,513,917 PW00308 7000 - Highway User $2,496,000 $480,000 $13,680,000 Project Total $23,690,791 Impact Fee Study CD00007 7003 - Street IF 2014 NofDV & EofAF $4,000 CD00007 7006 - Street IF 2014 WofAguaFria $4,000 CD00007 7932 - Law Enforcement Dev - Post 8-1-2014 $2,000 CD00007 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $2,000 CD00007 7943 - Park IF 2014 WofAguaFria $1,000 CD00007 7944 - Park IF 2019 Bell to HVR $9,000 CD00007 7945 - Park IF 2019 NofHVR & EofAF $9,000 Project Total $31,000 Infrastructure Cabling IT00037 3400 - IT Reserve $437,000 Project Total $437,000 Project Total $10,000 Joint Fire/Medical and Police Public Safety Facility Public Art AL00008 1111 - Percent for the Arts $10,000 Main Library 2nd Floor Redesign - Passport Services Center AL00006 1970 - Municipal Asset Reserve $330,000 Project Total $330,000 Municipal Complex Entry Plaza Improvements CS00243 1970 - Municipal Asset Reserve $1,073,884 Project Total $1,073,884 Project Total $248,000 Municipal Complex Facility and Landscape CS00246 1000 - General $248,000 Neighborhood and Human Services ADA Compliance NH00006 1000 - General $117,500 Project Total Neighborhood and Human Services Facility Refurbish 519 $117,500 Schedule 9 - Capital Improvement Budget NH00007 1000 - General $163,700 Project Total $163,700 Network Infrastructure Replacement - City Hall IT00027 3400 - IT Reserve $194,000 Project Total $194,000 Network Infrastructure Replacement - Microwave WAN IT00026 3400 - IT Reserve $70,786 Project Total $70,786 Project Total $94,500 Network Infrastructure Replacement - Municipal Court IT00020 3400 - IT Reserve $94,500 Network Infrastructure Replacement - Pinnacle Peak IT00028 3400 - IT Reserve $39,345 Project Total $39,345 Project Total $33,593 Network Infrastructure Replacement - Security IT00021 3400 - IT Reserve $33,593 Network Infrastructure Replacement - Tech Center Core IT00008 4254 - GO Bonds 2021 $25,000 Project Total $25,000 PCPA Ticket Office and Concessions Renovation NH00003 1000 - General $25,000 Project Total $25,000 Project Total $800,000 Peoria Center for Performing Arts Lighting AL00004 1000 - General $800,000 Peoria Center for the Performing Arts Vortek Rigging System Maintenance and Repairs AL00007 1111 - Percent for the Arts $360,000 Project Total $360,000 Public Art Commission and Installation AL00003 1111 - Percent for the Arts $350,000 Project Total $350,000 Public Safety Admin Building EOC Renovations PW00540 4254 - GO Bonds 2021 $25,000 PW00540 4256 - Future GO Bonds $342,251 Project Total $367,251 Public Safety Building Needs PW00090 1970 - Municipal Asset Reserve PW00090 4256 - Future GO Bonds $545,000 $2,420,000 Project Total $2,965,000 Rio Vista Recreation Center Facility Upgrades PW00518 1970 - Municipal Asset Reserve $435,270 Project Total 520 $435,270 Schedule 9 - Capital Improvement Budget Roof Replacement PW00150 4255 - GO Bonds 2022 PW00150 4256 - Future GO Bonds $1,756,606 $734,000 Project Total $2,490,606 Sports Complex Maintenance Building CS00240 1210 - Half Cent Sales Tax $1,397,560 CS00240 4254 - GO Bonds 2021 $5,281,574 Project Total $6,679,134 Operational Facilities Total $58,725,060 521 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2025 Parks & Recreation Mountain Trail Improvements CS00217 4254 - GO Bonds 2021 CS00217 4256 - Future GO Bonds $137,750 $234,340 Project Total $372,090 New River Trail Connections CS00202 4254 - GO Bonds 2021 $136,969 Project Total $136,969 New River Trail Pedestrian & Shade Program EN00750 1000 - General $255,000 Project Total $255,000 Project Total $17,500 New River Trail; Jomax Rd to CAP and CAP to LPP CS00162 1000 - General $17,500 Park and Recreation Facility Refurbishment CS00185 1000 - General CS00185 2003 - Sports Complex GA Surcharge $1,300,000 $150,000 Project Total $1,450,000 Park Court Renovations CS00247 1000 - General $250,000 Project Total $250,000 Park Playground Improvements CS00248 1000 - General $600,000 Project Total $600,000 Project Total $150,000 Parks and Recreation ADA Compliance CS00177 1000 - General $150,000 Parks and Recreation Plan CS00067 1000 - General $371,544 CS00067 4550 - Other CIP Capital Projects $114,243 CS00067 7944 - Park IF 2019 Bell to HVR $50,000 Project Total $535,787 Parks Refresh Program CS00019 1000 - General $1,200,000 Project Total $1,200,000 Project Total $450,000 Pioneer Community Park CS00234 1000 - General $450,000 Pioneer Park Retention Basin Lighting CS00262 4256 - Future GO Bonds $1,081,189 Project Total 522 $1,081,189 Schedule 9 - Capital Improvement Budget Pool Renovation Program CS00255 1970 - Municipal Asset Reserve $500,000 Project Total $500,000 Project Total $200,495 Reclaimed Water Connections CS00259 1000 - General $200,495 Retention Basin Refresh Program CS00004 1000 - General $285,000 Project Total $285,000 Rio Vista Skate Park CS00215 1000 - General $350,000 Project Total $350,000 Rio Vista Vacant Building CS00263 1970 - Municipal Asset Reserve $250,000 Project Total $250,000 Sports Complex Improvements CS00213 2004 - AZSTA Sports Complex Improve $14,750,000 Project Total $14,750,000 Stadium Trail Phase 1 CS00146 7010 - Transportation Sales Tax $250,000 Project Total $250,000 Stadium Trail Phase 2 CS00232 4254 - GO Bonds 2021 $241,597 CS00232 4256 - Future GO Bonds $1,200,000 Project Total $1,441,597 Project Total $300,000 Veterans Trail CS00260 1000 - General $300,000 Water Conservation Program CS00208 1000 - General $650,000 Project Total $650,000 Parks & Recreation Total $25,475,627 523 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2025 Public Safety Animal Control Facilities Improvements PD00035 1000 - General $296,805 Project Total $296,805 Project Total $450,782 Evidence Processing Improvements at Public Safety Administration Building PD00027 1000 - General $450,782 Fire Station No. 6 Finishes Refresh FD00035 1970 - Municipal Asset Reserve $340,911 Project Total $340,911 Fire Station No. 7 Remodel FD00036 1970 - Municipal Asset Reserve $327,965 Project Total $327,965 Gene Mason Fallen Heroes Memorial Expansion at Fire Station No. 1 FD00037 1970 - Municipal Asset Reserve $137,000 Project Total $137,000 Heart Monitors Replacement FD00039 1000 - General $1,750,000 Project Total $1,750,000 Mobile and Portable Radios Replacement FD00014 4550 - Other CIP Capital Projects $325,000 Project Total $325,000 Peoria Police Department Evidence Facility PD00031 1000 - General $1,000,000 Project Total $1,000,000 Police Impounded Vehicle Evidence Storage Yard PD00032 4256 - Future GO Bonds $1,110,305 Project Total $1,110,305 Project Total $70,000 Police Operations & Capital Planning Study PD00037 1000 - General $70,000 Police Radio Subscriber Replacements PD00040 1000 - General $1,500,000 Project Total $1,500,000 Public Safety Admin Building Locker Room Improvements PD00026 4254 - GO Bonds 2021 $25,000 PD00026 4256 - Future GO Bonds $1,286,901 Project Total $1,311,901 Public Safety Facility FD00008 4256 - Future GO Bonds $7,347,857 FD00008 7936 - Fire & Emergency Svc Dev Post 1-1-2012 $1,629,410 524 Schedule 9 - Capital Improvement Budget FD00008 1000 - General $3,931,239 FD00008 7937 - Fire & Emergency Svc Dev Post 8-1-2014 $7,067,978 Project Total $19,976,484 Public Safety Training Center Investment PD00033 4256 - Future GO Bonds $4,000,000 Project Total $4,000,000 Project Total $150,000 Self-Contained Breathing Apparatus FD00017 1000 - General $150,000 Support Services Annex Refresh FD00045 1970 - Municipal Asset Reserve $352,149 Project Total $352,149 Support Services Refresh FD00046 1970 - Municipal Asset Reserve $439,921 525 Project Total $439,921 Public Safety Total $33,539,223 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2025 Streets 103rd Av; Northern Ave to Olive Ave EN00422 7010 - Transportation Sales Tax $50,000 Project Total $50,000 67th Av Widening; Pinnacle Peak to Happy Valley EN00100 7003 - Street IF 2014 NofDV & EofAF $8,704,172 EN00100 7010 - Transportation Sales Tax $3,000,000 Project Total $11,704,172 75th Ave; Grand Ave to Thunderbird Rd Landscape Enhancement EN00592 7010 - Transportation Sales Tax $183,711 Project Total $183,711 77th Av Cul de Sac and Unpaved Parking Lot EN00812 1210 - Half Cent Sales Tax $477,000 Project Total $477,000 99th Av Sidewalk Improvements EN00839 7010 - Transportation Sales Tax $544,510 Project Total $544,510 Bridge Maintenance & Guardrail Replacement Program EN00243 7010 - Transportation Sales Tax $400,000 Project Total $400,000 City Parking Lots - Parks & Facilities PW00995 4254 - GO Bonds 2021 $420,000 PW00995 1000 - General $450,000 Project Total $870,000 Deer Valley Rd; 109th Av to Lake Pleasant Pkwy EN00395 7010 - Transportation Sales Tax $200,000 Project Total $200,000 El Mirage Rd; L303 to Jomax Rd EN00537 7010 - Transportation Sales Tax $502,752 Project Total $502,752 Engineering ADA Accessibility EN00025 7000 - Highway User $240,000 Project Total $240,000 Engineering Sidewalks Annual Program EN00046 7000 - Highway User $200,000 Project Total $200,000 Entry & Right-of-Way Monument Refurbishment and Replacement Program PW00220 1210 - Half Cent Sales Tax $550,000 Project Total $550,000 Happy Valley Rd & 98th Ave Intersection/Median Mods (Lake Pleasant & Mountain Side Crossing) EN00780 7010 - Transportation Sales Tax $1,030,000 526 Schedule 9 - Capital Improvement Budget Project Total $1,030,000 Jomax Rd Improvements; 72nd Dr to 75th Av EN00591 7003 - Street IF 2014 NofDV & EofAF $1,577,540 EN00591 7010 - Transportation Sales Tax $1,422,460 Project Total $3,000,000 Lake Pleasant Pkwy; L303 to SR74 EN00024 4551 - LPP Street Construction $7,000,000 Project Total $7,000,000 Project Total $1,489,000 LED Streetlight Conversion - RESIDENTIAL PW11161 7010 - Transportation Sales Tax $1,489,000 Northern Parkway EN00142 4550 - Other CIP Capital Projects $3,000,000 Project Total $3,000,000 Pavement Management Program - Preservation PW00138 4810 - Capital Projects-Outside Srces PW00138 7010 - Transportation Sales Tax $1,924,274 PW00138 7000 - Highway User $4,100,000 $249,826 Project Total $6,274,100 Pavement Management Program - Rehabilitation PW13000 7010 - Transportation Sales Tax PW13000 4255 - GO Bonds 2022 $6,800,000 PW13000 7000 - Highway User $4,330,300 $300,000 Project Total $11,430,300 Public Works ADA Accessibility PW00025 7000 - Highway User $1,600,000 Project Total $1,600,000 Quick Response Street Repairs PW00027 7000 - Highway User $242,400 Project Total $242,400 Rural Area Road Maintenance PW00163 7000 - Highway User $558,496 Project Total $558,496 Sonoran Mountain Ranch Emergency Access EN00599 7010 - Transportation Sales Tax $1,240,075 Project Total $1,240,075 Streetlight Pole Replacement & Infill Program PW11160 7000 - Highway User $1,572,000 Project Total $1,572,000 Streets Administration Office Renovations PW00517 7000 - Highway User $89,640 Project Total Vistancia Blvd & Happy Valley Rd Intersection Re-Alignment 527 $89,640 Schedule 9 - Capital Improvement Budget EN00797 7010 - Transportation Sales Tax $500,000 Project Total $500,000 Vistancia Blvd & HVR Interim Intersection Improvements EN00834 7006 - Street IF 2014 WofAguaFria $927,155 Project Total $927,155 Whitney Dr; Cotton Crossing to Monroe St EN00806 7010 - Transportation Sales Tax $3,150,000 EN00806 4810 - Capital Projects-Outside Srces $400,000 Project Total $3,550,000 Yearling and LPP Alternate Access Project EN00840 7010 - Transportation Sales Tax $298,895 528 Project Total $298,895 Streets Total $59,724,206 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2025 Traffic Control 107th Av & Rose Garden Ln Traffic Signal EN00708 7010 - Transportation Sales Tax $1,620,793 Project Total $1,620,793 83rd Av (Westwing Pkwy) & Jomax Rd Traffic Signal EN00310 4810 - Capital Projects-Outside Srces $347,626 EN00310 7003 - Street IF 2014 NofDV & EofAF $88,300 EN00310 7010 - Transportation Sales Tax $1,278,374 Project Total $1,714,300 Cactus Rd & 89th Av Traffic Signal EN00724 4810 - Capital Projects-Outside Srces EN00724 7010 - Transportation Sales Tax $254,950 $1,199,940 Project Total $1,454,890 Project Total $1,532,802 Deer Valley Rd & 105th Av Traffic Signal EN00781 7010 - Transportation Sales Tax $1,532,802 Intelligent Transportation System Advanced Technology Enhancements EN00789 7010 - Transportation Sales Tax $1,600,000 Project Total $1,600,000 LPP & DVR Traffic Signal & Intersection Modifications EN00832 7010 - Transportation Sales Tax $1,200,385 Project Total $1,200,385 Project Total $1,145,171 School Flashing Signals EN00807 7010 - Transportation Sales Tax $1,145,171 Traffic Management Center Equipment Replacement EN00433 7010 - Transportation Sales Tax $81,172 Project Total $81,172 Traffic Signal Interconnect Project (TSIP) EN00133 7010 - Transportation Sales Tax $241,161 Project Total $241,161 Traffic Signal Program EN00170 7010 - Transportation Sales Tax $980,000 Project Total $980,000 Traffic Signal Renovation and Replacement PW00993 7000 - Highway User $540,960 Project Total $540,960 Traffic Control Total $12,111,634 529 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2025 Water 83rd & Northern Well Relocation UT00518 2050 - Water $2,200,000 Project Total $2,200,000 Asset Management Program UT00256 2400 - Wastewater $200,000 UT00256 2050 - Water $50,000 Project Total $250,000 Bartlett Dam Modification Feasibility Study Cost-Share Agreement UT00517 2050 - Water $200,000 Project Total $200,000 CAP Pump Station Rehabilitation - Quintero UT00274 2050 - Water UT00274 2222 - W/S Rev Bonds 2022 (Wtr) UT00274 2227 - Future Water Revenue Bonds $20,000 $3,002,614 $2,400,000 Project Total $5,422,614 CAP/LPP Intersection Wellfield UT00523 2050 - Water $1,716,157 UT00523 2274 - WIFA 2023 LPP Wellfield $33,812,181 UT00523 7125 - ARPA Grant $2,501,684 Project Total $38,030,022 Facility Reconditioning & Water Quality Program UT00206 2050 - Water $3,440,697 Project Total $3,440,697 Project Total $1,144,038 Fire Hydrant & Valve Replacement Program UT00204 2050 - Water $1,144,038 Greenway Equipment Upgrade & Replacement Program UT00316 2050 - Water $1,308,042 Project Total $1,308,042 Jomax Booster Station Upgrades UT00285 2050 - Water UT00285 2162 - Water Impact Fees - Post 1-1-2012 $1,161 UT00285 2164 - Water Impact Fees - North of Bell Rd $3,702 UT00285 2165 - Water Impact Fees - 2019 WofAguaFria $100,000 UT00285 4810 - Capital Projects-Outside Srces $97,590 $4,422 Project Total $206,875 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 $250,000 530 Schedule 9 - Capital Improvement Budget Project Total $250,000 LPH Mystic Water Oversizing UT00445 2164 - Water Impact Fees - North of Bell Rd $261,097 UT00445 2165 - Water Impact Fees - 2019 WofAguaFria $94,528 UT00445 2166 - Wtr IF 2019 N of Bell $27,700 Project Total $383,325 Project Total $1,094,525 MOC Reservoir (R101) Site Improvements UT00434 2050 - Water $1,094,525 Patterson Reservoir Well Connections & Well Site Improvements UT00328 2050 - Water $527,500 Project Total $527,500 Pyramid Peak Water Treatment Plant - Upgrades UT00037 2222 - W/S Rev Bonds 2022 (Wtr) $152,310 UT00037 2227 - Future Water Revenue Bonds $2,100,000 Project Total $2,252,310 Quintero Equipment Upgrade & Replacement Program UT00418 2050 - Water $409,968 Project Total $409,968 Reclaimed Water Master Plan Implementation UT00505 2273 - WIFA 2021 Loan (Reclaimed Water) $1,200,000 UT00505 4254 - GO Bonds 2021 $1,005,000 Project Total $2,205,000 Risk & Resiliency Improvements UT00522 2050 - Water $450,000 Project Total $450,000 SCADA Equipment Replacement Program UT00266 2050 - Water $334,927 UT00266 2400 - Wastewater $226,088 Project Total $561,015 Project Total $1,151,000 SRP/CAP Interconnect Facility (SCIF) Participation UT00532 2050 - Water $1,151,000 Sweetwater Well Site Rehabilitation UT00442 2163 - Water Impact Fees - South of Bell Rd $450,000 Project Total $450,000 Technology and Security Master Plan UT00304 2162 - Water Impact Fees - Post 1-1-2012 UT00304 2163 - Water Impact Fees - South of Bell Rd $13,500 UT00304 2164 - Water Impact Fees - North of Bell Rd $171,000 $36,375 Project Total $220,875 Utility Billing System UT00160 2590 - Commercial Solid Waste $13,000 531 Schedule 9 - Capital Improvement Budget UT00160 2163 - Water Impact Fees - South of Bell Rd $5,000 UT00160 2165 - Water Impact Fees - 2019 WofAguaFria $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 Project Total $150,000 Water & Wastewater Rate Study UT00298 2590 - Commercial Solid Waste $57,022 UT00298 2600 - Residential Solid Waste $105,951 UT00298 2400 - Wastewater $68,419 UT00298 2050 - Water $79,839 Project Total $311,231 Water Line Assessment & Replacement Program UT00335 2050 - Water $2,807,763 UT00335 2227 - Future Water Revenue Bonds $3,300,000 Project Total $6,107,763 Project Total $93,011 Water Loss Audit System Improvements UT00521 2050 - Water $93,011 Water System R&M Expense Program UT00438 2050 - Water $3,600,000 Project Total $3,600,000 Water/Wastewater Hydraulic Model Update Program UT00428 2050 - Water UT00428 2400 - Wastewater $36,347 $279,345 Project Total $315,692 Weedville Well Site Rehabilitation UT00441 2050 - Water $271,389 UT00441 2163 - Water Impact Fees - South of Bell Rd UT00441 2222 - W/S Rev Bonds 2022 (Wtr) $1,322,047 $789,531 Project Total $2,382,967 Wellhead Water Quality Mitigation Program UT00272 2162 - Water Impact Fees - Post 1-1-2012 UT00272 2222 - W/S Rev Bonds 2022 (Wtr) $50,000 UT00272 2050 - Water $450,000 $100,000 Project Total $600,000 Wells - New Construction Program UT00117 2161 - Water Expansion UT00117 2164 - Water Impact Fees - North of Bell Rd UT00117 2166 - Wtr IF 2019 N of Bell $7,147 $28,859 $2,025,089 Project Total West Agua Fria Water Lines 532 $2,061,095 Schedule 9 - Capital Improvement Budget UT00170 2050 - Water UT00170 2164 - Water Impact Fees - North of Bell Rd $1,960,000 $895,050 UT00170 2165 - Water Impact Fees - 2019 WofAguaFria $975,987 Project Total $3,831,037 Westbrook 1/3C Well & Reservoir Rehabilitation UT00519 2050 - Water $150,000 Project Total $150,000 Zone 2/3 Booster Station UT00516 2050 - Water $500,000 Project Total $500,000 Zone 5E/6E Reservoir & Booster Pump Station UT00526 2050 - Water UT00526 2227 - Future Water Revenue Bonds $12,929,994 $91,918 UT00526 2228 - Cap Prjct-Wtr Outside Sources $4,708,951 533 Project Total $17,730,863 Water Total $100,551,465 Schedule 9 - Capital Improvement Budget Project Funding Source FY 2025 Wastewater Advanced Treatment Study UT00530 2400 - Wastewater $450,000 Project Total $450,000 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 2050 - Water $76,650 UT00317 2400 - Wastewater $228,390 Project Total $305,040 Beardsley WRF Expansion UT00314 2400 - Wastewater $7,585,890 UT00314 2453 - W/S Rev Bonds 2022 (WW) $7,933,996 UT00314 2457 - Future WW Revenue Bonds $2,207,000 Project Total $17,726,886 Butler Equipment Upgrade & Replacement Program UT00333 2050 - Water $319,930 UT00333 2400 - Wastewater $577,867 UT00333 2457 - Future WW Revenue Bonds $675,000 Project Total $1,572,797 Butler IPS Equipment Upgrade & Replacement Program UT00422 2400 - Wastewater $413,458 Project Total $413,458 Butler WRF Odor Control System Upgrades UT00525 2400 - Wastewater UT00525 2457 - Future WW Revenue Bonds $470,000 $5,500,000 Project Total $5,970,000 El Mirage Road Sewer Infrastructure Upsizing UT00432 2400 - Wastewater UT00432 2453 - W/S Rev Bonds 2022 (WW) $182,878 UT00432 2507 - Wastewater Impact Fees - West of Agua Fria $299,970 $294,030 Project Total $776,878 Facility Equipment Emergency Repair Program UT00539 2400 - Wastewater $75,000 Project Total $75,000 Force Main Rehabilitation Program UT00533 2400 - Wastewater $1,800,000 Project Total $1,800,000 Jomax Equipment Upgrade & Replacement Program UT00323 2050 - Water $77,786 UT00323 2400 - Wastewater $225,000 534 Schedule 9 - Capital Improvement Budget Project Total $302,786 Jomax WRF Expansion UT00388 2165 - Water Impact Fees - 2019 WofAguaFria UT00388 2400 - Wastewater UT00388 2453 - W/S Rev Bonds 2022 (WW) UT00388 2457 - Future WW Revenue Bonds $4,961,982 UT00388 2507 - Wastewater Impact Fees - West of Agua Fria $1,000,000 $1,363,945 $362,422 $3,436 Project Total $7,691,785 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 2050 - Water $420,000 UT00529 2400 - Wastewater $140,000 Project Total $560,000 Lift Station Reconditioning Program UT00116 2400 - Wastewater $3,688,326 UT00116 2457 - Future WW Revenue Bonds $1,500,000 Project Total $5,188,326 Local Wastewater Line Improvement Program UT00191 2400 - Wastewater UT00191 2453 - W/S Rev Bonds 2022 (WW) $1,449,132 $73,855 Project Total $1,522,987 LPH Mystic Wastewater Oversizing UT00446 2507 - Wastewater Impact Fees - West of Agua Fria Project Total $66,685 $66,685 Manhole Rehabilitation Program UT00307 2400 - Wastewater $50,000 UT00307 2457 - Future WW Revenue Bonds $398,000 Project Total $448,000 Reclaimed Water System Upgrade Program UT00511 2400 - Wastewater UT00511 2050 - Water $1,650,000 $750,000 Project Total $2,400,000 Reclaimed Water Transmission Main - Project 2 UT00512 2050 - Water UT00512 2227 - Future Water Revenue Bonds UT00512 2400 - Wastewater UT00512 2457 - Future WW Revenue Bonds $920,000 $7,764,000 $268,492 $2,438,481 Project Total $11,390,973 Reclaimed Water Transmission Main - Project 3 UT00513 2050 - Water $383,140 Project Total 535 $383,140 Schedule 9 - Capital Improvement Budget SROG Line Assessment & Repair UT00321 2400 - Wastewater UT00321 2457 - Future WW Revenue Bonds $1,997,945 $1,000,000 Project Total $2,997,945 Trunk Sewer Line Inspection Program UT00322 2400 - Wastewater $775,000 Project Total $775,000 Trunk Sewer Rehabilitation Program UT00296 2457 - Future WW Revenue Bonds $990,100 Project Total $990,100 Wastewater System R&M Expense Program UT00436 2400 - Wastewater $1,456,846 Project Total $1,456,846 West Agua Fria Wastewater Lines UT00171 2453 - W/S Rev Bonds 2022 (WW) UT00171 2507 - Wastewater Impact Fees - West of Agua Fria UT00171 2509 - Wastewater Impact Fees - Post 1-1-2012 $271,203 536 $1,207,325 $770,000 Project Total $2,248,528 Wastewater Total $68,773,160 Total FY25 CIP $432,312,909 537 Legal Training FTB Economic Development Paralegal SU-0200-0012 SU-0200-0015 Building Development Engineering Services Eng Inspection Svc Architectural Services Engineering City Clerk Legal Notice Publications SU-0150-0011 SU-0150-0012 Total - City Clerk Annual Software Maintenance - Inspection Request (Contractor) SU-0650-0007 Total - Development and Engineering Contract Real Estate Assistance Contract Engineering Inspector (Broadband) SU-0820-0008 SU-0812-0007 On-Call Construction Management & Inspection Services SU-0820-0007 Contract CIP Project Manager I – Engineering Services Contract Engineering Inspector SU-0820-0006 SU-0812-0006 Building Development Division Wages - Overtime SU-0650-0008 App Contract Building Development Related Services SU-0650-0006 Contract CIP Project Manager I – Architectural Services Bond Election Cost SU-0150-0010 SU-0813-0003 Primary/General Election Cost Public Records Software SU-0150-0009 Full-Time Administrative Assistant II Agenda Management Software SU-0150-0007 SU-0150-0008 Total - City Attorney FTB Domestic Violence Assistant City Prosecutor FTB DUI Assistant City Prosecutor SU-0230-0002 SU-0230-0004 Criminal FTB Economic Development Assistant City Attorney SU-0200-0011 City Auto and Property Claim costs increasing yearly Legal Services - Outside Counsel SU-0200-0010 SU-3600-0004 Online Computer-Assisted Legal Research Supplemental Description SU-0200-0009 Suppl. # Claims & Insurance Civil Development and City Clerk City Attorney Department/Division $1,129,920 $50,000 $125,921 $111,159 $150,000 $105,959 $10,000 $0 $450,000 $126,881 $266,025 $0 $160,325 $0 $95,700 $10,000 $0 $759,080 $151,756 $151,550 $0 $99,391 $71,000 $203,383 $82,000 $0 Onetime FY2025 Schedule 10 - Summary of Additions/(Reductions) by Department $7,000 $0 $0 $0 $0 $0 $0 $7,000 $0 $0 $165,470 $15,000 $0 $60,000 $0 $40,000 $50,470 $264,036 $759 $759 $250,000 $759 $0 $759 $0 $11,000 Ongoing $1,136,920 $50,000 $125,921 $111,159 $150,000 $105,959 $10,000 $7,000 $450,000 $126,881 $431,495 $15,000 $160,325 $60,000 $95,700 $50,000 $50,470 $1,023,116 $152,515 $152,309 $250,000 $100,150 $71,000 $204,142 $82,000 $11,000 FY2025 FY2025 Total Cost 538 Services Development SU-0352-0027 Pop-Up Peoria Program Peoria Banner Replacement Program Entrepreneurial Support Program SU-0352-0036 SU-0352-0037 Copy Center Equipment Buyer II SU-0440-0010 SU-0440-0011 Management and Budget Materials Management Fire-Medical Questica Reporting SU-0430-0003 Financial Services Peak Time Rescue Pilot Program SU-1260-0026 Wearing Apparel Safety Increase Replace Vehicle 1576 with Custom Cab SU-1260-0025 SU-1220-0010 Upgrade Low Acuity Unit to Medical Response Unit SU-1260-0024 Fire Support Services Station 198 Staffing SU-1260-0022 Fire Prevention Inspector Diesel Budget Increase SU-1260-0021 SU-1210-0007 Computer Aided Dispatch Service Fee Increase SU-1260-0019 Fire Operations Fire Prevention Employee Wellness Increase SU-1200-0002 Fire Admin Paramedic Training Stop the Bleed Program SU-1250-0004 SU-1230-0014 Emergency Food and Shelter Kit SU-1250-0003 Emergency Management Total - Finance and Budget Emergency Medical Services Medical Supplies Budget Increase SU-1270-0007 Ambulance Operations Sales Tax Fee SU-0420-0018 Tax Audit & Collections Accountant (FTB) SU-0410-0002 Finance Admin Budget Grant Consultant Impact Studies/Appraisals/Environmental Studies SU-0352-0035 SU-0400-0019 Community Promotions SU-0352-0033 Total - Economic Development Services Hosted/Computer Software Support/Maintenance Consultant Services for Business Attraction Prospecting SU-0352-0032 SU-0352-0028 Finance and Services Economic Development Economic $30,000 $0 $269,492 $165,000 $165,000 $1,735,500 $65,000 $0 $25,000 $185,000 $33,500 $5,300 $0 $376,149 $160,000 $0 $28,000 $10,000 $118,149 $60,000 $1,704,000 $1,540,000 $31,000 $40,000 $17,000 $0 $60,000 $16,000 Schedule 10 - Summary of Additions/(Reductions) by Department $0 $102,968 $0 $0 $288,492 $2,380,281 $0 $35,000 $0 $0 $0 $0 $200,000 $97,884 $0 $97,884 $0 $0 $0 $0 $23,000 $0 $0 $0 $0 $23,000 $0 $0 $30,000 $102,968 $269,492 $165,000 $453,492 $4,115,781 $65,000 $35,000 $25,000 $185,000 $33,500 $5,300 $200,000 $474,033 $160,000 $97,884 $28,000 $10,000 $118,149 $60,000 $1,727,000 $1,540,000 $31,000 $40,000 $17,000 $23,000 $60,000 $16,000 539 Management Leadership and Technology Information Human Resources Training Captain Vehicle Training Battalion Chief Vehicle Training Room Furniture and Equipment SU-1240-0007 SU-1240-0009 City Manager's Office IT Operations IT Security Initiative College Intern SU-3750-0036 SU-0020-0021 SU-0020-0024 Additional Professional Services SU-3750-0035 Total - Human Resources Airpark and Techpark Studies and Consulting Total - Information Technology Accela Cloud Initiative Additional IT Staff Training FTB - Data Analyst SU-3750-0032 SU-3750-0033 FTB - IT Technician I SU-3750-0030 SU-3750-0034 FTB - IT Business Systems Analyst SU-3750-0029 FTB - IT Storekeeper Employee Event and/or Nonprofit Support SU-0070-0028 SU-3750-0028 Municipal Fire Cancer Fund Employee Engagement Survey SU-0070-0026 Safety Programs SU-0070-0025 SU-0070-0027 Legal Services Mandatory Training SU-0070-0022 SU-0070-0019 Human Resources SU-0070-0023 Recruitment/Advertising SU-3630-0002 Wellness Equipment Training Budget Increase SU-1240-0006 Total - Fire-Medical Glendale Regional Public Safety Training Center (GRPSTC) Fee Increase SU-1240-0005 SU-1240-0004 SU-1220-0012 Employee Benefits - Health Fire Training Building Repair and Maintenance Increase Motor Vehicle Repair and Maintenance Increase SU-1220-0011 $500,000 $26,000 $1,154,953 $150,000 $175,000 $60,000 $329,980 $143,934 $94,728 $130,065 $71,246 $515,995 $80,000 $80,000 $0 $8,300 $65,000 $200,000 $25,300 $57,395 $3,191,792 $25,000 $66,500 $66,500 $230,000 $60,000 $30,000 $35,000 Schedule 10 - Summary of Additions/(Reductions) by Department $0 $0 $0 $345,564 $0 $0 $0 $345,564 $0 $0 $0 $0 $15,000 $0 $0 $15,000 $0 $0 $0 $0 $0 $3,013,741 $0 $3,500 $3,500 $0 $0 $0 $500,000 $26,000 $1,500,517 $150,000 $175,000 $60,000 $675,544 $143,934 $94,728 $130,065 $71,246 $530,995 $80,000 $80,000 $15,000 $8,300 $65,000 $200,000 $25,300 $57,395 $6,205,533 $25,000 $70,000 $70,000 $230,000 $60,000 $30,000 $35,000 540 State of the City Event Mayor and Council Overnight Travel Court Interpreter Training/Meeting Regulatory Permits/Fees Employee Professional Membership Dues Computer Equipment Lease/Rental Juror Supplies & Catering SU-0010-0006 SU-0010-0008 SU-0250-0006 SU-0250-0007 SU-0250-0008 SU-0250-0009 SU-0250-0010 SU-0250-0011 SU-1390-0007 Business Services Before and After School Program (AM/PM) Increased Costs SU-1420-0010 SU-7126-0001 Increased Part-Time Staff Hours - Family & Youth Services SU-1420-0009 Am/Pm Program ARPA Grant 21st Century Grant SU-1420-0007 Program PerfectMind Subscription Increase PeoriaAZ Promise Scholarship Program Increased Adaptive Recreation Program Costs SU-1500-0004 Adaptive Recreation Adaptive Sensory Trailer Courtroom Printers SU-0250-0015 SU-1500-0003 Courtroom AV Technology Replacement SU-0250-0014 Total - Municipal Court Employee Recognition Court Security X-Ray SU-0250-0012 SU-0250-0013 Total - Mayor and Council Human Services Municipal Court Subscriptions SU-0025-0011 Total - Leadership and Management State and Federal Representation SU-0025-0008 Foreign Direct Investment Consultant for Canada SU-0020-0028 SU-0352-0029 Municipal Security Guard SU-0020-0027 Neighborhood & Municipal Court Mayor and Council Mayor & City Council Governmental Affairs Services Economic Development Innovation Core ZenCity Social Media Tracking SU-0020-0026 $0 $200,000 $0 $0 $25,000 $0 $70,000 $664,461 $5,644 $598,817 $60,000 $0 $0 $0 $0 $0 $0 $0 $35,500 $8,500 $27,000 $2,026,818 $9,000 $267,818 $260,000 $58,000 $106,000 $800,000 Schedule 10 - Summary of Additions/(Reductions) by Department $0 $5,400 $0 $77,400 $512,885 $0 $7,000 $0 $11,910 $0 $0 $0 $1,200 $300 $1,770 $150 $440 $3,800 $4,250 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,400 $200,000 $77,400 $512,885 $25,000 $7,000 $70,000 $676,371 $5,644 $598,817 $60,000 $1,200 $300 $1,770 $150 $440 $3,800 $4,250 $35,500 $8,500 $27,000 $2,026,818 $9,000 $267,818 $260,000 $58,000 $106,000 $800,000 541 Recreation Parks and Sports Complex Maintenance Shop Tools and Equipment Sports Complex Baseball Safety Equipment Sports Complex Seasonal Staff Transport Sports Complex Commodities and Rate Increases Projected Landscape Contract Increases Capital Improvement Program Operating / Maintenance Costs Enrichment Revenue Growth Part-Time Non-Benefitted Wage Increases Commodities and Rate Increases SU-2000-0015 SU-2000-0016 SU-2000-0017 SU-2000-0018 SU-1600-0012 SU-1600-0013 SU-1470-0002 SU-1555-0004 SU-1555-0005 Contracted Landscape Maintenance Enrichment - Youth Parks Administration Communications - Two-Way Radios Total - Neighborhood & Human Services Opioid Settlement Funding Youth Advisory Board Conference Travel Auxiliary Stadium Clubhouse Reconditioning SU-2000-0013 SU-7251-0001 SU-1400-0006 SU-2000-0014 Complex Operations/Maint Opioid Settlement Increased Food Needs for Preschool Program Prop 206 Mandatory Part-Time Non-Benefitted Wage Increases SU-1430-0001 SU-0590-0010 SU-1400-0005 Community Engagement Part-Time Staff SU-0590-0009 NHS Administration Community Navigator (American Rescue Plan Act) Neighborhood Grant Funding SU-0590-0008 American Rescue Plan Act Compliance Management Analyst SU-0570-0017 Little Learners Program Community Engagement Misdemeanor Probation and Program Coordinator - Misdemeanor SU-0570-0015 Report Offender Program (County Funds) Homeless Navigation Services Homeless Shelter Services SU-0570-0013 SU-0570-0014 Community Assistance of Housing and Urban Development Funding Community Development Block Grant Program, U.S. Department Private Property Abatement SU-0550-0009 SU-7160-0001 Abandoned Property Cleanup and Storage SU-0550-0008 Comm Dev Block Grant Code Compliance $173,124 $0 $0 $0 $0 $111,200 $35,000 $139,000 $200,000 $200,000 $19,600 $1,390,578 $200,000 $19,000 $0 $0 $55,775 $175,000 $116,504 $92,343 $112,756 $79,200 $75,000 $0 $70,000 $100,000 Schedule 10 - Summary of Additions/(Reductions) by Department $0 $202,789 $59,450 $20,000 $44,220 $58,267 $76,000 $0 $0 $0 $0 $0 $910,651 $0 $0 $53,098 $30,000 $0 $0 $0 $0 $0 $0 $0 $224,868 $0 $375,913 $59,450 $20,000 $44,220 $58,267 $187,200 $35,000 $139,000 $200,000 $200,000 $19,600 $2,301,229 $200,000 $19,000 $53,098 $30,000 $55,775 $175,000 $116,504 $92,343 $112,756 $79,200 $75,000 $224,868 $70,000 $100,000 542 Library Services Special Events Program Percent For The Arts Performing Arts Peoria Center for ACLS Administration Main Library Arts, Culture and Swimming Pools Public Art Performing and Visual Arts Programs Arts and Event Grants Arts and Culture Coordinator (Fixed Term Benefitted, One Year) Somos Peoria Holiday Lighting Veterans Event/Veterans Memorial SU-0120-0008 SU-0120-0010 SU-1510-0027 SU-1510-0028 SU-1510-0029 SU-1510-0030 Repair and Maintenance Peoria Center for the Performing Arts Ticket Surcharge - Facility Part-Time Non-Benefitted Library and Event Staffing SU-0120-0009 SU-0043-0004 SU-1540-0009 Computer Software & Maintenance - Library Automation Maintenance Plan SU-1540-0008 Professional Development - Training Renewal of Certified Autism Centers for Library System SU-1540-0007 SU-1509-0004 Total - Parks and Recreation Aquatics Lifeguard & Participant Safety Community Pool Facilities SU-1410-0007 SU-1410-0008 SU-2022-0002 Stadium and Sports Complex Improvements - Ticket Surcharge Improvement Reserve Sports Complex Stadium and Sports Complex Improvements - General Admission Surcharge SU-2023-0002 Surcharge Sports Complex GA Reserve Sports Complex Improvements - Commission Sports Facilities Safety - Field Fence SU-1560-0006 SU-2021-0001 Shade Fabric Canopy Replacements SU-1560-0005 Rio Vista Community Park Sports Complex Capital Maintenance Equipment Autonomous Athletic Field Painter SU-1570-0004 SU-1531-0008 Parks South Tree Re-Establishment Plantings SU-1560-0007 SU-1555-0007 Parks North Parks Administration - Department Funding Parks and Recreation Accreditation SU-1555-0006 $39,600 $198,660 $176,500 $119,377 $238,800 $154,000 $85,000 $20,000 $151,680 $33,842 $25,000 $0 $2,650,424 $40,000 $19,500 $250,000 $200,000 $500,000 $298,000 $180,000 $70,000 $35,000 $150,000 $10,000 $20,000 Schedule 10 - Summary of Additions/(Reductions) by Department $0 $0 $0 $0 $0 $0 $0 $0 $65,710 $8,500 $0 $12,100 $558,439 $0 $28,413 $0 $0 $0 $0 $0 $0 $0 $0 $0 $69,300 $89,300 $39,600 $198,660 $176,500 $119,377 $238,800 $154,000 $85,000 $20,000 $217,390 $42,342 $25,000 $12,100 $3,208,863 $40,000 $47,913 $250,000 $200,000 $500,000 $298,000 $180,000 $70,000 $35,000 $150,000 $10,000 543 Development Police Community Planning and Pd Technical Support Patrol Services - South Operations Support Criminal Investigation Total - Arts, Culture and Library Services Property/Evidence Equipment Civilian Investigative Specialists (4) SU-1020-0026 Police Technology Expenses Patrol Vehicle Armor SU-1020-0025 SU-1030-0023 Crime Analyst SU-1020-0023 SU-1030-0021 Patrol Officers (5) Real Time Crime Center (RTCC) SU-1025-0030 Patrol Equipment Tactical Unit Response Vehicles (1) SU-1025-0029 SU-1020-0022 School Liaison Program (3) SU-1025-0027 SU-1020-0020 Special Operations Equipment SU-1025-0025 Police Cost Escalation Tactical Unit Equipment SU-1025-0024 SU-1000-0010 Traffic Unit Expenses SU-1025-0023 Criminal Investigation Equipment SU-1010-0017 Canine (K9) Unit Expenses Victim Advocate Unit Vehicle SU-1025-0022 Forensics Equipment SU-1010-0015 Total - Planning and Community Development Document Scanning and Recovery SU-1010-0011 SU-0610-0007 Planning Electricity - Sunrise Mountain Library Arts and Culture Festival Enhancements SU-1510-0037 SU-1550-0002 Community Engagement Marketing SU-1510-0036 Sunrise Mountain Library Arts & Culture Placemaking Event ParkFest! SU-1510-0034 2nd Saturdays SU-1510-0033 SU-1510-0035 Cultural Diversity Event Programming Library Events and Programming SU-1510-0031 SU-1510-0032 $68,230 $70,000 $663,149 $189,200 $6,051 $419,851 $195,570 $0 $50,000 $114,832 $425,669 $49,100 $428,580 $49,050 $124,390 $95,160 $78,932 $240,900 $125,000 $125,000 $1,787,404 $32,000 $10,000 $56,000 $84,595 $165,500 $101,500 $26,800 $68,550 Schedule 10 - Summary of Additions/(Reductions) by Department $0 $0 $0 $69,878 $0 $122,843 $804,656 $8,750 $103,108 $0 $10,281 $554,949 $1,200 $0 $0 $0 $34,575 $7,556 $8,950 $0 $0 $86,310 $0 $0 $0 $0 $0 $0 $0 $68,550 $68,230 $70,000 $733,027 $189,200 $128,894 $1,224,507 $204,320 $103,108 $50,000 $125,113 $980,618 $50,300 $428,580 $49,050 $124,390 $129,735 $86,488 $249,850 $125,000 $125,000 $1,873,714 $32,000 $10,000 $56,000 $84,595 $165,500 $101,500 $26,800 544 Public Works SU-1070-0001 Radio Systems Operations Wellness Program Expansion Training Expenses SU-1040-0007 SU-1040-0010 Facilities Base Budget Adjustments Fuel & Maintenance for Supplemental Vehicles Fuel Cost Offset Mobile Column Lifts Overtime Wages Charging Station Connectivity Operating Impacts Automotive Technician II SU-2900-0006 SU-3690-0005 SU-3420-0012 SU-3420-0013 SU-3420-0014 SU-3420-0015 SU-3420-0016 SU-3420-0017 Drainage Systems Operations Facilities Operating Projects Fleet Maintenance Total - Police SU-2760-0014 Fuel - Public Works Department SU-0900-0008 Residential Collection American Public Works Association (APWA) Reaccreditation SU-0900-0006 Administration Solid Waste Equipment Operator Strategic Planning SU-0900-0004 Public Works Custodial Cleaning Equipment SU-3661-0002 Nighttime Facilities Services Equipment Drainage System Operations Underground Video Inspection Replace Backflow Preventers Drainage System Operations Operating Impacts SU-3660-0013 SU-2900-0005 Daytime Facility Services Technical Support Staff (1) Police Hiring Specialist SU-1040-0006 SU-1060-0002 Staff Services Equipment SU-1040-0005 Staff Services Strategic Planning Leadership Training SU-7500-0010 Radio Equipment Police Commander Vehicle St Anti-Racketeering-Pd (Citywide) SU-1000-0016 Records Unit Staff (3) SU-1030-0027 Police Administration Contract Personnel SU-1030-0026 $611,000 $212,500 $10,000 $20,000 $35,200 $225,744 $0 $0 $64,000 $750,000 $0 $0 $161,000 $96,000 $50,000 $4,171,409 $82,439 $30,000 $70,682 $2,070 $349,500 $20,000 $136,050 $73,982 $17,022 $121,000 Schedule 10 - Summary of Additions/(Reductions) by Department $0 $135,366 $197,500 $0 $0 $0 $98,863 $800 $7,197 $0 $0 $82,450 $10,000 $1,250 $0 $0 $2,320,091 $155,158 $0 $53,456 $97,899 $0 $0 $26,744 $556 $259,532 $746,366 $410,000 $10,000 $20,000 $35,200 $324,607 $800 $7,197 $64,000 $750,000 $82,450 $10,000 $162,250 $96,000 $50,000 $6,491,500 $237,597 $30,000 $124,138 $99,969 $349,500 $20,000 $162,794 $74,538 $276,554 $121,000 545 Water Services Trailer Replacements SU-7030-0015 Butler Wastewater System R&M Increase Butler Electricity Increase SU-2496-0010 SU-2496-0012 Butler Operator II Butler Refuse Collection Increase Beardsley Refuse Collection Increase SU-2470-0012 SU-2496-0008 Beardsley Electricity Increase SU-2470-0010 SU-2496-0009 Beardsley Water Increase SU-2470-0009 Facility Beardsley Wastewater System R&M Increase SU-2470-0008 Reclamation Facility Butler Water Reclamation Beardsley Diesel Fuel Increase SU-2470-0007 Beardsley Water Total - Public Works Utility Rate Cost Increases SU-3680-0001 Utility Management Microtransit Pilot Program Membership to Southwest Pavement Technology Consortium SU-7030-0014 SU-7200-0014 Street Maintenance Equipment Operator SU-7030-0013 Mobile Video Solutions for Dial-A-Ride Buses Asphalt Paver SU-7030-0011 SU-7200-0013 Computers for SW Driver Room (5) SU-2750-0006 Transit Division Dead Animal Collection SU-2750-0005 Traffic Signal Inventory Stock Video for Solid Waste Collection Vehicles SU-2750-0004 Sweeper Thermoplastic Trailer SU-7010-0005 SU-7020-0006 Transportation Technician I SU-7010-0004 SU-7040-0002 Residential Containers SU-2760-0021 Traffic Signal Maintenance Solid Waste Operational Coordinator SU-2760-0018 Sweeper Operations Street Maintenance Solid Waste Admin Signs And Striping Landfill Fees Fleet Maintenance SU-2760-0015 SU-2760-0016 $66,500 $60,000 $0 $5,749 $5,000 $72,560 $0 $20,000 $17,000 $4,499,604 $0 $500,000 $50,000 $191,300 $460,000 $44,700 $0 $0 $347,200 $10,390 $35,000 $74,500 $152,000 $0 $90,000 $44,070 $0 $265,000 Schedule 10 - Summary of Additions/(Reductions) by Department $0 $0 $0 $100,000 $101,660 $0 $0 $5,000 $0 $8,000 $1,476,037 $189,725 $0 $1,200 $0 $0 $400 $10,000 $81,316 $3,000 $2,955 $0 $45,500 $500 $82,416 $0 $125,599 $400,000 $66,500 $60,000 $100,000 $107,409 $5,000 $72,560 $5,000 $20,000 $25,000 $5,975,641 $189,725 $500,000 $51,200 $191,300 $460,000 $45,100 $10,000 $81,316 $350,200 $13,345 $35,000 $120,000 $152,500 $82,416 $90,000 $169,669 $400,000 $265,000 546 Jomax Utility Cart replacement SU-2495-0013 Program Enforcement Industrial Pretreatment Contract Services Wastewater Regulatory Permit Fees Increase Continuation of Contract Environmental Compliance Inspector - SU-2490-0005 SU-2490-0006 SU-2490-0007 SU-2480-0009 SU-2480-0010 SU-2480-0007 Collection/Prevention SU-2135-0005 Increase Wastewater Collection Operational Supplies and Equipment Generators & HVAC Collection Services Non-Office Equipment & Tools R&M Increase - Collection Services Chemical Supplies Increase Unregulated Contaminant Monitoring Rule 5 Analytical Costs FTB - 2135 Continuation of Contract Environmental Compliance Inspector - FTB - 2490 Production Services Electricity Increase SU-2070-0014 SU-2135-0004 Production Services Non-Office Equipment & Tools R&M Increase SU-2070-0012 Wastewater Regulatory Compliance Program Enforcement Production Services Oil & Lube Supplies Increase SU-2070-0011 Increase Production Services Diesel Fuel For Emergency Generators Jomax Chemical Supply Increase SU-2495-0012 Facility SU-2070-0010 Jomax Operator II SU-2495-0011 Jomax Water Reclamation Production Svcs Certification Pay Program Revamp SU-2060-0013 Engineering Supervisor Greenway WTP Electricity Increase SU-2060-0011 SU-2115-0001 Greenway WTP Water Increase SU-2060-0010 Planning and Engineering Greenway WTP Refuse Collection Increase SU-2060-0009 Plant Water Services Vehicle Maintenance Increase Greenway WTP Ozone Annual PM SU-2060-0006 SU-2060-0007 Greenway Potbl Wtr Trt $0 $0 $0 $40,900 $92,175 $106,075 $0 $100,000 $120,000 $0 $10,500 $0 $5,408 $24,500 $0 $6,908 $0 $82,660 $0 $0 $24,500 $110,000 Schedule 10 - Summary of Additions/(Reductions) by Department $2,400 $32,600 $10,000 $0 $0 $0 $22,220 $0 $0 $13,000 $0 $9,000 $169,469 $0 $20,000 $100,501 $256,088 $0 $2,940 $1,617 $0 $0 $2,400 $32,600 $10,000 $40,900 $92,175 $106,075 $22,220 $100,000 $120,000 $13,000 $10,500 $9,000 $174,877 $24,500 $20,000 $107,409 $256,088 $82,660 $2,940 $1,617 $24,500 $110,000 547 Water Supply $27,121 $30,160,671 CAP Capital M&I SU-2125-0008 $193,135 Total - Additions/Reductions Water Resource Fees SU-2125-0007 $0 $2,256,081 $3,711,559 Pyramid Peak WTP Operations SU-2125-0006 $110,000 $0 $73,000 $5,375 $76,412 Total - Water Services CAP Water Delivery Fees Increase SU-2125-0005 Increase Telecomm Services, Lease/Rental Increase Water Services Administration Other Professional Services SU-2050-0012 SU-2050-0013 Water Services Fuel Increase SU-2050-0011 Admin Wastewater Collection Local Training Increase SU-2480-0012 Water Services-Water/Ww Collection Services Wet Well Grit and Rag Removal Increase SU-2480-0011 Schedule 10 - Summary of Additions/(Reductions) by Department $10,730,079 $1,434,946 $0 $0 $551,851 $0 $0 $28,600 $0 $0 $0 $40,890,750 $5,146,505 $27,121 $193,135 $551,851 $2,256,081 $110,000 $28,600 $73,000 $5,375 $76,412 548 549 Other financing sources Other financing (uses) Interfund transfers in Interfund Transfers (out) Line 11: Reduction for fund balance reserved for future budget year expenditures 2025 2025 2025 2025 E 28,064,331 34,160,525 10 11 0 9 58,179,959 0 5,259,785 0 123,017,710 0 0 0 74,196,248 1,355,000 47,466,462 46,458,128 5,100 0 2,986 0 0 60 2,054 3,825 5,100 $ 386,378,609 1,182,454 3,809,513 0 103,159,688 131,900,472 148,691,390 166,801,012 288,242,401 $ 137,035,706 208,000 3,636,248 0 0 67,157,231 66,450,227 64,441,051 87,419,765 44,824,858 44,824,858 0 177,355,936 513,444,329 24,630,684 6,211,216 621,018,837 574,439,003 950,000,000 Total all funds 346,100,753 Budgeted expenditures/expenses 2025 118,186,505 31,398,904 114,347,703 5,100 950,000,000 338,566,292 $ 611,433,708 $ 1,232,516,693 2024 950,000,000 299,437,108 995,000,000 376,388,205 $ 618,611,795 $ 1,288,525,749 2025 995,000,000 85,523,927 995,000,000 1,342,661,002 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). See the Instructions tab, cell C17 for more information about the amounts that should and should not be included on this line. The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. Expenditure limitation comparison 1 Budgeted expenditures/expenses 2 Add/subtract: estimated net reconciling items 3 Budgeted expenditures/expenses adjusted for reconciling items 4 Less: estimated exclusions 5 Amount subject to the expenditure limitation 6 EEC expenditure limitation or voter-approved alternative expenditure limitation 464,358,498 13 Total financial resources available 0 Maintained for future retirement contributions 0 0 Maintained for future financial stability 2025 * ** *** 173,685,420 9,273,879 4,051,995 0 0 0 8 0 444,493 68,122,631 244,464,442 7 12 2025 D D D D C 24,630,684 27,844,997 28,057,594 6 6,211,216 4 50,627,328 110,784,673 113,246,838 Capital Projects Enterprise Internal Service Fund Permanent Fund Funds Available Funds 0 Estimated revenues other than property taxes 2025 B 219,779,034 30,895,817 5 218,050,065 3 121,657,188 Debt Service Fund Maintained for future capital projects Secondary property tax levy 2025 B 308,532,891 2 Special Revenue Fund 0 Primary property tax levy 2025 E E 1 General Fund Funds Maintained for future debt retirement Actual expenditures/expenses** Beginning fund balance/(deficit) or net position/(deficit) at July 1*** 2024 2025 Adopted/adjusted budgeted expenditures/expenses* 2024 Fiscal year S c h Schedule 11 - Auditor General Schedule A Summary Schedule of estimated revenues and expenditures/expenses Fiscal year 2025 550 Schedule 12 - Auditor General Schedule B Tax levy and tax rate information Fiscal year 2025 2024 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 2025 6,981,809 $ 7,264,981 5,841,675 $ 6,211,216 $ $ 23,165,265 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 $ 29,006,940 $ 5,549,591 292,084 5,841,675 $ $ $ $ 24,630,684 $ 30,841,900 22,007,002 1,158,263 23,165,265 29,006,940 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. 551 552 Schedule 13 - Auditor General Schedule C Revenues other than property taxes Fiscal Year 2025 Estimated revenues 2024 Source of revenues Estimated revenues 2025 Actual revenues* 2024 General Fund Local taxes General Half-Cent Sales Tax $ 76,903,534 30,809,791 $ 78,994,603 32,523,540 $ 75,727,924 31,927,879 Licenses and permits General 4,724,140 4,340,500 4,521,279 Intergovernmental General 69,678,359 91,467,898 82,308,014 Charges for services General 35,339,566 42,726,493 44,121,028 Fines and forfeits General 1,170,000 1,518,000 1,217,000 920,000 250,000 20,000 30,000 929,200 1,200,000 30,000 180,000 1,600,000 1,500,000 0 200,000 1,397,500 3,823,469 1,341,318 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 $ 221,242,890 $ 257,733,703 $ 244,464,442 * 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 Schedule 13 - Auditor General Schedule C Revenues other than property taxes Fiscal Year 2025 Estimated revenues 2024 Source of revenues Estimated revenues 2025 Actual revenues* 2024 Special revenue funds Streets $ $ 18,563,967 18,563,967 $ $ 21,127,922 21,127,922 $ $ 22,014,588 22,014,588 Transit Fund $ $ 755,000 755,000 $ $ 1,040,114 1,040,114 $ $ 1,275,911 1,275,911 Street Light Improvement District Fund Maintenance Improvement District Fund $ $ $ 1,114,815 102,347 1,217,162 $ $ 1,114,609 100,022 1,214,631 $ 1,153,995 93,937 1,247,932 Development Fee Funds $ $ 7,299,340 7,299,340 $ $ 6,207,338 6,207,338 $ $ 9,210,652 9,210,652 Grants & Other Funds $ $ 10,206,597 10,206,597 $ $ 11,739,346 11,739,346 $ $ 14,089,511 14,089,511 Transportation Sales Tax Fund $ $ 19,822,816 19,822,816 $ $ 20,517,031 20,517,031 $ $ 20,284,037 20,284,037 Total special revenue funds $ 57,862,351 $ 61,848,913 $ 68,122,631 * 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. Debt service funds Municipal District Authority Fund $ $ 10,000 10,000 $ $ 15,000 15,000 $ $ 15,000 15,000 General Obligation Bonds Fund $ $ 274,000 274,000 $ $ 424,000 424,000 $ $ 424,000 424,000 Sustainability Projects Fund $ $ 0 $ $ 9,068 9,068 $ $ 5,493 5,493 Total debt service funds $ 284,000 $ 448,068 $ 444,493 Capital projects funds General Obligation Bonds Fund $ $ 10,000 10,000 $ $ 1,585,000 1,585,000 $ $ 700,000 700,000 CIP Capital Projects Fund $ $ 5,667,467 5,667,467 $ $ 1,354,097 1,354,097 $ $ 655,000 655,000 Total capital projects funds $ 5,677,467 $ 2,939,097 $ 1,355,000 * 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. 554 Schedule 13 - Auditor General Schedule C Revenues other than property taxes Fiscal Year 2025 Estimated revenues 2024 Source of revenues Estimated revenues 2025 Actual revenues* 2024 Permanent funds Volunteer Firefighters Pension Fund $ $ 100 100 $ $ 100 100 $ $ 60 60 Total permanent funds $ 100 $ 100 $ 60 $ 59,655,574 402,241 3,889,920 $ 69,899,395 615,375 3,983,371 199,721 10,000,000 $ 66,484,478 285,296 3,402,473 66,868 $ 63,947,735 $ 84,697,862 $ 70,239,115 Wastewater Fund $ Wastewater Replacement and Reserve Fund Wastewater Expansion and Improvement Districts Wastewater Revenue Bonds $ 27,298,632 218,753 2,157,491 200,000 29,874,876 $ 27,785,989 479,697 1,880,713 273,203 30,419,602 $ 29,068,146 517,817 1,802,362 136,446 31,524,771 Storm Water Drainage System Fund Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Fund $ $ 1,614,748 17,481,142 2,832,422 2,024,036 23,952,348 $ $ 1,555,052 16,531,082 2,788,899 1,917,625 22,792,658 $ 1,628,527 19,286,536 3,009,039 2,150,004 26,074,106 Sports Complex Ops/Maintenance Fund Sports Complex - AZSTA Sports Complex Equipment Reserve Fund $ 2,588,048 $ $ 3,386,713 $ 328,162 2,916,210 $ 328,949 6,079,676 392,162 6,800,787 $ 675,767 4,062,480 Total enterprise funds $ 119,531,479 $ 145,870,599 $ 131,900,472 Enterprise funds Water Fund Water Replacement and Reserve Fund Water Expansion and Improvement Districts Water Revenue Bonds Capital Projects Outside Sources Water Infrastructure Finance Auth. Loan $ $ $ * 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. Internal service funds Fleet Maintenance Fund Streets/Transit Equipment Reserve Fleet Reserve Fund $ 7,498,373 515,664 3,532,197 11,546,234 $ 7,511,447 575,448 3,676,560 11,763,455 $ Insurance Reserve Fund Workers Compensation Self Insurance Health Self Insurance $ $ $ 2,572,705 1,140,992 23,370,269 27,083,966 $ $ 3,029,645 1,230,992 23,475,000 27,735,637 $ 3,164,933 2,606,849 26,400,500 32,172,282 Facilities Maintenance Fund $ $ 7,824,956 7,824,956 $ $ 7,889,417 7,889,417 $ $ 7,758,223 7,758,223 Information Technology Fund Information Technology Reserve $ $ $ 12,671,497 829,150 13,500,647 $ $ 12,481,713 793,866 13,275,579 $ 14,225,522 869,505 15,095,027 Total internal service funds $ 59,730,735 $ 60,889,156 $ 67,157,231 Total all funds $ 464,329,022 $ 529,729,636 $ 513,444,329 $ $ $ 7,684,456 3,486,448 960,795 12,131,699 * 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. 555 556 Schedule 14 - Auditor General Schedule D Other financing sources/(uses) and interfund transfers Fiscal year 2025 Other financing 2025 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 $ 0 $ 0 $ Debt service funds Non-GO Bond Debt $ Sustainability Projects Debt MDA Debt Total debt service funds $ 0 $ Capital projects funds Future G.O. Bonds $ Capital Projects - Outside Sources Total capital projects funds $ 43,500,000 30,696,248 74,196,248 $ Permanent funds Firemen's Pension Trust $ Total permanent funds $ 0 $ 23,064,331 $ $ 5,000,000 28,064,331 8,601,331 25,559,194 $ 34,160,525 $ 0 $ Enterprise funds Water Infrastructure Financing Authority $ 35,075,000 Sports Complex Fund Wastewater Fund Future Water Revenue Bonds 29,943,418 Wastewater Equipment Reserve Water Fund Water Equipment Reserve Future Wastewater Revenue Bonds 19,860,519 Solid Waste Equipment Reserve Water Expansion Funds Residential Solid Waste Fund Future Solid Waste Revenue Bonds 18,280,751 Commercial Solid Waste Fund Storm Water Drainage System Total enterprise funds $ 103,159,688 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 $ Interfund transfers 2025 In (Out) 0 2,151,995 1,900,000 $ $ 4,051,995 $ $ 5,059,785 200,000 $ $ 5,259,785 $ $ 6,903,664 1,151,995 91,537 226,683 500,000 400,000 9,273,879 0 $ $ 0 $ 0 $ 0 $ $ 0 $ $ 2,986 2,986 $ $ 0 $ $ 3,237,513 $ 130,346 245,173 572,000 $ 0 $ 220,551 586,384 $ 3,809,513 $ 1,182,454 $ 3,397,000 $ 208,000 58,041 181,207 0 $ 0 $ 3,636,248 $ 208,000 Total all funds $ 177,355,936 $ 0 $ 44,824,858 $ 44,824,858 557 558 Schedule 15 - Auditor General Schedule E Expenditures/expenses by fund Fiscal year 2025 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 Tax Non-Departmental - Other Reserves Office of Communications Parks and Recreation Planning and Community Development Police Public Works Total General Fund $ Special revenue funds Streets-Development and Engineering $ Streets-Public Works Transportation Sales Tax Fund-Non-Departmental Development Fee Funds-Non-Departmental 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-Parks and Recreation Other Grants-NHS Other Grants-Non-Departmental Other Grants-ACLS Percent for the Arts - ACLS Total special revenue funds $ Debt service funds General Obligation Bonds-Non-Departmental $ MDA Bonds-Non-Departmental Other Bonds-Non-Departmental Total debt service funds $ Adopted budgeted expenditures/ expenses 2024 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 Expenditure/ expense adjustments approved 2024 $ 49,839 32,892 41,845 10,141 254,927 1,028,170 50,179 126,136 130,000 140,175 Actual expenditures/ expenses* 2024 $ Budgeted expenditures/ expenses 2025 $ (19,893,681) $ 7,555,303 4,480,902 967,726 9,545,447 1,858,553 6,838,175 5,461,639 50,152,098 4,531,862 4,939,564 773,104 2,898,662 9,048,091 5,951,378 4,908,475 6,624,409 1,701,725 18,153,041 1,958,006 69,004,512 697,393 218,050,065 $ 4,231 $ 116,737 (197,072) 38,601 236,000 629,705 1,773,428 17,839,928 12,684,384 3,259,705 2,797 3,727,451 345,433 8,005,076 2,751 166,482 5,558,322 6,417 113,752 2,495 344,186 4,764,152 17,388 39,000 327,441 50,627,328 $ 40,044 (39,600) (20,390,341) (2,261,282) 724,739 568,829 48,300 (448,674) $ $ $ 91,911 977,142 110,463,055 $ 23,442,022 $ $ 20,615,594 $ 7,407,000 30,849,022 $ $ 7,442,000 28,057,594 $ 559 46,795 46,795 1,880,090 31,010,972 30,334,301 30,384,797 997,978 3,290,795 18,284 5,567,875 18,136 2,686,498 1,365,841 (1,953,804) 39,000 (143,000) 11,194,133 $ 85,000 4,040,555 11,246,961 8,458,570 5,637,474 1,407,195 11,394,445 3,918,557 7,213,637 5,550,620 55,021,472 5,670,982 6,429,551 949,818 3,827,973 13,066,983 53,014,893 46,705,088 9,068,500 1,970,302 19,875,618 2,911,384 83,225,218 782,473 346,100,753 1,988,750 3,216,931 8,219,190 1,184,631 118,186,505 23,943,849 7,000 7,448,055 31,398,904 Schedule 15 - Auditor General Schedule E Expenditures/expenses by fund Fiscal year 2025 Fund/Department Adopted budgeted expenditures/ expenses 2024 Capital projects funds General Obligation Bonds-Non-Departmental $ Capital Projects - Streets/Economic Development-N Capital Projects - Streets/Economic Development-P Outside Source Fund - Water Services Outside Source Fund-Non-Departmental Total capital projects funds $ 24,964,579 102,187,548 Permanent funds Fireman's Pension-Fire-Medical $ Total permanent funds $ 59,358,881 3,976,588 13,887,500 Expenditure/ expense adjustments approved 2024 $ Actual expenditures/ expenses* 2024 $ 10,000,000 2,239,702 11,059,290 $ 24,146,715 135,542 35,000 10,000,000 12,140,871 46,458,128 5,100 5,100 $ $ 0 $ $ 3,825 3,825 $ $ 5,100 5,100 Enterprise funds Water-Water Services $ Water Replacement & Reserves-Water Services Water Expansion-Water Services Water Bonds-Non-Departmental Water Bonds-Water Services Wastewater-Water Services Wastewater Replacement & Reserves-Water Servic Wastewater Bonds - Water Services Wastewater Expansion-Water Services Residential Solid Waste-Public Works Commercial Solid Waste-Public Works Solid Waste Reserves-Public Works Solid Waste Bonds Sports Complex Operations/Maintenance-Parks Sports Complex Equipment Reserves-Parks Storm Water Drainage System Total enterprise funds $ 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 $ (7,004,140) $ (64,850) 1,387,194 (13,346) 73,619 (623,874) (32,328) 850,048 (81,917) 123,149 53,663 (408,428) (26,500) 14,596 (24,889) 8,761 (5,769,242) $ 54,187,783 624,038 4,173,204 477,824 22,226,478 36,100,873 37,000 14,141,974 4,122,178 15,966,542 2,700,908 4,452,111 8,230 6,066,294 152,075 1,363,500 166,801,012 $ 84,159,967 637,372 9,404,077 Internal service funds Fleet Maintenance-Public Works $ Fleet Reserve-Public Works Insurance Reserve-City Attorney Insurance Reserve-Human Resources Facilities Maintenance-Public Works Information Technology-Information Technology Information Technology Reserve-Information Techn Information Technology Projects-Information Techn Total internal service funds $ Total all funds $ 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 $ 27,515 2,190,455 $ 7,287,146 13,800,819 4,293,322 16,676,113 7,045,880 12,856,016 2,481,755 $ 8,154,816 15,407,330 4,256,692 29,779,799 7,784,293 17,945,464 2,195,533 $ $ 64,441,051 574,439,003 $ $ 85,523,927 995,000,000 $ (1,315,955) $ 135,543 Budgeted expenditures/ expenses 2025 182,396 1,237,126 (274,787) $ $ 3,362,705 0 $ 59,147,786 $ 14,897,500 4,752,041 35,550,376 114,347,703 $ 67,993,006 50,114,059 892,004 28,410,541 3,687,420 20,921,749 3,250,342 5,636,509 13,816,800 8,515,962 219,333 1,777,967 299,437,108 * 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 2025 Department/Fund Arts, Culture & Library Services General Fund $ Percent for the Arts Fund Library Svc & Rechnoloy Grant Department total $ Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2024 2024 2024 2025 8,066,206 977,142 $ 7,555,303 327,441 39,000 7,921,744 $ 8,458,570 1,184,631 $ 49,839 $ (143,000) 39,000 (54,161) $ 9,043,348 $ 9,643,201 City Attorney General Fund $ Attorney Grants Insurance Reserve Department total $ 4,872,222 18,284 4,569,721 9,460,227 $ 32,892 $ 4,480,902 $ $ 32,892 $ 4,293,322 8,774,224 $ 5,637,474 18,284 4,256,692 9,912,450 City Clerk General Fund $ Department total $ 1,102,553 1,102,553 $ $ 41,845 41,845 $ $ 967,726 967,726 $ $ 1,407,195 1,407,195 Development and Engineering General Fund $ Streets Department total $ 10,349,725 1,793,938 12,143,663 $ 10,141 4,231 14,372 $ 9,545,447 1,773,428 11,318,875 $ $ 11,394,445 1,880,090 13,274,535 2,152,043 $ $ 3,918,557 $ $ 1,858,553 2,495 1,861,048 $ 2,152,043 254,927 18,136 273,063 $ 3,918,557 $ 6,465,756 $ 1,028,170 $ 6,838,175 $ 7,213,637 Department total $ 6,465,756 $ 1,028,170 $ 6,838,175 $ 7,213,637 $ 6,396,638 $ 50,179 $ 5,461,639 $ 5,550,620 Department total $ 6,396,638 $ 50,179 $ 5,461,639 $ 5,550,620 50,173,793 57,950 5,100 $ 126,136 345,433 $ $ 55,021,472 50,236,843 $ 471,569 $ 50,152,098 166,482 3,825 0 50,322,405 $ 55,026,572 5,135,786 8,000 28,793,269 $ 130,000 2,751 $ 4,531,862 6,417 16,676,113 $ 5,670,982 33,937,055 $ 132,751 $ 21,214,392 $ Economic Development Services General Fund $ Other Grants Department total $ Finance and Budget General Fund Finance Utilities General Fund Fire-Medical General Fund Public Safety Grants Fireman's Pension $ Department total $ Human Resources General Fund Other Grants Insurance Reserve $ Department total $ $ 561 $ 5,100 29,779,799 35,450,781 Schedule 16 - Auditor General Schedule F Expenditures/expenses by department Fiscal year 2025 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 2024 2024 2024 2025 16,889,121 4,291,818 30,000 $ 1,237,126 $ (274,787) 12,856,016 2,481,755 $ 17,945,464 2,195,533 21,210,939 $ 962,339 $ 15,337,771 $ 20,140,997 $ 5,253,447 $ 140,175 $ 4,939,564 $ 6,429,551 Department total $ 5,253,447 $ 140,175 $ 4,939,564 $ 6,429,551 $ 912,682 $ $ 773,104 $ 949,818 Department total $ 912,682 $ 0 $ 773,104 $ 949,818 $ 3,067,062 184,216 $ 40,044 $ 2,898,662 113,752 $ 3,827,973 91,911 Department total $ 3,251,278 $ 40,044 $ 3,012,414 $ 3,919,884 Neighborhood & Human Services General Fund $ Home and Housing Grants Other Grants Communty Service Grants Other Grants Department total $ 12,148,825 886,639 1,870,557 1,207,361 962,637 17,076,019 $ (39,600) $ 236,000 9,048,091 2,797 782,677 688,924 $ 13,066,983 997,978 1,650,634 1,566,297 $ 1,562,241 $ 10,522,489 $ 17,281,892 51,180,544 50,806,760 11,476,421 33,392,585 22,051,053 11,246,961 $ (20,390,341) $ (2,261,282) 724,739 (197,072) 38,601 (1,953,804) 5,951,378 4,908,475 6,624,409 12,684,384 3,259,705 3,309,939 $ 53,014,893 46,705,088 9,068,500 30,334,301 30,384,797 8,219,190 59,358,881 23,442,022 (1,315,955) 24,146,715 20,615,594 7,407,000 3,976,588 24,964,579 299,303,394 $ 46,795 2,194,357 180,888 (22,933,074) $ 7,442,000 3,080,597 9,195,816 101,219,012 $ 59,147,786 23,943,849 7,000 7,448,055 11,349,804 24,200,572 303,823,835 $ 1,898,973 $ $ 1,701,725 $ 1,970,302 Department total $ 1,898,973 $ $ 1,701,725 $ 1,970,302 Department total $ Leadership and Management General Fund Mayor and Council General Fund Municipal Court General Fund Other Grants Non-Departmental General Fund $ Half Cent Sales Tax Fund Other Reserve Funds Transportation Sales Tax Fund Development Fee Funds Other Grants Water Bonds General Obligation Bonds-Capital General Obligation Bonds-Debt Se MDA Bonds-Debt Service Other Bonds-Debt Service Capital Projects - Streets/Econom Outside Source Fund Department total $ Office of Communications General Fund 1,365,841 0 562 Schedule 16 - Auditor General Schedule F Expenditures/expenses by department Fiscal year 2025 Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2024 2024 2024 2025 Department/Fund Parks and Recreation General Fund $ Percent for the Arts Other Grants Sports Complex Operations/Mainte Sports Complex Equipment Reserv Capital Projects - Streets/Economi Department total $ 18,811,019 $ 568,829 85,000 6,979,042 196,000 13,887,500 $ 2,686,498 14,596 (24,889) 18,153,041 $ 344,186 6,066,294 152,075 35,000 19,875,618 1,988,750 8,515,962 219,333 14,897,500 39,958,561 $ 3,245,034 $ 24,750,596 $ 45,497,163 2,576,473 $ 48,300 $ 1,958,006 $ 2,911,384 2,576,473 $ 48,300 $ 1,958,006 $ 2,911,384 $ 74,764,871 1,305,824 $ (448,674) $ 8,005,076 69,004,512 5,558,322 $ 83,225,218 5,567,875 Department total $ 76,070,695 $ 7,556,402 $ 74,562,834 $ 88,793,093 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 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 $ $ 697,393 17,839,928 3,727,451 1,363,500 15,966,542 2,700,908 4,452,111 8,230 7,287,146 13,800,819 7,045,880 $ 782,473 31,010,972 3,290,795 1,777,967 20,921,749 3,250,342 5,636,509 13,816,800 8,154,816 15,407,330 7,784,293 Department total $ 111,703,377 $ 2,897,453 $ 74,889,908 $ 111,834,046 95,020,547 738,500 11,446,377 50,859,777 $ (7,004,140) $ (64,850) 1,387,194 60,273 10,000,000 (623,874) (32,328) (81,917) 850,048 54,187,783 624,038 4,173,204 22,704,302 10,000,000 36,100,873 37,000 4,122,178 14,141,974 $ 84,159,967 637,372 9,404,077 67,993,006 4,752,041 50,114,059 892,004 3,687,420 28,410,541 Planning and Community Development General Fund $ Department total $ Police General Fund Public Safety Grants Water Services Water $ Water Replacement & Reserves Water Expansion Water Bonds Outside Sources Wastewater Wastewater Replacement & Rese Wastewater Expansion Wastewater Bonds 116,737 629,705 8,761 123,149 53,663 (408,428) (26,500) 27,515 2,190,455 182,396 53,099,999 167,000 7,932,964 20,580,872 Department total $ 239,846,036 $ 4,490,406 $ 146,091,352 $ 250,050,487 Department total $ 950,000,000 $ 0 $ 574,439,003 $ 995,000,000 * 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. 563 564 Schedule 17 - Auditor General Schedule G Full-time employees and personnel compensation Fiscal year 2025 Fund General Fund Special revenue funds Streets Community Development Block Gran ARPA Transit Adult Day Program Public Safety Grants Attorney Grants Municipal Court Enhancement Fund Percent for the Arts Total special revenue funds Full-time equivalent (FTE) Employee salaries and hourly costs Retirement costs 2025 2025 2025 Enterprise funds Sports Complex Water Utility Wastewater Utility Commercial Solid Waste Residential Solid Waste Storm Water Drainage System Total enterprise funds 2025 2025 113,911,992 $ 30,949,979 $ 18,522,589 $ 9,721,942 $ 173,106,502 52.80 1.00 $ 4,042,161 84,784 22,581 706,770 592,862 657,669 2,000 70,200 85,955 6,264,982 $ 564,622 11,538 $ 926,189 21,957 $ 438,142 6,810 $ 5,971,114 125,089 22,581 1,033,675 844,650 776,755 5,284 75,571 112,758 8,967,477 11.50 8.25 2.00 0.00 1.00 76.55 $ $ 0.00 $ 0.00 $ 102,663 79,921 39,149 547 11,685 810,125 $ $ 0 $ Permanent funds Firemen's Pension Trust Total permanent funds 2025 $ Capital projects funds Total capital projects funds Total estimated personnel compensation 1,051.90 Debt service funds Total debt service funds Healthcare costs Other benefit costs $ $ 8,530 1,289,132 $ $ 0 $ 0 156,912 124,263 51,281 $ $ 0 $ $ 0 $ $ $ 67,330 47,604 28,656 2,737 5,371 6,588 603,238 $ $ 0 $ 0 $ $ $ $ $ 0 $ $ 5,100 $ 0.00 $ 0 $ 0 $ 0 $ 5,100 $ 16.10 69.50 43.50 7.20 57.80 4.20 $ 1,699,504 6,165,289 3,630,111 473,665 3,873,276 268,911 $ 197,185 850,042 487,974 65,880 542,624 38,368 $ 267,972 1,156,369 840,631 125,892 957,992 82,555 $ 143,076 563,232 350,234 54,885 425,713 26,693 $ 198.30 $ 16,110,756 $ 2,182,073 $ 3,431,411 $ 1,563,833 $ 565 0 0 0 0 0 0 0 0 5,100 0 0 5,100 2,307,737 8,734,932 5,308,950 720,322 5,799,605 416,527 0 23,288,073 Schedule 17 - Auditor General Schedule G Full-time employees and personnel compensation Fiscal year 2025 Fund Internal service funds Fleet Maintenance Workers Compensation Insurance Reserve Facilities Information Technology Full-time equivalent (FTE) Employee salaries and hourly costs Retirement costs 2025 2025 2025 18.00 $ $ 177,806 $ Total estimated personnel compensation 2025 2025 2025 Total internal service fund 103.75 $ 9,291,391 $ 1,222,334 $ 1,765,726 $ 751,030 $ 1,846,258 100,000 253,705 3,689,016 7,141,502 0 13,030,481 Total all funds 1,430.50 $ 145,579,121 $ 35,164,511 $ 25,008,858 $ 12,645,143 $ 218,397,633 2.00 37.75 46.00 1,255,052 100,000 186,035 2,477,520 5,272,784 Healthcare costs Other benefit costs 25,141 350,589 668,798 566 289,059 $ 28,270 628,708 819,689 124,341 $ 14,259 232,199 380,231 Appendix 568 569 570 City of Peoria FY 2025 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. 571 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 2025 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 generally over $100,000 and having a useful life of five years or more. Capital projects include the purchase of land for design, engineering and construction of building and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. CAPITAL PROJECT CARRYOVER: An approved capital project that was not completed in the previous fiscal year and therefore was budgeted again in the current fiscal year in order to finish the project. CARRYOVER: An approved budget expenditure from prior year revenues that was not purchased and is budgeted again in the current year. 572 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. DEPRECIATION: An accounting transaction which spreads the purchase cost of an asset across its useful life. DIVISION: A functional unit of a department. ENCUMBRANCE: The formal accounting recognition of committed funds to be set aside for a future expenditure. For budgetary purposes, encumbrances are considered expenditures. ESTIMATED REVENUE: The amount of projected revenue to be collected during the fiscal year. EXPENDITURE: This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. City of Peoria FY 2025 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 573 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 2025 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. 574 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 2025 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. 575 City of Peoria FY 2025 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 576